I think the first thing you have to do is you've got to keep people
focused on the main thing, and let's just call that the why. And
my experience is that once a why isn't place, the what and the how
are easier to address. You're listening to the Audible Ready Podcast, the show
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It's really geared towards individual contributors, some small teams. We have plans if
you want to get a couple of your reps which you've just got a small
team ramped up. There's course is on there. There's content every day and
posting content similar to the type of topics that we are covering on the Audible
Ready Sales Podcast. And we also have a great community where you can ask
your questions to get advice on your deal. It's a really great value,
so check it out link in the show notes. Today, let's get to
it. We're going to talk about managing conflicting priorities in your buying organization.
John Kaplan, how are you doing today? I'm doing good? Another great
topic. Yes, we talked so much about getting multi threaded in your deals.
You know you need to do it. You get the meetings. Kind
of an extra step in getting multi threaded in your deals is getting people to
agree on a path forward. And it's not easy to get these different departments,
different people on the same page. No, this is definitely not easy.
And with the nature of buying today, there are more and more people
involved in the process. So it's just here to stay, I think for
at least a while. And I think we should just assume that there's going
to be conflict in any buying process that's attempting to solve real business issues.
So the silver lining here is those business issues are causing pains in an organization,
So don't be afraid of the conflict. It's a sign that you're working
on something important. I like that. I like that, So let's dive
into it. You've got multiple influencers decision makers here, they aren't in agreement.
How do you circle the wagons to get them on the same page.
Well, I think the first thing you have to do is you've got to
keep people focused on the main thing, and let's just call that the why.
And my experience is that once a why is in place, the what
and the how are easier to address. So I like to start with this
question, what's the biggest business issue facing your company? Shocker? Right,
If you listen to this podcast, you're going to hear me talk about that
all the time. And remember people are probably going to struggle with this,
so they're probably going to give you technical challenges that are more closely related to
the area of interest that they represent. So keep asking them questions that implicate
the technical pain to the business pain. Stick to the reasons why people buy,
solving problems increasing revenue, decreasing costs, or mitigating risk. Just kind
of have that be your kind of north star. Don't get caught in the
weeds of personality conflicts. Keep the main thing the main thing. Yeah,
that's a really good point. You don't want to get in the weeds.
You need to stick to the point, so I don't think we can talk
about this topic without bringing up champions. Let's talk about how champions play into
getting this collective agreement or the collective yes, as we sometimes call it.
I'm glad you started here with this concept because the sales life is so much
more productive and powerful when we have a champion. And I'm a stickler for
the definition, so bear with me the definition of a champion. They have
power and influence, They're actively selling on our behalf, and they have a
vested interest in our success. And one of the things I love most about
the concept of a champion is that if I truly have one, then I'm
never alone in an opportunity. There's always somebody on the inside who needs this
to happen just as much as I do if I truly have a champion.
So you have to utilize your champion when you see these conflicts. You also
have to be careful that you don't let the champion just blow off the conflict.
I've seen some really strong champions with great power and influence, and we
probably all have examples where we've won a deal, but the solution does not
thrive because some of the conflicts never went away. And so there's a simple
tool that I think you can stay focused on and we call it the what
we heard slide. And if you remember the seller deficit disorder, the data
says that most buyers don't believe that sellers understand their business and they don't believe
that we listen very well. And in my experience, these are the same
reasons why conflicts arise in the buying process. So a big part of human
nature is the need to be heard and understood. So I like to build
what we heard slide with my Champion, which lists out three things, the
positive business outcomes they're trying to achieve, the technical required capabilities in order to
achieve those positive business outcomes, and how they're going to measure success or metrics,
and then I analyze it with my Champion to make sure that it's accurate
and inclusive. So it's also a great place to spot conflicts, you know,
where people don't agree. The bottom line is you'll never get to a
collective. Yes, if you're what we heard is not reflective of a collective?
Yes, yeah, really bulleting out. I'm just gonna say, bulleting
out. I don't think that's a word, but I think the listeners don't.
I mean it works. It works putting the points on a slide as
it relates to technical required capabilities, metrics, positive business outcomes, and using
that as a tool to say, hey, what do you think about this?
What would you add, what would you change, what would you delete?
And using that as a working tool to get to the collective. Yes,
can be a really powerful asset. And you mentioned the champion using the
what we heard concept is great? With your champion. What advice you have
for those people listening out there that are like, that's great, I don't
have a champion. What am I supposed to do? Yeah? I know
a lot of concepts out there like if you don't have a champion, your
sol But like most of us, when we really really look at it,
we're in the process of building champions. When I look at deals with reps
on a consistent basis, many times we don't have champions. We have potential
champions, but we don't have champions. So it definitely makes selling more difficult,
but it's not impossible. In fact, sometimes it can elevate you to
an economic buyer quickly. I'm always building what we heard with or without a
champion, and when there's conflict or lack of alignment with the answers, it
gives me a reason to engage the economic buyer and ask for their advice.
You know, economic buyers are typically always focused on positive business outcomes and metrics,
and they should be concerned about a lack of alignment. So you're in
pretty warm water there. But don't make the mistake of trying to sell them
your solutions. Not yet, explain your situation and ask for advice. Everybody
loves to give advice. Also, don't miss the opportunity to ask the economic
buyer who might be a good potential champion for the solution to the business outcome
that you're addressing. This is what a lead sellers do. Oh, I
like that asking economic buyer who would be a good champion for this does a
great almost final point, John, But I'd love for you to give us
a bottom why here before we wrap. Okay, bottom line, conflict is
normal, and a collective us focus on the why the business issues. It'll
make the what and how easier. You should never feel alone on an opportunity
when you have a champion, and use the what we heard slide to guide
you to alignment and highlight conflict and highlight where you need work, where your
collective yes is in jeopardy. Yeah, thank you, John, You're welcome.
Go get them, Go get them. Thank you to all of you
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