You can say it any way you want to, but “keep your business to yourself”.  In today’s wired world too many professionals broadcast things that never would have been exposed before.  Don’t make that mistake!

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A news flash last year about our closest celestial body, the Moon, disclosed some secrets that many might not even know were secrets.  Despite common sayings and even albums (Pink Floyd ‘The Dark Side of the Moon, 1973 and many others) many don’t realize that the far side of the Moon, let’s call it the “Dark Side” had not generally been seen until last week.

The Moon does not revolve on an axis as the earth does, so we constantly see one side.  What does this have to do with sales? Being the consummate sales professional has much to do with how you conduct yourself with your employer, your co-workers, and your customers.  As a Black sales professional your personal life, well much of it, should be less visible than the ‘dark side of the Moon’ to many who you interact with in business.

You are developing your sales persona, and it is your ‘brand’ so it is your responsibility to manage what everyone sees and knows about you.  You will overcome obstacles in the process, but you don’t want anything that will make it tougher.  With a few exceptions you are in control of this, and you should exercise that control wisely.

Self-Inflicted Damage

This post is important as much of the damage regarding what is said or released is considered “self-inflicted” damage.

The topics for this ‘self-inflicted’ damage include, but are not limited to, the following:

• Politics
• Race Relations
• Religion
• Family
• Company Management
• Salary and benefits
• Interracial Relationships
• Sexual Relationships

Above all, remember a most important lesson.  As indicated in Black Sales Journal 10/27/11 – The 3 Unmentionables for the Black Sales Professional, avoid talking about the following;

• Politics
• Race Relations
• Religion

The Scene of the Crime

The forums and situations that you have utterances and conversations about these topics are many.  The people that you have these situations with can be the familiar to a network broadcast (social media).

Co-workers – Treat the people that you work with like they are people you work with.  They are not your best friends, and don’t need access to your life story, your relationships, and your ‘master plan to beat the man’.  What you say at the bar or club can come back to haunt you.  Some solid examples appear in the following posts:

• Friends, Co-Workers, and Vampires (Black Sales Journal 1/30/2012)
• Friends at Work (Black Sales Journal 5/23/2011)

Social Media – Wow! This one deserves more discussion than we can give here.  Do you need to post those pictures of you with the dreaded ‘red cup’?  Social media makes it easy to find something to criticize.  This is the broadcast that we spoke of earlier.  Your personal life is your business and you should recognize that there is no context specified on social media, it is just ‘out there’.

• Social Media – Avoiding the Pitfalls (Black Sales Journal 3/10/2011)

Customers – You never know what perceptions the customer has until you have the deepest of relationships.  That is only going to happen with a select number of customers.  This means that you still must project your brand.  For the Black sales professional I suggest that there is no casual day at a customer location that you need to participate in, wear your uniform (Your suit or business attire).  You are the professional.  There is no usage of slang and colloquial terms and foul language.

The customer will only know about your family and friends what you tell them.  Even if he tells you about his brother Rick, who smokes something that smells funny, that does not mean that you need to air your family’s dirty laundry.  You might read the item below to see the importance:

• Preference, Prejudice, and Your Customer, Black Sales Journal 12/27/2010

Management – Your manager needs to know you.  Actually, your manager needs to know the ‘you that you want him to know’.  This is “image management” in its finest sense.  Do you want management to know all of your past?  Do you want them to know the nature and depth of your intimate relationships?  Do you want them to know that you have relatives that are incarcerated?  I say why have those types of conversations and disclosures?  Now you may think that this does not happen, but it does.  Be careful because as I have said before “You cannot put toothpaste back in the tube”.

I say that your superiors should know the things that will shape your brand!  You are a hard worker…you worked your way through school.  You have perseverance and stick-to-it-ness…you were an athlete on scholarship.  You have a good personality and good values and can show it, stick to that type of disclosure.

No discussions on religion, race relations, and politics.  Don’t be baited.

Build a Brand for Yourself

We will cover this more in February and March, as it deserves it.  When you go this route, you use each of the above, social media, co-workers, management, and the customer to make it happen.  It is not an easy process, and it requires that each input and contact be carried out with forethought and consistency.

Always be the best!

Your comments are appreciated.

Think about it…your utility as a sales professional is partially based on the benefit you bring to the customer.  You cannot escape the fact that there may be equal, or even superior products out there. There may be better services, and for sure better prices.  Remember that you have to bring something that others don’t deliver.  Piece of mind is just that important!

