When I am calling to set an appointment

[rifat28dddd]

There is no reason why you can’t reach out and call the CEO directly. But, here’s the thing: most people in business-to-business sales are calling somewhere in the middle of the organization because that’s where the decision is made. If you are calling a small business, you are calling a business owner, like me. In those cases, it is ok to call me, but I may have another person in my organization that you are going to deal with. I am going to send you down to that person. Sometimes I am the person that makes those decisions directly, it just depends on what it is.

GN: You talk about pitch-slapping. You say people buy for their reasons, not yours. Can you explain what it means to be pitch-slapped and how salespeople can differentiate themselves and their products?

JB: I think there is a little bit of a difference. am trying to get the “Yes”, “No”, or “Maybe” as fast as I possibly can. Even if I am calling a CEO I need to have a relevant message that is going to get their attention, that is going to give them value for meeting with me. That is not pitching. That is a quick message to get on and off the phone fast and get my meeting. I just need to be super relevant in what I say. Pitch slapping only comes into play once I get that meeting in place.

When you are on the phone, asking for the japan telegram data appointment, it really isn’t about what you say. It is about the message you deliver that gives them enough value in that moment to say “Yes” to my meeting. “Yes” to my request for time. Once I have that time I have to walk in that door and start learning to listen. In sales, we always think about being a closer and closing, and that that’s the sexy part of being in sales. The truth is that the sexy part of sales is discovery. It is the part where you are listening to your prospects. When you sit down with that C-Suite and you have to turn your mouth off and your ears on. As soon as you start talking your ears will turn off and so will the CEO you’re sitting in front of.

GN: Statics show people leave their bosses, not their jobs. What do you think sales leaders can do to be more relatable to their employees and what qualities should every great sales manager have?

JB: If you just think about the great leaders you had, they lead with questions. They ask questions. They emulated a lot of the same behaviors they want to see in their salespeople. They want their salespeople to sit down at discovery and ask questions. So instead of yelling, screaming and threatening and giving direction and orders, they’re asking questions that generate self-awareness, that get the person to think. That gets them to challenge the different possibilities for what path they might be able to take.