“I’m a manager, not a salesperson.”
Seriously? You have never attempted to persuade someone to your point-of-view? To make a change? To go in a different direction?
“Well of course I have, but that’s not sales. I’m not asking people for money.” [Add the appropriate look of disgust.]
I’ve had this dialogue more than a few times, typically in the context of leading change or communicating a vision for an organization. As a manager, you may not believe you are in “sales” because you don’t ask for money, but this rather limited view of management will probably limit your success as a manager.
“Selling” is simply the process of leading someone to a decision – a yes, or a no, or in many cases, a “not now.” This is something managers are often required to do, and, like it or not, it requires persuasion skills.
In my mind, if you don’t understand the role of persuasion (selling) in management, I’m not sure you fully understand the scope of your responsibilities as a manager. Why? Because management involves leading your employees, and leadership is based on influence – a critical component of persuasion. Clearly, if one lacks the ability to influence someone, he or she likely lacks the ability to “sell” that individual on a new idea, or a change in course, or a different process. Each of these items require an employee to make a commitment – perhaps not to spend money, but certainly to invest in a different outcome.
Perhaps the most common workplace scenario in which we have to “sell” our employees is when we sell them on the need to implement some kind of change. The truth is, people often prefer things just the way they are. Change can be difficult; it can be a lot of work; and, it can be uncomfortable. As a manager, you can demand change (good luck), or you can engage the hearts of minds of the employees you need to make the change. That’s what we call selling.
In a business transaction, when an buyer’s heart (motivation) and mind (logic) are engaged, that individual is more likely to willingly part with his or her money. In a personal interaction, when an individual’s heart and mind are both engaged, he or she is more likely to embrace change.
If there is a “secret” to success in selling – in any context – it is to understand that buying decisions are almost never based solely on logic. Buyers, for example, will often refuse a better product or service simply because the hassle of changing (for them) is not worth the benefits of the purchase. Or, the purchase might call their judgment into question. Or, the purchase might positively or negatively impact others’ perception of them. Or, many times, the purchase just makes someone feel good (think he bought that Harley Davidson for better gas mileage??). All of these items reflect personal motivations – not logic.
This same “secret” can be a very useful insight in selling your employees.
