I've long taken a slightly different approach to discussing and coaching sales cultures. First and foremost, I recognize that even the phrase "
Few stereotypes are as consistently negative as what comes to mind when people hear the word "salesperson." And, as I've done hundreds of times, when you ask folks to describe the
Used car salespeople, in particular, seem to generate the greatest angst. I sometimes joke with groups that, hey, that car salesman didn't find you outside a grocery store or ring your doorbell.
You walked onto their lot — and they know you're shopping for a car. They also know that if you leave without buying one, they're probably never going to see you again. So, the game is afoot.
Girl Scouts, on the other hand, practically ambush you when you're not ready. They, I suggest, are truly the scariest breed of salespeople. (OK, I flourish for effect.)
The jokes are intended to lighten the mood and acknowledge the fact that one of the absolute keys to business success — effective sales practices — is also consistently one of the most dreaded topics to address.
I sometimes ask bankers to list the things they've hated or feared most — either when interacting with a salesperson or when finding themselves in that role.
The answers are rarely surprising. Most center around the discomfort of dealing with someone who clearly has an agenda, or the uneasiness of feeling like you're pressuring someone to do or buy something they don't truly want.
After discussion (and a few jokes) I've often borrowed a line from Dee Hock, the founder of Visa. When talking about leadership, he once said, "Make a list of all the things that supervisors have done to you that you hated. Don't do them to others. Ever."
I'd then suggest they replace the word supervisor with salesperson, account executive, relationship manager — or whatever title their bank usea for the people they count on to speak to customers and grow their business.
If you ever find yourself saying things, or behaving in ways that feel inauthentic at best, or manipulative at worst, it's a clear sign you've lost the plot. And to channel Mr. Hock, "Don't do that. Ever."
My point is that healthy growth cultures (sales cultures) are built by promoting practices that align with most people's natural comfort zones, not by trying to make them comfortable with behaviors they instinctively feel are questionable.
San Antonio-based Broadway National Bank hopes marketing campaigns featuring old presidents with new looks will boost brand recognition in Dallas and Houston.
We don't want people who mentally numb themselves with a "don't take no for an answer" mindset, where every objection or customer rejection is just a pivot point in a sales flowchart of what to say next.
Those of us who've been around long enough have likely experienced "sales trainings" that felt more like debate team practice. The "ask open-ended questions" segment and the unfortunately labeled "probing for needs" part, still elicit feelings of dread for some. (If you know, you know.)
Instead of feeling the need to force a customer or potential customer into a fact-finding conversation, strive to have a genuinely curious mindset. I like to remind bankers that "everyone has a story," and most of them are fascinating.
When we lead with genuine curiosity and invite others to share their stories, thoughts and concerns, we create healthier, more productive conversations than when we try to control the dialogue. When our questions are sincere — not steering — customers feel safe to truly communicate.
During that process, possible opportunities to aid or provide a solution to a need that person has may come up. And … it might not. And … that's OK.
Clearly, not every conversation ends with someone "buying" or choosing to do more business with us. But the way we conduct ourselves, interact with and listen to customers when speaking to them establishes the kind of trust and credibility that often leads to future opportunities.
In fact, many folks' lasting impression of us is made after several interactions, once they determine that it is "safe" to interact with us and not fear being steered or pressured.
All that said, we should always do everything within our control to ensure that people know not just who and where you are, but also what you do.
Marketing, in all its forms, plays a vital role in building awareness and generating interest, while also allowing your face-to-face conversations to be more comfortable and productive.
Healthy sales cultures that encourage more personal conversations are productive cultures that create more attuned bankers and happier, better-served customers.
Be curious. Be respectful. Be friendly. Be helpful.
There's nothing scary about that.