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A very successful sales professional once said to me, “The most important thing I can do is to have some true relationship time with my most important customers.  My objective is to determine what problem or future concern is keeping them awake at night.” She then stated, “If I can figure that out, I can give them something that they have not been able to get from anyone else, peace of mind and rest.”

Hmmmm, there is some truth to that isn’t there?  The problems that clients have are not limited to making money and having a sound balance sheet today, this concern goes into the future.  Our customers have a multitude of things on their mind, and most of them have nothing to do with the products that we sell.

Our job is to probe discretely and listen actively to determine if there is anything in the dialog that gives us an understanding of the customers biggest, most pressing concerns.  Help the customer solve pressing issues using your product, and when your product is not enough, use your knowledge and resourcefulness.

If you are able to solve them, you have cemented a stronger relationship that is security in itself.

A Real Life Example

This individual sold financial products.  This included business life insurance products and pensions and retirement instruments.  Here is how the story played out:

My friend, who I will call Deb, worked with a fairly large organization that was a leader in selling financial products to businesses.  Her relationship with the customer was 3 years in tenure, and solid in terms of openness and sharing of information.  She was in his office for a review of her products financial results and overheard a conversation regarding the turnover that her customer was having regarding their employees for the last 2 years.  It was getting worse, and once they finished training a new employee, it was often less than 18 months before someone snatched that employee from them.

While at a business lunch the following week, she shared that she overheard a conversation about this issue.  His response was that employee retention was a huge issue, and that the cost of hiring and rehiring, training, and downtime were taking a huge financial toll on his organization.  Bam! Do you doubt that this problem was keeping this individual and potentially others in his organization up at night?

They discussed some of the reasons that this might be happening, and the customer volunteered that much of this was the result of his location being far from the main town, as well as the fact that his major competitors were offering ‘sign on’ bonuses for skilled employees.  He advised that he was not in a position to offer anything like these bonuses, as it was fundamentally wrong, and way to expensive.  Deb stayed on this one and with help from one of her contacts at the organization determined that the hiring and training cost for a new employee averaged 32% of first year wage.   She scheduled an appointment and advised that they could save money by doing the following:

Initiate a profit sharing plan (Deb’s company’s main product) that the company’s employees could begin contributing to after the 1-year mark.  She urged them to make a matching employer contribution that would get interest from the employees and keep good participation in the plan.  Additionally she suggested that they should talk to their accountant about the possibility of reimburse their employees for their some of their travel costs as it was a factor in the turnover.  The costs would be minimal if the turnover abated according to Deb and the organizations financial people.

Deb’s point was that although they did not want to offer incentives, that they were paying for it anyway in training costs.  They were training for their competition.

They bought the concept of the employer matching profit sharing plan and they also started a plan that compensated employees for some of their travel costs.  This one sounds pretty simple, yet the important part is that this is what was vexing the customer.  It sold and made them happy even though Deb’s only portion was the profit sharing (401k).  The whole package was the attraction, and the employees embraced it.

What Did Deb Do?

It was pretty simple in the end.  She found something that was problematic, and she helped to fashioned a solution.  That is what a true sales professional does…. solve problems! She didn’t have to do anything earth shattering or magical.  It took time and patience to put together, yet this paid dividends.  She got them to realize that it would be good money to spend.

Her solutions beyond those products that her company could offer, they were designed to move the customer past the problem with simple solutions.  Deb made a good amount of money using tactics like this.

What Should You Do?

Be vigilant as to what problems your customers have.  Listen with the intent of knowing what you might be able to help solve with your product, but also what might help your customer even if you (or your company) are not going to benefit.

If you do the following you can help your customers profit, and you will as well:

• Listen attentively (Black Sales Journal 8/14 – Are You Listening to Your Customers?)
• Find solutions …Then deliver solutions (Black Sales Journal 6/20 – Deliver Solutions…Then Sell)
• Seek feedback (Black Sales Journal 8/28  – Should You Ask Your Customer For Feedback?)

Be a visionary and see past what your product does.  Solve problems and secure trust and your customer’s dependence on you.

You cannot do much of this without a good relationship (Deb had one before she knew about the problems).  Make sure that it is solid and realize that if you are not solving the customer’s problems, someone will. If you are spending time with the customer outside the office, you will find it a great tactic to use to get to the heart of many of the problems that the customer might even take for granted if he or she is sitting in the office when you talk.  A relaxing medium such as a restaurant or bar can help.

Be a problem solver and reap the benefits.

Master the Relationship!