Comments on: Rainmaking Problem #22: Team Selling for the First Time http://www.hardingco.com/blog/2009/09/16/rainmaking-problem-22-team-selling-for-the-first-time/ Mimi Spangler's Blog on Rainmaking and Business Development Sat, 17 Dec 2011 22:48:43 -0500 hourly 1 http://wordpress.org/?v=3.0.4 By: Ford Harding http://www.hardingco.com/blog/2009/09/16/rainmaking-problem-22-team-selling-for-the-first-time/comment-page-1/#comment-36818 Ford Harding Mon, 21 Sep 2009 12:42:23 +0000 http://www.hardingco.com/blog/?p=434#comment-36818 Ian: These are good suggestions. You also make me cringe when I think back to some of my own earlier behaviors. Ford Harding Ian:

These are good suggestions. You also make me cringe when I think back to some of my own earlier behaviors.

Ford Harding

]]> By: Ian Brodie http://www.hardingco.com/blog/2009/09/16/rainmaking-problem-22-team-selling-for-the-first-time/comment-page-1/#comment-36817 Ian Brodie Sun, 20 Sep 2009 15:02:53 +0000 http://www.hardingco.com/blog/?p=434#comment-36817 I've found that Pete's Point #3 - that you now have 2 people who want to say something - to be particularly challenging. It's often really difficult for professionals who derive a lot of their feelings of worth from "being an expert" to just keep quiet at times. I know from painful experience from early(ish) in my career, where I've been in the relationship role and introduced an expert to a client for a sales meeting. Because I actually knew a lot about the area being covered, I trod on the toes of the expert I brought in. I was too concerned with wanting the client to be dazzled by my brilliance. So I took airtime from both the other consultant, and the client. It took me a while to learn to swallow my ego. The same happens in more formal presentations where often 3 or 4 people will attempt to "build on" each others' answers, thinking their additions will add value & credibility - where in fact they just add complexity and confusion. As John said, you need to agree roles for who coordinates answers. And in my experience, a "1 answer only" rule is useful too. Even if everyone feels the original answerer didn't do a perfect job, additions very rarely improve the client's perception of the answer. In these more formal presentations, I also advise people to try to "pair up" with their equivalents from the client organisation: senior exec with senior exec, project lead with project lead, etc. This again needs to be planned up-front. Ian I’ve found that Pete’s Point #3 – that you now have 2 people who want to say something – to be particularly challenging.

It’s often really difficult for professionals who derive a lot of their feelings of worth from “being an expert” to just keep quiet at times.

I know from painful experience from early(ish) in my career, where I’ve been in the relationship role and introduced an expert to a client for a sales meeting. Because I actually knew a lot about the area being covered, I trod on the toes of the expert I brought in. I was too concerned with wanting the client to be dazzled by my brilliance. So I took airtime from both the other consultant, and the client. It took me a while to learn to swallow my ego.

The same happens in more formal presentations where often 3 or 4 people will attempt to “build on” each others’ answers, thinking their additions will add value & credibility – where in fact they just add complexity and confusion. As John said, you need to agree roles for who coordinates answers. And in my experience, a “1 answer only” rule is useful too. Even if everyone feels the original answerer didn’t do a perfect job, additions very rarely improve the client’s perception of the answer.

In these more formal presentations, I also advise people to try to “pair up” with their equivalents from the client organisation: senior exec with senior exec, project lead with project lead, etc. This again needs to be planned up-front.

Ian

]]> By: Ford Harding http://www.hardingco.com/blog/2009/09/16/rainmaking-problem-22-team-selling-for-the-first-time/comment-page-1/#comment-36816 Ford Harding Sat, 19 Sep 2009 14:24:04 +0000 http://www.hardingco.com/blog/?p=434#comment-36816 Pete and John: Thanks for these thoughtful comments. Ford Harding Pete and John:

Thanks for these thoughtful comments.

Ford Harding

]]> By: Pete Warshaw http://www.hardingco.com/blog/2009/09/16/rainmaking-problem-22-team-selling-for-the-first-time/comment-page-1/#comment-36815 Pete Warshaw Fri, 18 Sep 2009 14:59:38 +0000 http://www.hardingco.com/blog/?p=434#comment-36815 (1) I agree that preparation for the call is a must, but it's important to back up to the goals for the call. For example, if one peer has the contact and the other is being set up to lead the work, it's very important that that second person play a major role in the discussion. (2) In addition, following your advice, Ford, it's very helpful that the second person play the role of "auditor", listening and watching for any disconnects and interjecting a question to get things back on track. (3) The biggest challenge in team selling is that you now have two people who often want to say something when the goal is to have the prospect do the talking. (4) Processing the call immediately afterward is a must, with the focus on the prospect's responses vs. points scored by the sellers. Pete (1) I agree that preparation for the call is a must, but it’s important to back up to the goals for the call. For example, if one peer has the contact and the other is being set up to lead the work, it’s very important that that second person play a major role in the discussion. (2) In addition, following your advice, Ford, it’s very helpful that the second person play the role of “auditor”, listening and watching for any disconnects and interjecting a question to get things back on track. (3) The biggest challenge in team selling is that you now have two people who often want to say something when the goal is to have the prospect do the talking. (4) Processing the call immediately afterward is a must, with the focus on the prospect’s responses vs. points scored by the sellers.
Pete

]]> By: John M. Walker http://www.hardingco.com/blog/2009/09/16/rainmaking-problem-22-team-selling-for-the-first-time/comment-page-1/#comment-36814 John M. Walker Wed, 16 Sep 2009 14:02:18 +0000 http://www.hardingco.com/blog/?p=434#comment-36814 Team selling can be highly effective, but it must be coordinated. In my experience, nothing will kill a potential sale or a presentation faster in team selling than an uncoordinated presentation. The prospect becomes confused and loses interest as well as confidence in the firm. The team must select a single person to make and to control the presentation. The others on the team can answer technical questions in their area only if the presenter passes the question to them. Once they have answered, the control and focus returns to the presenter. Before the meeting, the team must consider and agree on the objectives of the meeting and align their expectations. After the meeting, only the team member who presented should send the follow up communication with the prospect. To allow other team members to do so will create confusion. Confusion kills opportunity. John Team selling can be highly effective, but it must be coordinated. In my experience, nothing will kill a potential sale or a presentation faster in team selling than an uncoordinated presentation. The prospect becomes confused and loses interest as well as confidence in the firm.

The team must select a single person to make and to control the presentation. The others on the team can answer technical questions in their area only if the presenter passes the question to them. Once they have answered, the control and focus returns to the presenter.

Before the meeting, the team must consider and agree on the objectives of the meeting and align their expectations.

After the meeting, only the team member who presented should send the follow up communication with the prospect. To allow other team members to do so will create confusion. Confusion kills opportunity.

John

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