Are you thinking outside a Completely Different Box?

We’ve all heard this phrase. The Wikipedia definition is to “think differently, unconventionally, or from a new perspective…This phrase refers to novel, creative and smart thinking.”

Whatever that’s all about.

The Box is Context. Your context. Your personal paradigm. The Box is populated with All The Stuff You Know. With relationships between ideas, concepts, knowledge and applications based on your experience. Based on the context of your experience.

So what if you woke up one morning and started thinking outside of The Box. And realized you were thinking outside of a Completely Different Box than the one you were thinking outside of the day before?

It’s sort of like taking a commuter train one morning and getting off at a different stop than you normally do. Not the wrong train stop. But a new and different one. And you realize that you are OK with this. You may not be familiar with your surroundings but you are comfortable operating within them because you know you will get your bearings quite soon and get to where you are going.

At times, all of the information, applications, interpretation and just plain thinking and analyses that we do ends up rearranging itself in our brain.  And we really don’t even notice this situation until the information is rearranged.  We find we cannot go back to how we used to think about things because the ideas aren’t where we/our brain put them.

Because we are in a different context. And our New Context is responsible for The New Box within which we are thinking.  And a new personal paradigm to be discovered.

Now walk into your current workplace with that concept.

It’s not even going to be a matter of being on the same page as everyone else. Because you still will be. Except that your page now has a lot more going on.  And it’s a page out of a different book – your book, not theirs.  Your page has a relational context to your workplace, but it no longer has a contextual dependence on your workplace.  Because the former page you were on and the context from which you were operating are now History.

That’s when things really become interesting within the workplace. And within your career.  You listen differently, you hear differently, you ask different questions because your informational needs are different. And your output is, well, different.  You may not stress over minutiae as you used to because you have a different context for evaluating tactical solutions. In fact, you may realize that strategic, rather than tactical, solutions are easier to understand.  That idea in itself is innovative.

It’s as if you have reinvented yourself. Because you have.

You may find conversations with peers are easier.  You may seek out different conversations with a different peer group within the workplace. You may see different solutions as options rather than the status-quo from The Old Box. You may assume more risk in your professional career because you see a completely different road map emerging.

Has this happened to you? Recently?  What did you do? Go searching for the security of The Old Box? Or continue to see where The New Box was leading you?

It’s unsettling. But it’s amusing as well.  Like being in two places at once. Because only You know The Box where You currently Are. Although you will try to describe your situation to others.

Where are you headed in your professional development and your career? Because you can fill The New Box with lots of different tools, contexts, applications and insights.

How will you fill The New Box? What toolkit will you choose?

Did you ever learn how to develop business?

Regardless of where you sit around the table, your “function” may involve more than what you think you were hired to do. All of us struggle to define our value to ourselves, our companies and our customers.  And if you are finding yourself worrying the least bit about retaining your customers, then you are engaged in business development and sales. Yes, that’s right. Even if you are an engineer, IT professional or technical staff member.

Ah. Sales. Business development. What “loaded” words carrying such responsibility!  Well, they should be. These words, and the actions we devote towards them, fund our jobs and our careers. How else to you think those invoices get paid?

When did you learn to develop business? When did you learn to sell?

Because, when you think about it, you’ve been “developing” and “selling” yourself for years. How else did you get into college or technical training school?  That letter of acceptance didn’t just arrive in the mail on its own. You “heard” (aka, “prospected”) about an institution or training facility, you researched that facility (e.g., performed  business intelligence research), you took the entrance exams and “applied” (aka, you marketed your credentials) and you were accepted (e.g., you “closed” the deal or consummated the sale). So you developed yourself.  That institution or technical school “invested” in you. And they expected a return on their investment.  And you graduated and you delivered.

What makes you think that the business development and sales process within your company isn’t simply an extension of this scenario?  It’s not some mystical club that only the sales guys and gals or the technical guys and gals can join. No secret handshakes. Developing business should be an extension of who you are and what you offer to the marketplace.

And once again, you need to do your homework and determine what that marketplace may be. The marketplace involves being comfortable walking the walk and talking the talk with individuals who are just like you and, then again, NOT just like you.

If you have a compelling story to tell, who wouldn’t want to hear what you have to say? Because a compelling story has meaning and significance to the listener.

So where in your technical or sales training did you lose the ability to tell a compelling story that “speaks” to your  targeted constituents and decision makers?  Where in your technical or sales training did you become dependent on techno-spiel or sales jargon? Nobody likes to listen to gobbly-gook.  However, everyone enjoys a well-told story that speaks to them, their needs, their mindset and their context.

