High Value Conversation

This is a term I thought up a while ago, having not heard anyone use it before- especially in the sales world. I have both attended and presented (as a trainer) quite a bit of sales training in my career and plan on doing more in the future- I guess that I am a sales junky. I always believe that I can pick up something of value by learning from another source. One of the primary tips that I give out when I train salespeople is that every conversation with a prospect-customer/client should have high value. I am not claiming any originality for the term as I would bet that others have used it. I just haven’t heard it from anyone else. I was thinking about how many sales calls (or, other conversations) are done where there is little to no value gained for either party.
What do I mean by value? I always like to check out the definitions of words to make sure that what I think they mean, they actually do! Here are just a few of many definitions of value, and they definitely fit what I was thinking:

1. to consider with respect to worth, excellence, usefulness, or importance
2. to regard or esteem highly; think much of
3. the quality (positive or negative) that renders something desirable or valuable
4. import or meaning; force; significance

So, when I tell people in sales that every conversation should have high value, this is what I mean: that from the customer-prospect’s viewpoint and time investment in the sales person and from the salesperson’s own time investment, there should be real significance, usefulness, importance and high regard in the dialog.
Often, sales calls turn out to be a waste of time for both parties- no value, let alone high value, is gained. In today’s world, who really has time for anything but a high value conversation? The value gained must be high, maybe even extremely high. It is really in the salesperson’s area of responsibility that it be so. Why? Because, when a salesperson calls on a customer-prospect it is the salesperson’s job to prove that there is a real reason for engaging in the conversation. It is not the prospect-customer’s job. They have no obligation to the salesperson, for anything. There is no entitlement mentality.
No meeting should be ambiguous or wandering with no real point- too often sales people and prospects or clients engage in a discussion. A discussion is where either party’s interest is in promoting a point of view with little consideration given to the other. Every meeting should have a defined purpose and intended result. The conversation should be at a high level and use high quality words. The meeting should be done with a purposeful intent to discover issues and work toward resolutions that make things much better.
Whatever the outcome, the salesperson, through the information transmitted and questions asked, should be viewed as valuable and thought highly of. Even if you can’t do business right now, you as a salesperson want to be more than an afterthought. You want to be seen as a person with value for the future. That comes from having a high value conversation. And, that starts with pre-call preparation (not ‘winging it’), developing and getting great at your questioning technique, and building trust (through demonstrating your character and competence and really being respectful).
Make it a point to look at every sales conversation as one that must have high value- it’s your job.

High Value Conversation

This is a term I thought up a while ago, having not heard anyone use it before- especially in the sales world. I have both attended and presented (as a trainer) quite a bit of sales training in my career and plan on doing more in the future- I guess that I am a sales junky. I always believe that I can pick up something of value by learning from another source. One of the primary tips that I give out when I train salespeople is that every conversation with a prospect-customer/client should have high value. I am not claiming any originality for the term as I would bet that others have used it. I just haven’t heard it from anyone else. I was thinking about how many sales calls (or, other conversations) are done where there is little to no value gained for either party.
What do I mean by value? I always like to check out the definitions of words to make sure that what I think they mean, they actually do! Here are just a few of many definitions of value, and they definitely fit what I was thinking:

1. to consider with respect to worth, excellence, usefulness, or importance
2. to regard or esteem highly; think much of
3. the quality (positive or negative) that renders something desirable or valuable
4. import or meaning; force; significance

So, when I tell people in sales that every conversation should have high value, this is what I mean: that from the customer-prospect’s viewpoint and time investment in the sales person and from the salesperson’s own time investment, there should be real significance, usefulness, importance and high regard in the dialog.
Often, sales calls turn out to be a waste of time for both parties- no value, let alone high value, is gained. In today’s world, who really has time for anything but a high value conversation? The value gained must be high, maybe even extremely high. It is really in the salesperson’s area of responsibility that it be so. Why? Because when a salesperson calls on a customer-prospect it is the salesperson’s job to prove that there is a real reason for engaging in the conversation. It is not the prospect-customer’s job. They have no obligation to the salesperson, for anything. There is no entitlement mentality.
No meeting should be ambiguous or wandering with no real point- too often sales people and prospects or clients engage in a discussion. A discussion is where either party’s interest is in promoting a point of view with little consideration given to the other. Every meeting should have a defined purpose and intended result. The conversation should be at a high level and use high quality words. The meeting should be done with a purposeful intent to discover issues and work toward resolutions that make things much better.
Whatever the outcome, the salesperson, through the information transmitted and questions asked, should be viewed as valuable and thought highly of. Even if you can’t do business right now, you as a salesperson want to be more than an afterthought. You want to be seen as a person with value for the future. That comes from having a high value conversation. And, that starts with pre-call preparation (not ‘winging it’), developing and getting great at your questioning technique, and building trust (through demonstrating your character and competence and really being respectful).
Make it a point to look at every sales conversation as one that must have high value- it’s your job.

