ning conclusions: Theory of mind and empathy likely use two completely different brain circuits. According to the Neuroeconom-
ics article authors, the preliminary evidence suggests that “mental- izing and empathizing are actually two distinct abilities that rely on distinct neural circuitries. For ex- ample, patients with autistic spec- trum disorders often have deficits in cognitive perspective taking, while psychopaths are very good at under- standing other people’s intentions and consequently at manipulating other people’s behavior. In contrast, psychopaths lack empathy, but not theory of mind, which may be the
SELLING TIP Why Selling Slows as a Company Grows
Every business goes through evolutionary cycles, with each one bringing on a new style of selling. In the en- trepreneurial stages of a business, salespeople feel the passion that comes from the rush of customer accep- tance in the marketplace. Members of the sales team are highly motivated be- cause they are fully aware of the near-limitless potential for the new product or service. The customer is king, and the sales process follows the art of creative improvi- sation. There is no cap on sales commissions. The com- pany adapts to market changes with lightning speed. Decisions are made on the fly. Gut instincts replace the need for market studies. When passion rules, the orga- nization is as fluid and responsive as a basketball team. Offices are small, the furniture is used, and everyone works late.
As the company grows, the need for bureaucracy begins to emerge. Passion no longer comes from enthusiastic customers but from exciting incentive programs. Sales managers rationalize that consistent success demands formalized training. Salespeople must follow a standardized sales process, and a CRM system is installed. New competitors emerge, and cost cut- ting is necessary to finance the growing business. The company invests in market research. As more depart- ment heads are hired, decision making slows down, and bureaucracy begins to get in the way of pursuing new growth initiatives. The sales office is stylish (but uniform) and all managers work long hours.
reason for their antisocial behavior.” To put it plainly: To be good at sales, you have to understand and take into account people’s emotions, but you do not need to be affected by these emotions.
If you have any doubt, here’s a mental exercise for you: Steve Jobs managed to convince the notoriously difficult telecom operators to part- ner with him and change the world of phones. On a 1 to 10 scale, how would you rate his sales skills? 9? 9.5? Jobs was also known to insult his own employees, was taken to court to accept his daughter’s paternity, and once chewed out an old lady at Whole Foods because he didn’t like
how she was making his smoothie. On a 1 to 10 scale, how would you rate his empathy? You get my point. If empathy were the key talent of salespeople, your Auntie Mary would be a millionaire, and Steve Jobs would have ended his life assembling PC boards in his garage.
So the next time one of your sales- people doesn’t get all worked up when a customer is upset or stressed or nervous about next quarter’s rev- enue numbers, applaud and wait for the next sale to close.
Nicolas Vandenberghe is CEO and co- founder of Chili Piper.
As growth continues, the company goes public. Stock options create employee excitement but, within a year, the stock loses its luster. The bureaucracy solidifies, and top executives are stressed from dividing their attention between satisfying customers and courting Wall Street. The sales organization is restructured, sales goals are set higher, commissions are capped, and rigid budget and communication guidelines are imposed. Decision making slows down and the legal department gains more influence. The sales team is eager to set new records, but competitive price wars slow sales growth. Executives talk about the need for balance in their lives, and more employees leave promptly at 5 pm. As the company reaches maturity, passion is replaced with rationality. After several rounds of competitive mergers, the company no longer leads the market. Winning is measured by staying profitable year after year. A quiet fear of losing major clients has crept into the consciousness of the sales team. The energy of the organization is sapped from playing a defensive game imposed by new mergers and new, vertical competitors. More, rigid rules slow the pace, and strategic moves are often prescribed by outside consultants. Hiring new salespeople has become increasingly difficult. The pain of growing can often divert the attention of an organization away from the customer and toward internal trials, troubles, and trivia. Yet there are a few consistently successful companies that continue to grow, adapt, and transform in sync with the market. Their leaders know that passion beats rationality every time. How do they keep the passion alive year after year? By keeping their goals squarely focused on what matters most – satisfying the customer.
– GERHARD GSCHWANDTNER SELLING POWER DECEMBER 2019 | 27 © 2019 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.
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