By Jim Cathcart
After years of your sales team seeing prospects as “fresh meat,” how do you cultivate a service-oriented mindset?
Well, it’s not as complex as it might seem. It is not like getting lions to become vegetarians. Instead, it’s about showing the value (e.g., payoffs) of doing things in new ways.
Setting the Right Vision
There’s a common saying in management: “What you measure is what you get more of.” In other words, what you inspect tells people what you expect. If someone wants to gain your approval or praise, they’ll do what you are measuring. If it’s sales calls, they will do what they can to increase the number of calls. If it’s new contracts, they’ll focus only on signed orders.
A utility company in California once implemented a new system to increase customer orientation and service quality in their call center. They told their people they would be rewarded based on the length of time they spent on phone calls with customers. The thinking was that longer calls would be perceived as better service.
But there were unintended consequences! Upon hearing of the new plan, the workers started placing people on hold so call times would be extended. Service didn’t improve – but call length did increase. Service quality, on the other hand, got worse.
Next, management said, “No more long calls. We will now measure you based on the number of calls you handle.” Workers immediately adapted. They started hanging up on customers so they’d call back and score two calls for each inquiry.
Finally, the leaders realized their errors and changed to a system of customer satisfaction measures that directly involved customer feedback.
Playing the Sales Game
In some fields, there is a long history of aggressive and manipulative sales practices. Customers have become numb to advertising that offers a wonderful new experience – only to be contradicted in practice by uncaring salespeople. They think, “Same rust, new paint.” Good words and slogans – promises of great treatment and respect for the customer – have just become “white noise” to many buyers. They expect to have to play the sales game, and they hate doing it.
The big question, then, is: How do you get salespeople to stop focusing just on closing techniques and profit margins, and start truly trying to help people? As with the utility company above, there is a bigger issue here than just what you measure. Measures communicate priorities, but mindset drives the culture. That is why we need to reorient the thinking toward seeing customers as assets instead of targets.
What’s the Purpose of Your Business?
Hint: it is not profit. All businesses must earn a profit in order to stay in business, but the purpose of each business is something different. Profit is a by-product of what you do – not the reason for doing it. Of course, profit is necessary and important, but your product or service has a greater value than just stimulating revenue.
The purpose of automobiles is to provide enjoyable and reliable transportation – not to generate profit margins. The purpose of banking services is to give people more control over (and security about) their money. The purpose of computers and smartphones is to give people more control over their day-to-day lives and the information flow in their work. The communication capabilities of your technology are the reason profit can be produced by selling them. But profit, again, is the by-product.
The more people see the value in what they do, the more commitment they make to doing it well. A salesperson who truly understands how their offer helps others – and makes the world a better place – will be far more persuasive in a sales dialogue than someone who simply knows 15 power closing techniques. All of this starts with how you talk about the job.
Salespeople are not paid for making sales. They are paid for helping people at a profit. If they make lots of sales and many of them “unwind” or result in high-cost customers, then profits will drop, work will be miserable, and the business will fail. It’s not the number of sales that counts; it is the number of happy customers who pay you on time and speak well of you.
Jim Cathcart is a long-time contributor to Selling Power and one of the world’s leading professional speakers. He is the original author of Relationship Selling plus 17 other books. Cathcart.com helps organizations increase sales engagement and self-motivation. Contact him at firstname.lastname@example.org.