10,000 Foot View

I was recently reminded how difficult it is to be a consultant. One of the biggest challenges we face is being able to deliver quality services to satisfy our clients, while at the same time–being responsible for bringing in new business. This can be a tricky balance. For those who master this dynamic, life can be fun and profitable. For those who don’t, life can be feel like a riding an unpleasant teeter-totter.

Sally (not her real name) is a friend I have great respect for as a consultant in her field. She’s bright, educated, personable and most notably she is an extremely competent consultant. Her customers rave about her talent and the work that she performs. She charges a healthy rate for her services and her clients get their money’s worth – no question.

When a current client of mine needed help in the area of Sally’s exact expertise, I suggested they talk to her. She showed up for the engagement and delivered services that the client loved. Knowing what I do about her business, I was well aware that Sally had delivered only one of several potential services that would be a perfect fit for the client. Therefore, at the end of phase one, Sally wanted to conclude the deliverable and broach the topic of additional work.

The engagement concluded. The moment of truth soon arrived when Sally offered the next logical service that she could provide. The client said, “We’ll think about it and get back to you.” Sale lost? Maybe, maybe not but the pain of wondering where it stands was front and center in Sally’s mind. Not only that, the clock continues to tick and Sally is left with the feeling that this could go either way. “What could I have done differently?” she asked.

Sally’s story is not unique. How often have you been involved in an engagement, knowing that you could provide tons of extra things for the client, if only you could find the right way to talk about it?

Since the thought of “SELLING” is at the very least uninteresting, and at the very most a repulsive and nauseating thought, it’s little wonder why consultants and service professional struggle to get more work from their clients.

In order to deal with this struggle, let’s outline a few realities that seem to get in the way of selling. I use the word realities loosely and hope to reframe your thinking, and thereby, your success as one who makes your living providing professional services to their clients.

First, let’s take a look at how we stereotypically perceive a salesperson. We:

• Think of “salespeople” as pushy, manipulative, sleazy and unethical (or worse).
• Avoid “sales training” because we are convinced we are not a salesperson.
• Know a salesperson we are certain we don’t want to be associated with.
• Sense that most sales people will make the sale and disappear, giving no customer service.
• Feel sales people will say what they need to, to get the sale.

All of these things shape how we project ourselves in a sales situation.

Second, we all hate rejection. According to Tony Robbins, it’s human nature to avoid pain and to seek pleasure. He ought to know because he’s made millions selling that message to people looking for ways to avoid pain and seek pleasure.

Third, we hate the way salespeople sell to us, so let’s make sure we don’t do the same to our clients. I believe that the best way to persuade you to a new way of thinking is to change the context in which you think about sales. Here are a few suggestions.

What is Selling?

Let’s begin by settling on a definition of selling that is more palatable and reflects a different reality. When I think of selling, I think of it as:

“A dialog that creates the condition such that someone with appropriate authority is inspired to trade an asset (time, money or other) for something that they perceive as higher value.”

Please read this again a couple of times. The “something” could be a product or a service. Therefore, if you have ever created a condition that has created this outcome, you were a salesperson. If part of your job is to continue creating this condition in some fashion, you are a salesperson. If you’ve ever asked for a raise, gotten married, inspired someone to do volunteer work or sold Kool Aid at the street corner, you were behaving as a salesperson.

Next, let’s carefully consider the distinction between selling and delivering. If you accept the above definition of selling, then it is holistically distinct from delivering your product or service. While you are performing your duties as a consultant, it is certainly NOT your job function to inspire someone to trade an asset for what you are delivering (although, this may be an unintended consequence of your actions).

Since the part of selling has already been done, it is now your job to deliver the actions, tasks, outcomes and results that you were hired to do. However, when your delivery of actions, tasks, outcomes and results is nearing the chronologic end of the engagement, it would behoove you (AND your client) to think about inspiring them to consider your other services.

You owe it to your client and yourself to create this process intentionally, or not at all. If you don’t believe that your involvement is more valuable than the money that your client will have to trade for your service, then don’t offer it. However, if you are providing the value that your client deserves, then it is incumbent upon you to engage in selling (as defined above).

As consultants we often wait until it’s too late to re-engage our client. The manner in which we spring into action in our sales approach can cause confusion. We do this because of our own hesitations, reservations and stereotypes of the sales process and of salespeople.

Advice for Sally.

Here is what can be done. First, get clear that your role as a salesperson is defined as above. Your job as a salesperson is to create a conversation that inspires. You can’t do this by avoiding the conversation. You do this by asking questions and learning how to transition from delivering your expertise to selling your expertise.

The transition from expert implementer back to sales professional is relatively simple, yet extremely important. One way to accomplish this is to do the following:

1. Ask your client how satisfied they are with the service that you just delivered. Then ask what could have been done better. This process will demonstrate to your customer that you are striving to deliver the best possible service.
2. Inform your client that you have another service that is valuable to them. Describe its benefits and invite your client to consider the offer as it relates to their situation.
3. Verify that your client agrees that the benefits are helpful.
4. Upon your client’s affirmation, tell them the fee and ask for the business.

It may sound simple, but most of us are uncomfortable asking for the business. Therefore, practice this in the mirror or with a friend before you go live. Being comfortable with this transition will put you and your clients in a win-win relationship. The transition from expert implementer doesn’t have to be difficult and can be extremely rewarding.

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© 2008 Todd J. Anderson, All rights reserved. You are free to use this featured article in whole or in part, as long as you include complete attribution, including live web site link. Make sure to notify us where the material will appear. The attribution should read:

“By Todd J. Anderson of 10,000 Foot View. Visit our web site at www.10000footview.com for additional Business Development articles and resources.”

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Todd J. Anderson is the Managing Partner of 10,000 Foot View. He helps Professional Services Firms and complex manufacturing companies looking to grow by offering part-time and interim sales management. For info on his speaking and services, call 763-522-6365 or email todd@10000footview.com.