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Why Emotions, Mindset And Timing Matter in Sales

Why Emotions, Mindset And Timing Matter in Sales

There is perhaps no business unit that relies on the delicate combination of science and art more than sales. Maintaining a robust data analysis operation can be extremely illuminating, and in fact is necessary for almost every organization to compete in the current landscape. However, there are integral parts of the sales process that remain hidden from even the most advanced metrics. To fill in these gaps and get a complete picture of the sales process and how it relates to your customers, it is important to understand the more human elements that come into play.

Many of us like to think that we approach our business decisions with a level head and a dedication to logic, keeping our emotional reactions undercover until we are back with our family and friends. In reality, humans can never turn off the part of the brain that causes us to react emotionally, and this has big implications when it comes to the relationship between your organization and your customers. The Corporate Executive Board (CEB) partnered with Google for a study of the role that emotion played for 3,000 B2B customers. They found that although branding is still an important component of a successful strategy, only 14% of the buyers perceived a valuable difference when it came to brands’ business value.

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All of this leads to the conclusion that you can be doing everything right from a product, pricing and marketing perspective, and still run up against a disconnect with your customer if you do not understand how their state of mind affects their purchasing decisions.

The customer experience is an accumulation of memories, emotions and relationships

A crucial ingredient to enterprise sales success is providing a superior customer experience, and your product or your pricing structure are not always at the core of this experience. Rather, it is an amalgamation of the various ways which your people and your company make the customer feel.

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In the sales process, this translates into storytelling. But it is not just about telling the most effective story about your product and your value proposition; the customer needs to easily understand where they fit into the story in order to maximize engagement. This is representative of a very human desire. We all want to feel like we are understood, and that our problems and concerns hold real weight for those with whom we are conversing. When you can successfully make your clients feel this it creates a long-term culture of trust that forms the backbone of the customer experience.

Customers perceive value differently than sellers

Salespeople are trained to have intimate knowledge of their product’s value: what problem it solves, why it is the best option for solving said problem and why the pricing structure makes sense for the client. But limiting yourself to this view fails to take into account the perceived value of the transaction for the customer.

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Some experts separate a customer’s perceived value into three categories. First is company value, which includes all benefits gained by the company such as efficiency improvements or cost savings. Then there is professional value, which covers the ways that a product can make the client’s job easier. Finally there is identity value, which many argue is the most important because it speaks directly to the customer as a person, not an employee.

Sales largely depends on recruiting mobilizers

One of the reasons that demonstrating identity value to your customer is so crucial involves the increasing dependence on mobilizers. Enterprises in the 21st century are becoming increasingly complex, technology now often links business units that previously had little interaction with each other, and managers and directors have access to more information than ever before.

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These factors result in an increase in the amount of stakeholders who have a say in the purchasing process, which is why it can be very advantageous to have a mobilizer who can advocate for you within the organization.

The customer journey is driven by small but significant moments

Aligning the timing of your sales process with the timing of the customer’s journey is one of the surest ways to close a deal. When the timing is off, it can derail a potential sale even when it seems like every other variable has been accounted for.

The problem is that evaluating the customer’s purchasing journey from start to finish can be a daunting task. Instead, it is better to consider it as a series of moments where something you do or do not do can have a significant impact. That way, you just have to pay attention at each stage of the journey to ensure that your timelines are still aligned.

Featured photo credit: VIKTOR HANACEK via picjumbo.com

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Last Updated on March 29, 2021

5 Types of Horrible Bosses and How to Beat Them All

5 Types of Horrible Bosses and How to Beat Them All

When I left university I took a job immediately, I had been lucky as I had spent a year earning almost nothing as an intern so I was offered a role. On my first day I found that I had not been allocated a desk, there was no one to greet me so I was left for some hours ignored. I happened to snipe about this to another employee at the coffee machine two things happened. The first was that the person I had complained to was my new manager’s wife, and the second was, in his own words, ‘that he would come down on me like a ton of bricks if I crossed him…’

What a great start to a job! I had moved to a new city, and had been at work for less than a morning when I had my first run in with the first style of bad manager. I didn’t stay long enough to find out what Mr Agressive would do next. Bad managers are a major issue. Research from Approved Index shows that more than four in ten employees (42%) state that they have previously quit a job because of a bad manager.