Getting clear on your business

If you’re firing on all cylinders and there is absolutely no confusion in the marketplace or in your company about your business, then this probably does not apply to you. You already know that if you’re a solopreneur or in a larger business, you absolutely must be clear about what you are about, where you are headed, and what you stand for. Yet, it’s amazing how many people I talk to who cannot articulate clearly and succinctly why their business exists (its purpose or mission), where they want to take it (their vision) and what are the important things they’ll live up to and defend to the max (what they value).

This is a basic truism for business. Don’t think so? Well, Henry Ford, Thomas Edison, Thomas Watson Sr., Bill Gates, J. Willard Marriott, Steve Jobs, John Nordstrom, Bill Hewlett & David Packard and countless others in large and small businesses in a variety of industries certainly were clear and the people who joined their organizations understood in a very real way those things mentioned above.

At least two things are going on here: (1) people really haven’t thought deeply about Mission, Vision and Values and don’t understand the importance of these in a business (2) people have been poisoned or turned off by MVV because of time wasting exercises in a prior corporate life- many companies seem to have a knack for making a big deal out of MVV, hanging a bunch of words on posters in lobbies and then either not living them or ignoring them altogether. None of the MVV statements and words seems to match up with any company strategy or management and peer behavior. Sadly, they become a joke.

So, first things first- why are MVVs important? Because they convey the very essence of what your company is and who you are. When I engage a client who wants to grow a business, I usually start with MVV. I don’t think you can grow a business to a certain level without communicating MVV in some way- either verbally and with actions or in writing…with actions. I started my sales career in a small packaging company and although it wasn’t in writing I ‘got it’ pretty quickly that the business owners wanted to build a great business that operated within the law, treated people fairly, rewarded high performers well, did the right things for customers when problems arose, did high quality and creative work, and was both a fun and challenging environment. People who did well in this business understood these things and were super committed to the success of the company. This is just one example of many for my experience.

Because growing a business means that employees will need to be hired, it makes sense to hire people who fit the culture or environment you are developing. When there is a misfit, there is usually an unhappy and less productive employee, one who won’t engage customers and other team members well. If the employee isn’t jazzed about what your business is about, doesn’t care to grasp where you’re trying to take it or doesn’t ascribe to your values, then why do you have that person on your team? And, why did you hire someone who doesn’t fit? Even if they have outstanding skills and knowledge, you’ll never get the maximum value if they don’t get it and don’t fit. Start communicating your MVV in the recruiting & interviewing process and continue the communication during on-boarding and throughout the year. People get it when they hear it and see it over and over and over.

MVVs are also directly related to the strength of your brand. Now, I’m not a marketing/branding expert- I help companies develop very basic marketing strategies, not deep dives- but for me a brand is any perception that I have about a company (or, even a person) based on my senses: what I see, what I hear, what I touch, what I experience. If I get a sense about a company through a variety of contact channels and they’re all positive, then my perception of that company will be high, as one I want to consider doing business with or recommending to someone else. And where does that sense come to me from? From the people who work at that company, or from the individual I’m dealing with. In shows in the way they answer the phone (are they pleasant, upbeat?), the way they treat me (are they courteous, prompt, attentive, engaged, interested?), the ways they write about their products and services in various media (fun, creative, problem solvers, game changers, etc.?), etc. The MVVs are the company and employee DNA and it shows up in everything.

One other thing related to Vision: it’s a great thing to communicate to customers, suppliers and others. When people see that you are clear about why you exist and that you model your values they will be very helpful in helping you to move toward your vision. Be careful though- your vision must be something that all stakeholders can appreciate as being beneficial to them also, even in some distant or altruistic way. If they can help you get there, they will and they’ll be pleased to do so.

What about point #2 above? What can you do to minimize the indifferent attitude that people may have toward MVV? Well, I covered it a little. To have MVV be meaningful and impactful in your organization, you as a leader have to live it, model it. Build your strategy in a way that supports the Mission and Vision. This is pretty basic and yet very unusual…develop an aligned organization. Then, live out your values in your interactions with all stakeholders. And again, communicate, communicate, communicate so that people know it is real and meaningful. Refer to MVVs in all departmental or company-wide meetings, on meeting agendas, in reviews, in customer disputes, etc.

