Selling With Noble Purpose. Lisa Earle McLeod
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Название: Selling With Noble Purpose
Автор: Lisa Earle McLeod
Издательство: John Wiley & Sons Limited
Жанр: Маркетинг, PR, реклама
isbn: 9781119700890
isbn:
I'm going to let you in on a secret: Your life is about much more than just making money. It's about the impact you have on other people. You already make a difference, and I want to help you make an even bigger difference. When you know that your job matters, you perform at a higher level and enjoy it more.
When you love your job, your whole life lights up—and so does everyone around you.
You deserve that. We all do. Are you ready to get started?
Chapter 1: The Great Sales Disconnect
Salespeople who sell with a Noble Sales Purpose (NSP), who truly want to make a difference in the lives of their customers, outsell salespeople focused on internal targets and quotas.
| Transactional sellers | Noble Purpose sellers |
| Think short‐term | Think about long‐term customer impact |
| Fail to connect the dots between product and customers' goals | View product as an opportunity to positively impact customers' goals |
| Have a default response to lower the price | Sell at a high margin because they enable the customer to see the value |
In traditional sales organizations, the sales ecosystem surrounding the sales team (CRM, recognition, manager interactions, etc.) points toward internal targets instead of customer impact. When targets and quotas are the primary organizing element of a business, the result is mediocrity at best. Instead of making more money, you make less.
Aligning a sales force around a Noble Sales Purpose (NSP):
Brings the customer's voice to the front and center of the conversation
Provides an organizing framework for planning and decision‐making
Improves the quality of your existing sales training
Differentiates you from the competition in a way that product features cannot
Improves emotional engagement
Gives you a North Star during times of stress and change
When your entire organization is focused on making a difference to customers, people engage more deeply, they care more, and customers respond, and you win the market.
Do one thing: Look at the ecosystem surrounding your sellers, and ask yourself: are they pointed toward customers, or toward internal targets? Identify one area you can infuse the customer's voice into the conversation.
CHAPTER 2 How a Noble Sales Purpose (NSP) Changes Your Brain
Great minds have purpose, others have wishes.
—Washington Irving, short‐story writer
Imagine you're at a neighborhood party or standing on the sidelines of a kid's soccer game. You engage in a conversation with the person next to you, and he asks the age‐old question: “What do you do for a living?”
How do you answer? You've likely been asked the question a hundred times, so you probably have a standard job description‐type answer. If you're alone right now, say it out loud. If you're reading this book on a plane or in a coffee shop, just mumble your answer under your breath.
Pay attention to how you feel saying those words.
If you're like most people, you probably give a fairly rote response that doesn't require much thinking: something along the lines of, “I sell software” or “I'm regional manager for XYZ Company.” If you work for an impressive firm or you have an impressive title, you may have said, “I run a sales team for Google” or “I'm the VP of Sales at Clorox.” But it's usually still a pretty standard answer.
Again, remember how it feels to say those words out loud. This is your baseline.
Now, to give you an understanding of what Noble Purpose does to your mind, we're going to go a bit deeper.
I'd like you to think about a time when you made a difference to another person at work. Perhaps you helped someone on your team, did something great for a customer, or lent an ear when a colleague needed to talk. It may have happened in your current job, or it may have been in a past job. Either one is fine.
What was the situation?
How did you make a difference?
What did the other person say?
How did he or she look?
How did you feel afterward?
Imagine yourself telling this story out loud. In fact, if you have a colleague or friend nearby, tell them your story.
Compare how you felt in the first scenario, when you described what you did for a living, with how you felt in the second scenario, where you told a story about making a difference.
What do you notice?
How was the second time different from the first time? Which one did you enjoy talking about more? Which one was more engaging? Which one makes you prouder? And here's the key question: which story would you rather listen to if you were on the other end?
Most people experience a pretty dramatic shift when they move from function‐based conversation to a more purposeful “make a difference” conversation.
When I pose these questions in keynotes, I ask people: “Tell the person next to you what you do for a living.” The room is a low‐level buzz. Then, when you ask people to describe a time you made a difference to another person at work, the whole room lights up. The physical and emotional difference between the two scenarios is startling. When I ask groups to compare them, I hear things like:
“The first time was a no‐brainer, but the second time I was totally into it.”
“The first time was boring; the second time was more emotional.”
“I was on autopilot the first time, but the second time it was like I was reliving the experience again.”
“The first time I thought it; the second time I felt it.”
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