You know, there’s an anthropology to business development and the sales cycle that can be fascinating, engaging and a complete learning exercise for everyone involved. Establishing context of the decision, and the historical and cultural factors influencing decision making, makes all the difference in the world in terms of getting your point across and “connecting.” That’s all it takes. The time to research and establish the context for your discussion. And tell your story in plain language.

And I don’t feel the sales guys and gals have a leg up on this one.  Engineers, IT professionals and technical staff pay so much attention to details that you should be all over this approach.

But you aren’t.  And business development is perceived as being right up there with root canal.

We simply make this discussion with our customers and prospects far more complicated than it needs to be.  They want a story they can relate to and we give them some overblown features and benefits presentation.  They want a message that underscores we “understand” their context and we provide facts and figures and far too many details.

We have lost the ability to be succinct and simple and to the point – with anyone regardless of their training or mindset.  Even though these folks are the guys and gals who Own the companies we are prospecting or currently working with.

It’s just a story.  Well told. To an engaged and empathetic ear.

Think about it.

Are there ever enough hours in the day for business development?

How many of us call prospective engineering and technology clients on scheduled conference calls, only to find they are not there?  How many of us have driven to see a prospective, and even current, manufacturing client only to find out they are AWOL?  A no-show?

And this is not a behavior pattern only reserved for “pesky salespeople.”  It’s happening to engineering and technically intensive manufacturers, distributors and service companies as well.

Hey, don’t take it personally.  There are only so many hours in the day. And our clients are busy with scheduled – and often unscheduled – fires that need to be attended to.  And their priorities may not align with their company priorities, from time to time.  (Hint: if your drive is more than 45 minutes to see a customer, call ahead to reconfirm).

Considering the business development process, and how long it typically takes to work yourself on to a prospective customer’s dance card, it’s difficult not to get yourself pumped up in anticipation of the meeting.  You’ve done your due diligence, I hope.  At least you were not planning on winging it, were you? Studied their website, pulled up their business information from various internet resources,  spoken to internal staff to determine their history and persona if they are an existing customer, taken a look at the upstream and downstream data and informational economic and industrial trending factors that influence their decision-making?

Oh, and if you do not understand what I just wrote, then you and I need to talk.

Any preparatory work that you do for customer calls never goes to waste. These folks simply do not have time to do their jobs.  And that’s another piece of information that you need to add to what you know about your potential customer. Because, in essence, you are profiling them in your memory for a future conversation.  You are getting a sense of what it is like to be them and work for their company, which is trying (I hope) to do business with you.

And when you do eventually connect, there is no apology needed on their part for a missed meeting.  Jill Konrath, in SNAP Selling, relates there are about 60 MINUTES in each 60 hour work week which are available for face-time (in person) appointments, let alone conference calls.

So your business development strategy better include the following elements as well as enough time to accommodate about 10 customer touchpoints to finally establish rapport with your prospective customers.  And this also goes for current customers.  Sometimes it’s like herding cats.  You have to be patient.

Plan on establishing a great email relationship.  That’s going to be your main venue of communication.  And customers won’t necessarily have time to read the text of your email either. So:

  • Make sure your email heading clearly states what it is you are wanting from them (e.g., Babette Ten Haken – Reschedule conference call from this morning?)
  • Make sure your email “From” includes your phone number; make it easy for them to communicate with you, especially if they are accessing this info via mobile phone
  • Make sure your digital signature includes your name, repeats your phone number, email address, company name, and perhaps a distinguishing tag line that describes your company’s services and capabilities (reinforce why they need to be working with you)
  • In the body of your email, IF they even read it, include the reason why you need to reconnect. Include an ROI deliverable implied in the solutions your company provides.

Just some food for thought.  How many of us generate well-crafted, thought-out emails especially after seemingly getting blown off a conference call or appointment?

And never, never write a return email in the heat of any moment. Because your customer doesn’t understand what it is to be you, and work for your company.  And they don’t care. So they aren’t aware of all the factors contributing to the significance of your being able to connect with them for this missed conference call or in-person meeting.

Be patient. It all works out. When you eventually get to meet the prospective customer, these “ships passing in the night” missed opportunities are seen as just that – missed opportunities.  And you both can share a chuckle about it.  And move forward to a productive and rewarding working relationship.

Think about it.

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