I get asked to work for free almost every week.  Or at least consider working on the basis of trade with the offer of things like promotion, exposure, audience.   There are moments when it can make a lot of sense to work for free and every business leader has to pick their spots.  My friend Laurie at Punk Rock HR said this week she doesn’t work for free.  I tend to side with her.  Although being asked to work for free is nothing new to me.

Having run Business Development for a large services organization I have been involved in hundreds upon hundreds of RFP bids which often resemble a vendor shootout at the OK Corral.  The online reverse auction driven by procurement. The 100 page response with spec strategy and work product followed by the 45 minute presentation with 15 minutes of Q&A….its professional selling of the highest competitive order…where the game is on and the stakes are high.

I had a small crew of elite sellers who specialized in enterprise business development and we had a great run of success going 19-6 over 25 head to head major competitive reviews.  We were forced to get pretty good at lining up and competing to win.  A few things I learned about the RFP Process along the way:

-Relationships matter MORE:  The idea that the vetting process is going to level the playing field is a misnomer.  Try reading 7 100 page documents and sitting through pitch presentations from 7 different vendors in the same category…..it all starts to look the same.  Relationships count!  And many bids are decided before they are sent.

-Proof of Concept is HUGE:  The RFP process often resembles decision by committee and that usually means safe selection.  The odds of the outlier with the alternative approach or BIG idea winning in the end are slim (though nothing is impossible).  Before investing in participation as a vendor ask yourself if the business you are bidding on is right fit and core competency?  Do you have proof of concept in your case study?  The committee doesn’t want to be the first one into the pool.

-Don’t Make Assumptions:  Ask questions.  Many vendors miss this opportunity since there is often so much structure and rigor built into the process.  Big mistake.  If you don’t know, ask.  And always, always focus on selling from a position of intelligence.

-Customize:  Your response.  Your presentation.  The truth is, nobody really cares about your stuff all that much…and your stuff isn’t all that different that the other 6 vendors responding.  They care a lot about their stuff….make it ALL about that…..

-FREE:  Make no mistake.  The RFP process is often a request to work for free on trade for a 1 in 7 chance to win business.  Is it worth the investment?  Your call.  How much should you give?  It depends.  But I’d consider long and hard before I volunteered customized work product or solutions and strategy as part of the evaluation criteria.  Those should be far too valuable to give away.  And at the end of the day that is rarely representative of a firm’s best work and/or outcome for the customer…..particularly when the work product is creative.  The best outcomes there are achieved in close collaboration and partnership.

Are you working for free?  The following is a fun parody on the vendor client relationship, negotiations and working for free.  Enjoy!

You need testimonials.  Proof of concept.  Demonstrated ROI.  Commentary on the experience.  Your brand is no longer just what you say it is….it’s what everyone says it is…and if part of your business objective is to grow through new client acquisition then you need to put your Brand Evangelists front and center.

Today’s Sales Leader should be joined at the hip with the CMO taking great care in cultivating a customer evangelism initiative (yes, satisfied and loyal are no longer go0d competitive benchmarks so out with the dated ‘Customer Satisfaction Survey’).  If you ask the right way and listen carefully customers will not only tell you what they want now but where they are going to invest next.  And if you are delivering there is no better way to accelerate new client acquisition then capturing and sharing those big wins and special client experiences.  Your best customers want you to succeed and are often happy to share their over the top experience with the rest of the world.

I’ve captured more than a few written testimonials in my day and I am grateful for every one of them.  But they fall short of the impact the video testimonial has.  Whether you are a seller who catches client commentary on Flip Cam or a Marketing leader who produces a Web TV program related to industry trends and the impact your solution delivers with client participation (not a bad idea!) you’ll have higher impact with video.

What is your Client Evangelism initiative?  The answer and subsequent strategy will accelerate your growth.

We packaged up a few testimonials from some of our recent events/engagements.  Its always better when your customers help you tell your story!

This week I had the distinct pleasure of hosting the world’s leading authority on Employer Branding, EBI CEO Brett Minchington.  On the second year of his 20 country/30 city Employer Brand Global Tour,  Brett (who occasionally resides in Australia) is about to publish his 2nd book on the subject, Employer Brand Leadership:  A Global Perspective.  While I have enjoyed our conversations and alliance specific to the Consulting, Brand & Communication Strategy work we are both doing what I have found most enlightening about Brett’s contribution to the industry and our time together is his unique world view.   Shaped by experiences working with the world’s leading consultants and industry practitioners  Brett offers a real global perspective.  Prior to his 30 hour journey back to the land down under I invited him to share some of it here.  What follows is a message from Employer Brand International Chairman and Author Brett Minchington.

I find around the world people are looking for similar propositions in their employment experience. Whilst there is some variance based on their stage in the employment lifecycle, people needs can be grouped into five key areas. Employees are seeking:

Fair pay for fair work – there is an imbalance of this in developed v developing nations and my concern is that developed nations have built their business models reliant upon continued access to lower wages in developing nations. We are seeing wage increases in countries such as China and India which are forcing companies to re-think their labor allocations and practices or face increasing pressure on margins.

