Bäuerin Frühstück* as a sales review tool, why not… it works

 

*(Farmers wife breakfast)

Talking last month to a sales director of my acquaintance who raised two issues, not necessarily linked but I thought that the solution might be…

Firstly he found it tricky to get his sales folk together in a social sense, the traditional pub gathering or team dinner didn’t seem to gel with a group of lone hunters, with lives of their own, young families and already working long days.

Secondly he found the regular sales reviews to which he summoned them were transactional, factual, data-driven, defensive.

The team were performing well but he just didn’t feel they were a team, working together and he wasn’t sure how to change that.
I remembered a couple of things, well three, my father-in-law telling me how as a young farmer, after milking, as the sun rose, the farmer, the family, the workers would all gather for a big breakfast, discuss the forthcoming day, share laughs, banter and good food, start the day in a positive way.

I recalled, from a former life, running a series of high level events for senior execs, breakfast-based briefings on critical subjects but the key was that these busy folk turned up, they could enjoy an excellent meal, learn, teach, share and network and still be in the office at start of play, they loved it.

iStock_000018247691_DoubleI remember working for a great consultancy  where one of the founders decided to turn the interminable board meetings into a breakfast event, one of the management team cooking for the others, taking it in turns, it got competitive, it became fun, it engaged everyone, the meetings were better attended, better natured, more constructive.

So I suggested that my chum rebadge his sales reviews as a breakfast meet, schedule them early, restructure them as a way to start the day in a positive way, conversation amongst peers, a round table not a star chamber, an opportunity to help each other, we’re social animals.

He tried it, they liked it, it worked.

He found that decisions and actions got done (or at least started) that day, and that it’s hard to be defensive with a mouthful of bacon.

Go on, try it, get your team to go to work on an egg.

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Here you go, history, power plays, philosophy, emotion and relationship based selling.. enjoy

A long time ago a very clever chap called Adam Smith came to the conclusion that, inherent in almost all humans was a desire to make others happy, to feel good because somebody else does.

I was reminded of this during a recent meeting with a chap who needed my help, who wanted my help, but also wanted me to very clearly understand how important, powerful and impressive he was, I felt no rapport with him, couldn’t get past his performance, for performance it was, and ego. I left the room feeling sorry for his staff, his suppliers, his customers and probably his family. I won’t be helping him.

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It’s an interesting (but rarely considered) measure for how well a meeting, a conversation, an interview has gone, I’ve observed that as someone is leaving, a room, a workshop, a meeting, shaking their hand, making eye contact and asking “did you enjoy that?” produces some really interesting reactions. It’s not what people expect, they’re primed for a platitude, a “we’ll be in touch”, a “thanks for coming”. A genuine query about their happiness invariably produces a slightly startled pause, a quick self-assessment and (mostly) a genuine reaction.

Crucially they leave actually thinking about how they feel, not their performance, not the next steps. And if I enjoyed it I tell them so.

We’re quite simple creatures, you and I, we may be awesome intellectual giants, (Well, you may be) but we still evaluate and build our relationships based on emotional responses, and I don’t know about you but happy works better for me.

Did you enjoy that?

The parting of the procurement ways

IMG_0032There is, slowly but surely, a growing awareness in the B2B marketplace that, (thanks to the web-driven commoditisation of pretty much everything), it’s not your product, your service or your price that makes the difference, it’s your relationship.

It’s getting to be all about the people.
Paradoxically however the organisations intended to deliver value to the people, paid for by the people, staffed by an enormous number of the people, our central and local government services, our public sector bodies all persist in the practice of building or buying teams of expensive resource to produce pointless questionnaires, RFP’s and ITT’s to verify  that the likes of IBM, BT, Oracle and Thales are not fly-by-night cowboys operating out of a railway arch in Clapham.
Why does the public sector persist in mandating a procurement culture which inevitably delivers the apparently cheapest but actually, invariably, over time, priciest solution with, thanks to penny-pinching procurement the highest likelihood of catastrophic and expensive failure?
Why do all the suppliers have to invest in expensive teams of expensive people jumping collectively through an ever-changing series of procedural hoops which just endorse what (if they are any good at all) the buyers must already know?
Why does the public sector spend a fortune (our taxes by the way) excluding the human element from all procurement when the commercial world is recognising, rewarding, investing and coaching on things like trust, integrity, longevity and respect?
I’d like to think that those who ‘serve the public good’ recognise the value of those things too.