Talking to a manager of an engineering consultancy last week unveiled an interesting insight into the perception of sales professionals today. She complained that her up and coming scientists and engineers showed no desire to step into a business development/sales role. She had tried several different approaches including training and allocation of client accounts. However, there was still no inclination from any of them to take it any further.
This got me thinking about my own journey into the world of business development. I started my work life as a hydrogeologist. While I did take on BD accountability I hated being referred to as “sales“. I just didn’t identify with it at all. Over time as I learned, read and practiced the craft I became much more comfortable with the notion. Multiple conversations have shown me that this is still very much an issue in the consulting industry today.
Daniel Pink wrote To Sell is Human as a way to combat the sales malaise. He shows that selling is very much a part of the day to day human condition. Certainly his book helped me view sales in a different light.
Used Cars Salesman Stereotype
Though outdated the used car salesman stereotype is still very much alive. This isn’t helped by the entertainment media who regularly play on this trope. Generally they portray the salesman (both male and female) with the following traits.
- Greedy
- Not interested in customers needs
- Aiming to get the sale at all costs
- Eye firmly on the commission
- Loyal only to themselves
Obviously this is a trope and not necessarily close to reality. Unfortunately the stigma still exists in some circles. It isn’t helped when you do come up against a salesman who is blatantly using manipulation tactics against you. While not all that common I’ve been subjected to this on numerous occasions. Only yesterday I had a video call with a prospective service provider who told me that I should buy immediately as his prices were “coincidentally” rising tomorrow. Behaviour of this sort makes you re-consider if perhaps there is something to the stereotype after all.
Unfortunately I think that this is what our next batch of consulting scientists and engineers consider when they are asked to develop business in the market. Understandably they don’t want to be a part of it.
Will Never Identify as a Salesman
Technical consultants have spent money, time and stress to become proficient in their field. They identify as coastal engineers, environmental scientists, civil engineers etc. Subsequently they are proud of their role. Quite rightly so, it takes a lot of effort to do what they do and the work is undeniably valuable.
When they are asked to undertake customer pursuit and sales I believe this is seen as somehow diluting their role. It’s almost as if the act of selling their services diminishes their position. Of course we know this isn’t true. How else can you help serve your customers if no one is out there marketing and selling said services.
Unfortunately this negative perception of sales does not only lie with the up and coming staff members. I have seen an even worse attitude amongst the very experienced principal level professionals. They often see sales as being somehow beneath them. They like to tell you that their services are so good that they effectively sell themselves. While this may be true for some, I wonder if this misconception is a way to hide within the comfort zone of their technical disciplines. Focusing purely on the technical work absolves them from any responsibility for the wider team. If work isn’t coming through the door it is easy for them to sidestep the blame and point it towards someone else. Shouldn’t all senior staff be striving to bring in opportunities, after all they are likely some of the best connected professionals in the firm.
Thinking back to my perception of this as a consultant hydrogeologist I strongly identified with the technical application of my role. That is until I started seeing leadership pathways and was forced to start facing the reality of work winning. Once I started down these paths the importance of business development and selling became very clear. Not only that I got a real kick out of the strategic nature of the work.
The question is, how do we make the importance of work winning understood by our rising stars and senior consultants alike?
How Business Development Can Help
Lets start with the fact that business development is not sales. Rather it is the strategic, sustainable growth of the business. Does sales form part of this? Absolutely. But applying business development principles does not make you a salesman.
For those consultants with an aversion to selling, developing the business might be the way to get them thinking about the pursuit of opportunities. Get them to understand that for customers to be served via our technical expertise requires active engagement with the wider market. If they don’t a competitor will be helping those customers instead.
Getting each team to work through the assess, aim and action stages of the triple A framework would, I believe, start them walking the right path. Removing any talk of sales and really focussing on understanding the customers needs within the technical context is the key here. This isn’t sales. It’s identifying, understanding and solving customer problems better than the competition. Aligning business development with the technical discipline will keep the work winning firmly planted within their technical passion.
Next Action
Are your team members resisting on the work winning front? Have a think about framing it with the principles of business development.
If you want to give your team the tools they need to create consistency and repeatability in their work winning, I can help. For a simple framework to base your business development activity around I recommend checking out my new book Business Development Begins Here. You can order it from Amazon by clicking the pic below.
If you are looking to get your business development processes squared away right now, download my free BD checklist below. This gives you the actions needed to create a system around your work winning, turning it into repeatable action and results.
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If you want a more proactive and personal approach to your business development I am available to help. Through face to face video calls I’ll set you on the right path and keep you accountable to future activity. I currently have space on my 13-week 1on1 personalized coaching program. To learn more click the button below.