Earlier this year I came up with a simple framework for starting sales conversations, which we’ve used successfully as part of our target account prospecting initiatives. I thought I’d share and as always, comments and refinements are appreciated.
3 R’s for Starting Sales Conversations
1) Relationship (You know someone)
- They can book a meeting or make an intro for you
- You can name drop, use the relationship to get the attention of the person you want to get to
2) Recency (Recent Activity/Interaction)
-You met them (or someone from their org) at a tradeshow/event, or they were at least there
3) Relevance (Real Intelligence)
- You know they have a project
- There was recently something relevant in news that can be referenced
- There is something relevant in their LinkedIn profile that can be referenced
Here’s a great exercise to help re-energize your team:
Tell every member of your team that you want each of them to forget about everything that they are currently working on, and take the time to come up with what THEY think they should be working on. What THEY think should be their highest priority.
In addition, ask them to look at what every other member of the team is currently working on, and come up with what THEY think each person’s highest priority item should be.
Then, have a meeting to discuss all of these things, brainstorm and re-align your priorities.
Sometimes a terrible thing can happen to a team. Team dynamics become what I call team “dynumbics”.
People become numb. They become lulled to sleep, not willing to participate in the overall team effort aside from doing their individual tasks and calling it a day. They no longer have a drive to disagree, to be creative or to voice their opinions and ideas.
Why does this happen? In thinking about it, I’ve come up with the 5 dysfunctions of a team as I see them. (I know of Patrick Lencioni’s book with the same title, though I’ve never read it.)
1) Poor Leadership – Poor leadership causes everyone else to suffer. In reality, poor leadership is really the only thing to blame for poor team dynamics. Leadership needs to recognize the signs of the remaining four dysfunctions, and fix them quickly.
2) Poor Process – Poor process will quickly lull people to sleep and drive teams apart. A poor process can be defined as: no process, a process that is clearly broken, or a process that changes all the time. A process changing and improving from time to time is one thing. However, if you have a fire drill every time a certain task needs to be completed, you have a poor process and you need to spend the time needed to fix it. A poor process just frustrates people.
3) Poor Relationships – Strong professional relationships are key. This needs to be fostered by leadership as well. One simple way to foster strong professional relationships amongst team members is to stress their importance frequently. Like most things, just bring it up. Tell your team that it’s important that they all have good relationships with one another, and that they feel comfortable providing constructive criticism and asking each other for help/input.
4) Lack of Shared Vision – If your team doesn’t have a shared vision for what you are trying to accomplish, how do you expect to accomplish it? Don’t expect that everyone will have the shared vision because you mention it once a year. It needs to be reinforced, brought up frequently, and you need to be evaluating the things that your team is doing to make sure they are furthering that shared vision. Without a shared vision, people can easily become disengaged and feel like they are doing busy work.
5) Lack of Ownership – This is vital for two reasons:
- Ownership motivates people to do their best. If you tell someone that something is “theirs” and that they “own it”, most people are going to do the best they can. If no one owns it, it’s going to be mediocre.
- If no one owns it, there is no one to hold accountable when it doesn’t get done. This also means that people will feel like someone else should have done something, which weakens relationships between team members.
Don’t let your team become numb.
One of the things I love most about working is having the opportunity to sit down next to someone else and work side by side with them on something. I literally go out of my way to work with people this way if at all possible. I learn so much, and it’s an opportunity for me to hopefully impart something worthwhile to the person I’m working with. Sure, there are always things that you simply need to just focus on and get done on your own. But when you need to interact with someone else on your team, why not work side by side with them whenever possible?
Working this way is a powerful tool you can use to help create a culture of innovation within your organization/team. Here’s how:
1) Preface your interaction/work session with something like this:
“My goal every time I work side by side with someone like this, is not just to accomplish the task at hand. I have two other things that I explicitly want to accomplish. I want to learn something from you – I want YOU to teach ME something. At the same time, I hope to share some bit of knowledge, or teach you something as well. So please, try and teach me something, I will try my best to do the same.”
It’s important to set expectations this way, especially if you are working with someone that reports to you. Some people will feel like you are micromanaging, so just be clear about your intentions and goals.
2) Recap – When your work session is over, tell your co-worker what you’ve learned and ask them what they learned. THEN, ask them if what you learned is what they were trying to teach you and vice-versa.
3) Encourage everyone on your team to do the same when working with one another.
4) Periodically talk about the things that you’ve learned over the course of a given week or month, and ask the rest of your team members to do the same. It’s probably good to vary the frequency of these discussions.
This accomplishes a number of great things:
1) It shows that you respect your team members, and that you don’t think you know it all.
2) It shows that you are not just task oriented, but that you have an interest in your team members’ development.
3) Knowledge sharing happens, respect for one another increases, and stronger relationships develop throughout your team.
4) Your team members learn, grow, and become more engaged.
All making your job as a manager/team leader that much easier, and helping to create a culture of innovation within your team.
As a leader, setting the expectations of your team/employees is YOUR responsibility, and is the first step in creating a culture of innovation within your organization.
So, how do you set expectations? Communicate them!
It’s important to communicate your expectations clearly. These expectations should be both what YOU expect from your team/employees, but more importantly, what THEY should expect from you. People need to know that you are serious about working WITH them, NOT just serious about them working FOR you.
Let your team know that you want each and every one of them to know that their ideas and input are as valuable as anyone else’s – including your own. (Stress that last point.)
You should then clearly define how you plan to manage innovation and creative ideas within your organization. Do you have a formal process? (I’ll talk more about this in a future post.)
You then need to lead by example by you yourself meeting and exceeding the expectations that you have set for your organization. This once again means NOT bypassing the system or process you have put in place for managing ideas and creativity. If you set specific guidelines, adhere to them. If you set goals, exceed them. (or at least meet them)