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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 August 16, 2018

10 Huge Differences Between A Boss And A Leader

10 Huge Differences Between A Boss And A Leader

When you try to think of a leader at your place of work, you might think of your boss – you know, the supervisor in the tasteful office down the hall.

However, bosses are not the only leaders in the office, and not every boss has mastered the art of excellent leadership. Maybe the best leader you know is the co-worker sitting at the desk next to yours who is always willing to loan out her stapler and help you problem solve.

You see, a boss’ main priority is to efficiently cross items off of the corporate to-do list, while a true leader both completes tasks and works to empower and motivate the people he or she interacts with on a daily basis.

A leader is someone who works to improve things instead of focusing on the negatives. People acknowledge the authority of a boss, but people cherish a true leader.

Puzzled about what it takes to be a great leader? Let’s take a look at the difference between a boss and a leader, and why cultivating quality leadership skills is essential for people who really want to make a positive impact.

1. Leaders are compassionate human beings; bosses are cold.

It can be easy to equate professionalism with robot-like impersonal behavior. Many bosses stay holed up in their offices and barely ever interact with staff.

Even if your schedule is packed, you should always make time to reach out to the people around you. Remember that when you ask someone to share how they are feeling, you should be prepared to be vulnerable and open in your communication as well.

Does acting human at the office sound silly? It’s not.

A lack of compassion in the office leads to psychological turmoil, whereas positive connection leads to healthier staff.[1]

If people feel that you are being open, honest and compassionate with them, they will feel able to approach your office with what is on their minds, leading to a more productive and stress-free work environment.

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2. Leaders say “we”; bosses say “I”.

Practice developing a team-first mentality when thinking and speaking. In meetings, talk about trying to meet deadlines as a team instead of using accusatory “you” phrases. This makes it clear that you are a part of the team, too, and that you are willing to work hard and support your team members.

Let me explain:

A “we” mentality shifts the office dynamic from “trying to make the boss happy” to a spirit of teamwork, goal-setting, and accomplishment.

A “we” mentality allows for the accountability and community that is essential in the modern day workplace.

3. Leaders develop and invest in people; bosses use people.

Unfortunately, many office climates involve people using others to get what they want or to climb the corporate ladder. This is another example of the “me first” mentality that is so toxic in both office environments and personal relationships.

Instead of using others or focusing on your needs, think about how you can help other people grow.

Use your building blocks of compassion and team-mentality to stay attuned to the needs of others note the areas in which you can help them develop. A great leader wants to see his or her people flourish.

Make a list of ways you can invest in your team members to help them develop personally and professionally, and then take action!

4. Leaders respect people; bosses are fear-mongering.

Earning respect from everyone on your team will take time and commitment, but the rewards are worth every ounce of effort.

A boss who is a poor leader may try to control the office through fear and bully-like behavior. Employees who are petrified about their performance or who feel overwhelmed and stressed by unfair deadlines are probably working for a boss who uses a fear system instead of a respect system.

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What’s the bottom line?

Work to build respect among your team by treating everyone with fairness and kindness. Maintain a positive tone and stay reliable for those who approach you for help.

5. Leaders give credit where it’s due; bosses only take credits.

Looking for specific ways to gain respect from your colleagues and employees? There is no better place to start than with the simple act of giving credit where it is due.

Don’t be tempted to take credit for things you didn’t do, and always go above and beyond to generously acknowledge those who worked on a project and performed well.

You might be wondering how you can get started:

  • Begin by simply noticing which team member contributes what during your next project at work.
  • If possible, make mental notes. Remember that these notes should not be about ways in which team members are failing, but about ways in which they are excelling.
  • Depending on your leadership style, let people know how well they are doing either in private one-on-one meetings or in a group setting. Be honest and generous in your communication about a person’s performance.

6. Leaders see delegation as their best friend; bosses see it as an enemy.

If delegation is a leader’s best friend, then micromanagement is the enemy.

Delegation equates to trust and micromanagement equates to distrust. Nothing is more frustrating for an employee than feeling that his or her every movement is being critically observed.

Encourage trust in your office by delegating important tasks and acknowledging that your people are capable, smart individuals who can succeed!

Delegation is a great way to cash in on the positive benefits of a psychological phenomenon called a self-fulfilling prophecy. In a self-fulfilling prophecy, a person’s expectations of another person can cause the expectations to be fulfilled.[2]

In other words, if you truly believe that your team member can handle a project or task, he or she is more likely to deliver.

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Learn how to delegate in my other article:

How to Delegate Work (the Definitive Guide for Successful Leaders)

7. Leaders work hard; bosses let others do the work.

Delegation is not an excuse to get out of hard work. Instead of telling people to go accomplish the hardest work alone, make it clear that you are willing to pitch in and help with the hardest work of all when the need arises.

Here’s the deal:

Showing others that you work hard sets the tone for your whole team and will spur them on to greatness.

The next time you catch yourself telling someone to “go”, a.k.a accomplish a difficult task alone, change your phrasing to “let’s go”, showing that you are totally willing to help and support.

8. Leaders think long-term; bosses think short-term.

A leader who only utilizes short-term thinking is someone who cannot be prepared or organized for the future. Your colleagues or staff members need to know that they can trust you to have a handle on things not just this week, but next month or even next year.

Display your long-term thinking skills in group talks and meetings by sharing long-term hopes or concerns. Create plans for possible scenarios and be prepared for emergencies.

For example, if you know that you are losing someone on your team in a few months, be prepared to share a clear plan of how you and the remaining team members can best handle the change and workload until someone new is hired.

9. Leaders are like your colleagues; bosses are just bosses.

Another word for colleague is collaborator. Make sure your team knows that you are “one of them” and that you want to collaborate or work side by side.

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Not getting involved in the going ons of the office is a mistake because you will miss out on development and connection opportunities.

As our regular readers know, I love to remind people of the importance of building routines into each day. Create a routine that encourages you to leave your isolated office and collaborate with others. Spark healthy habits that benefit both you and your co-workers.

10. Leaders put people first; bosses put results first.

Bosses without crucial leadership training may focus on process and results instead of people. They may stick to a pre-set systems playbook even when employees voice new ideas or concerns.

Ignoring people’s opinions for the sake of company tradition like this is never truly beneficial to an organization.

Here’s what I mean by process over people:

Some organizations focus on proper structures or systems as their greatest assets instead of people. I believe that people lend real value to an organization, and that focusing on the development of people is a key ingredient for success in leadership.

Learning to be a leader is an ongoing adventure.

This list of differences makes it clear that, unlike an ordinary boss, a leader is able to be compassionate, inclusive, generous, and hard-working for the good of the team.

Instead of being a stereotypical scary or micromanaging-obsessed boss, a quality leader is able to establish an atmosphere of respect and collaboration.

Whether you are new to your work environment or a seasoned administrator, these leadership traits will help you get a jump start so that you can excel as a leader and positively impact the people around you.

For more inspiration and guidance, you can even start keeping tabs on some of the world’s top leadership experts. With an adventurous and positive attitude, anyone can learn good leadership.

Featured photo credit: Unsplash via unsplash.com

Reference

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