How about you? Where are you in getting clear in your business? How well do your employees, suppliers, customers and know or see what your Mission, Vision and Values are and understand the benefits of such in the relationship? Maybe it’s time to get working on this.

Getting clear on your business

If you’re firing on all cylinders and there is absolutely no confusion in the marketplace or in your company about your business, then this probably does not apply to you. You already know that if you’re a solopreneur or in a larger business, you absolutely must be clear about what you are about, where you are headed, and what you stand for. Yet, it’s amazing how many people I talk to who cannot articulate clearly and succinctly why their business exists (its purpose or mission), where they want to take it (their vision) and what are the important things they’ll live up to and defend to the max (what they value).

This is a basic truism for business. Don’t think so? Well, Henry Ford, Thomas Edison, Thomas Watson Sr., Bill Gates, J. Willard Marriott, Steve Jobs, John Nordstrom, Bill Hewlett & David Packard and countless others in large and small businesses in a variety of industries certainly were clear and the people who joined their organizations understood in a very real way those things mentioned above.

At least two things are going on here: (1) people really haven’t thought deeply about Mission, Vision and Values and don’t understand the importance of these in a business (2) people have been poisoned or turned off by MVV because of time wasting exercises in a prior corporate life- many companies seem to have a knack for making a big deal out of MVV, hanging a bunch of words on posters in lobbies and then either not living them or ignoring them altogether. None of the MVV statements and words seems to match up with any company strategy or management and peer behavior. Sadly, they become a joke.

So, first things first- why are MVVs important? Because they convey the very essence of what your company is and who you are. When I engage a client who wants to grow a business, I usually start with MVV. I don’t think you can grow a business to a certain level without communicating MVV in some way- either verbally and with actions or in writing…with actions. I started my sales career in a small packaging company and although it wasn’t in writing I ‘got it’ pretty quickly that the business owners wanted to build a great business that operated within the law, treated people fairly, rewarded high performers well, did the right things for customers when problems arose, did high quality and creative work, and was both a fun and challenging environment. People who did well in this business understood these things and were super committed to the success of the company. This is just one example of many for my experience.

Because growing a business means that employees will need to be hired, it makes sense to hire people who fit the culture or environment you are developing. When there is a misfit, there is usually an unhappy and less productive employee, one who won’t engage customers and other team members well. If the employee isn’t jazzed about what your business is about, doesn’t care to grasp where you’re trying to take it or doesn’t ascribe to your values, then why do you have that person on your team? And, why did you hire someone who doesn’t fit? Even if they have outstanding skills and knowledge, you’ll never get the maximum value if they don’t get it and don’t fit. Start communicating your MVV in the recruiting & interviewing process and continue the communication during on-boarding and throughout the year. People get it when they hear it and see it over and over and over.

MVVs are also directly related to the strength of your brand. Now, I’m not a marketing/branding expert- I help companies develop very basic marketing strategies, not deep dives- but for me a brand is any perception that I have about a company (or, even a person) based on my senses: what I see, what I hear, what I touch, what I experience. If I get a sense about a company through a variety of contact channels and they’re all positive, then my perception of that company will be high, as one I want to consider doing business with or recommending to someone else. And where does that sense come to me from? From the people who work at that company, or from the individual I’m dealing with. In shows in the way they answer the phone (are they pleasant, upbeat?), the way they treat me (are they courteous, prompt, attentive, engaged, interested?), the ways they write about their products and services in various media (fun, creative, problem solvers, game changers, etc.?), etc. The MVVs are the company and employee DNA and it shows up in everything.

One other thing related to Vision: it’s a great thing to communicate to customers, suppliers and others. When people see that you are clear about why you exist and that you model your values they will be very helpful in helping you to move toward your vision. Be careful though- your vision must be something that all stakeholders can appreciate as being beneficial to them also, even in some distant or altruistic way. If they can help you get there, they will and they’ll be pleased to do so.

What about point #2 above? What can you do to minimize the indifferent attitude that people may have toward MVV? Well, I covered it a little. To have MVV be meaningful and impactful in your organization, you as a leader have to live it, model it. Build your strategy in a way that supports the Mission and Vision. This is pretty basic and yet very unusual…develop an aligned organization. Then, live out your values in your interactions with all stakeholders. And again, communicate, communicate, communicate so that people know it is real and meaningful. Refer to MVVs in all departmental or company-wide meetings, on meeting agendas, in reviews, in customer disputes, etc.

How about you? Where are you in getting clear in your business? How well do your employees, suppliers, customers and know or see what your Mission, Vision and Values are and understand the benefits of such in the relationship? Maybe it’s time to get working on this.