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What An MBA Didn’t Teach You About Sales

The sales profession is challenging. You need to work hard at it to succeed. You need to learn from the best. You need to improve your skills continuously. If you think you can sell since you are a hit at parties and have a lot of friends, you may soon find that you are a failure as a salesperson. Blunt truth:

because the sales profession is so hard, you have to focus on doing everything in sales very well, or you will be considered a failure.

I call this blog, Skinned Knees because I try to relate all of the learning that I have done over the past 4+ decades (while skinning my knees in the learning process).

I hope that you learn from my mistakes so that your business will grow!

Two Tall Guys Talking Sales – Patrick O’Donnell Explains How to Hire and Onboard Sales Talent That Actually Performs – Episode 139

In this high-impact episode of Two Tall Guys Talking Sales, hosts Kevin Lawson and Sean O’Shaughnessey welcome sales acceleration expert Patrick O’Donnell to tackle one of the toughest challenges facing small business CEOs: hiring and onboarding top-performing sales talent. Together, they dive deep into proven sales strategies that help CEOs find strong candidates and keep them engaged, successful, and driving revenue. If you’ve ever hired a salesperson who didn’t work out, or you’re planning to… Two Tall Guys Talking Sales – Patrick O’Donnell Explains How to Hire and Onboard Sales Talent That Actually Performs – Episode 139

Becoming a Trusted Advisor: Solve Problems, Not Just Sell Products

In B2B sales and sales leadership, problem-solving is an art that goes beyond selling a product or service. The secret to becoming a trusted advisor is addressing business problems, not just selling a product. This concept resonates with salespeople, sales managers, and small business CEOs who sell themselves or manage a team of salespeople. 

Sales is not just about pushing a product or closing a deal; it’s about forging relationships, understanding businesses and their unique challenges, and offering solutions to these problems. The role of a trusted advisor is not to sell a product and become a trusted advisor, but rather to become a trusted advisor who can sell a product. 

The reward for earning trusted advisor status is immeasurable. It is fantastic to receive a call from a client asking for advice on solving problems they have never discussed with you. Imagine having relationships that stand the test of time and outlast competition and challenges. 

So, how does one become a trusted advisor and solve problems for clients rather than just selling them a great product? It starts with building a relationship from scratch. When starting with a prospect list or an ideal client profile, the goal is not to find anyone who will respond but to seek opportunities to build meaningful relationships. 

The cornerstone of these relationships is reliability. 

  • Are you always punctual? 
  • Do you cancel at the last minute? 
  • Do you forget to return phone calls? 

These behaviors erode trust. On the other hand, showing up when needed, providing solutions even when they are not directly related to your product or service, and connecting clients to others who can help them are behaviors that build trust. 

Becoming a trusted advisor also involves understanding and curiosity about the client’s business. Do you ask questions about how the prospective company makes and loses money, how it dealt with past challenges like the pandemic, and how it deals with current challenges like rising inflation or supply chain disruption? The aim is to understand the client’s business, challenges, and competitors and offer insights and parallels to other companies. 

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Differentiating in the Sales Process: The Key to Boosting Bottom Line

The roles of salespeople, sales managers, and small business CEOs are ever-evolving. A common problem faced is increasing revenue and productivity in sales processes. This goal is common for all, from individual salespeople striving to provide for their families to CEOs seeking to boost their company’s bottom line. The key to achieving this lies in understanding the dynamic nature of the sales environment and leveraging it effectively.

A significant part of the sales process revolves around the buyer’s perception of a product or service as a commodity. This misclassification is usually caused by insufficient differentiation in the early stages of the sales process. Differentiation is crucial in any sales process, regardless of the industry or scenario. Creating enough differentiation can be the difference between closing a deal at a discounted rate or the desired price.

Salespeople are experts in their field, whether selling a unique product specific to their company or a common commodity. They typically have a deeper understanding of what they are selling than their prospects have about what they are buying. This expertise should be leveraged to guide prospects through the buying process, adding value to the relationship and making the salesperson indispensable. This approach can reduce the emphasis on price and increase the potential for higher earnings.

Every business has unique values that differentiate it from its competitors. These unique values could be anything from their mission, vision, and values to their market commitment and guarantee. This is commonly called a Unique Value Proposition (UVP) or a Unique Sales Proposition (USP). While a UVP and a USP are similar, there is a slight difference in that the former is typically created by the Marketing department (or sometimes with the help of a business adviser such as an EOS implementer. The latter is directly targeted at salespeople and what a salesperson should say to their prospects and customers. Salespeople should understand what makes them different and communicate this effectively to their prospects. The ability to create separation and differentiate oneself is why people pay for a product or service.

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The Multifaceted Role of a CEO in a Sales-Driven Business Environment

In the business world, the role of a CEO extends beyond just leading the company. It involves taking responsibility for the sales environment, shaping the company culture, and setting the vision for the future. This is particularly important for small companies where the CEO may also be the primary salesperson or sales manager.

One of the critical responsibilities of a CEO in a sales environment is to address and resolve problems. When a client is dissatisfied, the CEO must apologize and take responsibility for the issue. This doesn’t mean placing blame but owning the problem and finding a solution. It is also essential to have a plan in place to prevent similar issues from recurring in the future.

In addition to problem-solving, a CEO plays a significant role in shaping the company’s culture. The company’s culture should reflect the core values that the CEO and the team believe in. These core values should guide the company’s actions and decisions. For example, suppose one of the company’s core values is extraordinary service. In that case, every team member, from the CEO to the junior account person, should strive to provide exceptional client service.

As a CEO, it is also important to be the company’s visionary. This includes setting goals and communicating these goals to the team. The vision should inspire and motivate the team to strive for excellence. It should also give a clear direction on where the company is headed and what it hopes to achieve.

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