The Dream Type Of Manager

My best manager was a total opposite. A man who had been the head of the UK tax system and was working his retirement running a company I was a very junior and green employee for. I made a stupid mistake, one which cost a lot of time and money and I felt I was going to be sacked without doubt.

I was nervous, beating myself up about what I had done, what would happen. At the end of the day I was called to his office, he had made me wait and I had spent that day talking to other employees, trying to understand where I had gone wrong. It had been a simple mistyped line of code which sent a massive print job out totally wrong. I learn how I should have done it and I fretted.

My boss asked me to step into his office, he asked me to sit down. “Do you know what you did?” I babbled, yes, I had been stupid, I had not double-checked or asked for advice when I was doing something I had not really understood. It was totally my fault. He paused. “Will you do that again?” Of course I told him I would not, I would always double check, ask for help and not try to be so clever when I was not!

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“Okay…”

That was it. I paused and asked, should I clear my desk. He smiled. “You have learnt a valuable lesson, I can be sure that you will never make a mistake like that again. Why would I want to get rid of an employee who knows that?”

I stayed with that company for many years, the way I was treated was a real object lesson in good management. Sadly, far too many poor managers exist out there.

The Complete Catalogue of Bad Managers

The Bully

My first boss fitted into the classic bully class. This is so often the ‘old school’ management by power style. I encountered this style again in the retail sector where one manager felt the only way to get the best from staff was to bawl and yell.

However, like so many bullies you will often find that this can be someone who either knows no better or is under stress and they are themselves running scared of the situation they have found themselves in.

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The Invisible Boss

This can either present itself as management from afar (usually the golf course or ‘important meetings) or just a boss who is too busy being important to deal with their staff.

It can feel refreshing as you will often have almost total freedom with your manager taking little or no interest in your activities, however you will soon find that you also lack the support that a good manager will provide. Without direction you may feel you are doing well just to find that you are not delivering against expectations you were not told about and suddenly it is all your fault.

The Micro Manager

The frustration of having a manager who feels the need to be involved in everything you do. The polar opposite to the Invisible Boss you will feel that there is no trust in your work as they will want to meddle in everything you do.

Dealing with the micro-manager can be difficult. Often their management style comes from their own insecurity. You can try confronting them, tell them that you can do your job however in many cases this will not succeed and can in fact make things worse.

The Over Promoted Boss

The Over promoted boss categorises someone who has no idea. They have found themselves in a management position through service, family or some corporate mystery. They are people who are not only highly unqualified to be managers they will generally be unable to do even your job.

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You can find yourself persistently frustrated by the situation you are in, however it can seem impossible to get out without handing over your resignation.

The Credit Stealer

The credit stealer is the boss who will never publically acknowledge the work you do. You will put in the extra hours working on a project and you know that, in the ‘big meeting’ it will be your credit stealing boss who will take all of the credit!

Again it is demoralising, you see all of the credit for your labour being stolen and this can often lead to good employees looking for new careers.

3 Essential Ways to Work (Cope) with Bad Managers

Whatever type of bad boss you have there are certain things that you can do to ensure that you get the recognition and protection you require to not only remain sane but to also build your career.

1. Keep evidence

Whether it is incidents with the bully or examples of projects you have completed with the credit stealer you will always be well served to keep notes and supporting evidence for projects you are working on.

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Buy your own notebook and ensure that you are always making notes, it becomes a habit and a very useful one as you have a constant reminder as well as somewhere to explore ideas.

Importantly, if you do have to go to HR or stand-up for yourself you will have clear records! Also, don’t always trust that corporate servers or emails will always be available or not tampered with. Keep your own content.

2. Hold regular meetings

Ensure that you make time for regular meetings with your boss. This is especially useful for the over-promoted or the invisible boss to allow you to ‘manage upwards’. Take charge where you can to set your objectives and use these meetings to set clear objectives and document the status of your work.

3. Stand your ground, but be ready to jump…

Remember that you don’t have to put up with poor management. If you have issues you should face them with your boss, maybe they do not know that they are coming across in a bad way.

However, be ready to recognise if the situation is not going to change. If that is the case, keep your head down and get working on polishing your CV! If it isn’t working, there will be something better out there for you!

Good luck!

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