Gorillaconsulting.com
A
colleague I'll call Jack is a rainmaker by anyone's definition. He
uncovers and closes enough work to occupy a large practice, and he performs at
that high level every year. Some people believe that his skills are the result
of a "sales gene" few of us mere mortals possess.
Even
though, at first glance, he doesn't seem that impressive, Jack does have
advantages over others. He's immediately trusted by people he meets, grasps core
issues facing clients in a flash, and he has service offerings that are second
to none. His skills aren't in his DNA, though.
Instead,
Jack does three critical things: he ignores conventional sales advice;
cultivates his natural curiosity about people and events; and he practices
continuously.
If
you assume that rainmakers are born, instead of made, Jack's life is much
easier. That's because you have erected a self-imposed barrier to reaching
levels of success like his.
Miss
Congeniality Doesn't Win the Crown
To
begin with, rainmakers cast aside hackneyed sales advice for building "instant"
rapport with clients. Granted, you probably won't win if your prospective client
finds you repulsive.
But
rainmakers are confident enough in their own abilities to engage in substantive,
issue-based conversations with clients. They establish real connections with
others based on undeniable professional competence--without trying to win a
personality contest.
Rainmakers
pursue a deep, holistic understanding of the client's strategic and operational
issues. Their mindset is that of a business advisor, not just a vendor. And they
immerse themselves, not just in the current client's concerns, but also in the
high-priority issues facing all of the client's executives.
That
means going beyond a cursory review of the annual report and the client's web
site to prepare for meetings. Rainmakers focus on the issues below the surface
by talking to their client's suppliers, customers, and their employees. They dig
deeply into third-party analysts' reports and study industry dynamics and
trends.
The
rainmaker wants a long-term relationship with a high-value client as much as
that first sale. So, if you're just scanning web sites and news clippings to get
ready for important sales meetings, prepare for the rainmaker on the scene to
beat you on a regular basis.
| "So,
if you're just scanning web sites and news clippings to get ready for important
sales meetings, prepare for the rainmaker on the scene to beat you on a regular
basis. " |
Float
to the Top
I've
known consultants who worked tirelessly for weeks, or longer, to win a project,
only to find that none of the client people involved could make the decision to
hire them. It happens.
Rainmakers
avoid that fate. They apply their knowledge of the client's business to
establish advisory relationships with executives who have responsibility for the
performance of the business. Many consultants understand this imperative, but
still fail to get to the real decision makers. Instead, they get intercepted by
lower-level people who insulate them from those who can offer a broader set of
opportunities.
How
do you get to the top people in your client's organization? First, take off your
business development hat until the time is right. Clients smell a sales pitch a
mile away and if they get one before they're ready, you'll be politely excused.
From
day one, start to create a relationship matrix--an influence map--that lays out
the routes for getting essential introductions. Work to understand where
influence resides in the organization, whether it's in the sales organization,
manufacturing, or elsewhere.
In
smaller companies, finding the influencers and decision makers is usually
straightforward. But in large companies, the path may not be so obvious. And,
titles and influence aren't always related, so use your contacts, observations,
and your creativity to understand who's calling the shots and navigate to them.
Floating
to the top clarifies the big picture in your own mind, which helps you serve the
client more effectively in the future. And after a successful sale, you will be
positioned to ask for, and get, references from your client's top executives.
What's
the Plan?
Becoming
a client's advisor at this broader level isn't a hit-or-miss proposition. It
takes systematic planning and action. To reach that goal, rainmakers work from
proactive, customer-specific plans that articulate how they'll attract and hold
on to profitable clients.
| "Clients
smell a sales pitch a mile away and if they get one before they're ready, you'll
be politely excused." |
One
consultant thought it would be a great "win-win" plan to discuss with clients
how his work would benefit the client organization and his business. In
spite of positive intentions, his approach ignored clients' real interest, which
is solving their own problems. That consultant left the industry after an
unacceptable number of failed sales attempts.
Good
consultants have client account plans specifying how to differentiate offerings
to solve client problems. Most plans include the purpose for each client, how
you will achieve it, the people you must meet, and what you must learn about the
client. You should also outline the tactics you'll use and how much time, money,
and effort you will expend.
The
rainmaker takes the planning process one step further by developing a plan for
gaining the client's personal trust. Research shows that client trust, which is
highly correlated with sales, is dependent on three factors: trust in the firm,
trust in the salesperson, and trust in the offering.
Clients
know that service offerings have lifecycles, so they base their trust on their
perceptions of the firm and the individual. The rainmaker knows that building
that trust is a key part of the client marketing plan, not just something to
hope for.
Then,
of course, you have to work the plan. It's easy to get caught up in the client's
day-to-day demands and let your marketing activities fall to the bottom of your
to-do list. Rainmakers spend time every day on marketing. Set a goal, such as
completing a few activities every day.
Great
Work Won't Speak for Itself
Some
consultants believe that delivering outstanding results in the present is enough
as a successful sales strategy. It seems like a logical notion that, if you do
great work, your client will hire you when new needs arise and send you valuable
referrals. But don't bet your business on it.
Flawless
delivery is essential for long-term success. You're hardly likely to
survive a string of service failures. But you can't assume in today's business
environment that word of your great performance will travel through your
client's organization--and beyond that to others--without sustained effort on
your part.
To
get the word out, you need client-level communication plans for your current
clients, and you need to integrate the details of the success you have helped
clients achieve into your overall client marketing plan.
Assume
No Allegiance
Complacency
is the enemy of loyalty, so the rainmaker never assumes a client is loyal. A
client's trust and loyalty can be swept away if you get too confident or let
performance slip, even on one project or sale.
Clients
will always surprise you, but be patient and understand the realities they face.
Don't throw in the towel when things aren't going your way or you think clients
don't show enough or appropriate appreciation for you.
Rainmakers
understand that earning loyal clients is not a predictable, linear process.
Instead, it's one that has growth spurts, plateaus, and setbacks. Patience and
sustained action are at the core of the rainmaker's mindset. Invest yourself in
that mindset, and watch it seed the clouds.
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