(Part 3 of a three-part series titled Sales Savvy for the IT Channel)
In the last blog, we talked about prospecting as an essential and often neglected part of the sales process. We talked about how the old prospector’s advice was relevant to today’s businessman; we have to move a lot of material if we’re going to find any gold. And salesmen should be prepared to go through a lot of prospects to find some customers, too. Finally, we discussed the fact that prospecting is hard work, and that nobody likes hard work. But the secret to success in prospecting (and in sales) is making a habit of doing the things that no one likes to do.
Some sales trainers call this “entering the Discomfort Zone” and others call it “walking the Extra Mile”. So what do the old sales maxims do to help channel companies run a better business? How can they help them make more money? How does a CEO get into his Discomfort Zone, and isn’t every president always walking the Extra Mile? The direct answer is “no”. They walked the extra mile to earn the title and position, but some relax as soon as the achievement is realized. They continue to work hard and smart, but they don’t always go the Extra Mile. Let’s use this common scenario: the president of a small company observes an unsettling decrease in sales and profits. His comfort zone might be found in the safety of employees and customers that tell him what he wants to hear. This is not productive – may be destructive – but it is certainly comfortable. His Discomfort Zone is probably a place where he solicits ideas from those with whom he does not agree or even like. It’s awkward and uncomfortable, but some of the ideas are brilliant. Another related example of Discomfort Zone activity is an executive with a history of success being forced to consider the unreasonable. Reinventing the business. Reestablishing its culture. Redefining the business model.
I have an example I can share with you. A friend of mine was a system builder with expertise in high performance workstations. The people who used these machines were very skilled with the application software and had experience with peripherals and device driver loading. However, they were network-challenged; they could not manage or network their dozens of servers and workstations without the help of my friend’s “computer company”. For years, every time I saw my friend, I would ask him if he proposed a service contract yet. He always looked down and shook his head from side to side and said something like “No, I can’t charge for service. It’s part of the deal.” And that’s his comfort zone! Rather than risk change or temporary rejection, he will hide behind that comfortable excuse until he loses his opportunity. And that is what we need to be willing to overcome; we must be open to change with the times. Consider this:
- Add “Service” as a revenue stream
- Start a Medical Products division
- Build a Storage practice
Each of these disciplines is known to be a growth market featuring high margins. Have you given them any serious consideration? Have you gone the extra mile and given your company every chance at success? Do you trust your people enough to solicit their opinions and ideas?
When you agree to consider the alternatives, you enter your Discomfort Zone. When you are actually in the act of consideration, you are walking the Extra Mile. Things seem to slow down and decisions are easier to make on the Extra Mile. You see each option as something you would like to do – something you plan to do. Neutralize any emotional or logistical reactions and venture into your Discomfort Zone with genuine interest in the potential. Then walk the Extra Mile; act on the possibilities. Don’t be afraid to fail.