Recognition for performance – relationships play a key role in how performance is rewarded – it’s not always a case based on merit! My concern is that workplaces around the world are becoming much more self-centered as a result and this will make it increasingly difficult for companies to build employee loyalty to drive employer brand equity,

Personal development – employees want to leave in a better stage of personal and professional development than when they arrived,

Respect- no matter the industry type or nature of work, employees want respect from managers and fellow workers, and

Friendly working environment- for many people around the world they spend more time at work than with family and friends which they care most about! So if leaders can somehow create a working environment which contributes to an employee’s sense of belonging that is good for employers and good for society!

The key differences I find in the USA compared to other regions I travel around the world can be grouped into 3 key areas:

Connectedness – Americans have been quick to embrace technology and trends such as social media to the point where I feel they have one of the most (if not the most!) collegiate workforces in the world, they are on 24/7! The challenge will be how to balance this speed with productivity and employee and customer engagement.

Pace - the rate of innovation and change – I find American companies are very focused on innovation and growth to drive increasing shareholder returns, sometimes at the expense of their most valuable asset, their people! This is at odds with how value is created in companies today – it’s the intangibles such as brand, people, IP, etc which contribute most to company value and if companies can’t keep employees engaged, they’re at risk of having a workforce which is not fully optimised.

Competitiveness – I find America is by far the most competitive country on the planet, it’s win at all costs. The U.S has a reputation outside its borders as being focused on hard, rational performance measures with less focus on intangibles such as people. My concern is this focus may continue to drive innovation where people are replaced by robots leading to a whole range of social and health issues.

I thoroughly enjoy my visits to America and connections with my American colleagues. Their approach to business is refreshing and they always seem to find a way to overcome adversity.  American patriotism is a wonderful part of its character!

Yesterday I was fortunate for the opportunity to provide the morning keynote on Employment Branding for Collaborate 2010 – the first Jobs2Web user conference.  I enjoyed sharing the stage with a group of forward thinking practitioners and industry giants Lou Adler and J2W founder Doug Berg.  I also couldn’t help but marvel at the astounding level of engagement, open sharing, synergy and success during this event.  Collaborate was truly the perfect theme!

Jobs2Web continues to push the envelope on strategy, innovation and results for progressive organizations serious about leveraging technology and intelligence to Recruit Better. This week it was exciting to listen and learn about the powerful ROI they are delivering.  Client presentations from Yum Brands, Microsoft, Lifetime Fitness and Mayo Clinic validated Jobs2Web as both a powerful business partner and clear industry leader.  They continue to set the pace for delivering innovative Web 2.0 (or 3.0?) recruitment marketing solutions.

One of the most exciting client projects I’ve worked on in my new consultancy has been the Jobs2Web brand, unveiled this week at the user conference. I think the message platform and marketing tools resonated with the community in a compelling way!  I will post a more complete case study in the near future but in the interim, here are two video’s our team produced in partnership with Jobs2Web.

Great week!  Congratulations J2w!

Testimonials matter.  In sales where value propositions are next to identical and compelling differentiation is narrow or non-existent, proof of concept counts and often closes.  Buyers typically aren’t too optimistic about being the first one into the deep end of the pool.  Knowing you’ve been there and done that provides assurance.  The ability to demonstrate outcomes that not only meet expectations but deliver above and beyond can be a difference maker.  Involving your best customers in the sales cycle elevates trust among business relationships you are cultivating…and the strength of the testimonial often depends heavily on the sellers skill.

So, how does a sales organization build out a portfolio of world class testimonials?  How do you turn customers into Raving Fan Brand Evangelists?   Simple.  You earn it.

3 keys:

1.  Deliver results

2.  Invest and build meaningful relationships

3.  Ask

Results are what its all about.  But results without a relationship aren’t good enough.  Do your best customers champion your cause and go out of their way to help you succeed?  Do you do likewise for them even if it isn’t in the contract?  Tip:  that is what new customers want.

When you are delivering and developing meaningful relationships, you still have to ask.  But, isn’t that the job of the marketing department?  Hardly!  Customers are buying from YOU….and YOU need to demonstrate proof of concept also.  A good marketing organization will take great care in packaging, promoting and building out a portfolio of testimonials, case study’s and client experiences the right way……but anyone selling today can cultivate client feedback in  a way that advances their cause.

I recently delivered keynotes in Madison and Maine.  In follow up, with positive client feedback, I felt I’d earned the right to ask for the coveted testimonial.  Always an opt in (if I didn’t earn it and don’t deserve it, please do not feel obligated in any way to oblige) and authentic, I was fortunate to receive the following two positive returns from my customers:

“From a 72-member program faculty, Ryan Estis was the highest rated presenter at our four-day conference. No surprise! Ryan did his homework for the  keynote. He offered a sophisticated, strategic message delivered with style. And Ryan connected with the audience so that the sophisticated message translated from the stage into practical applications for the attendees.  We look forward to having him back next year!”

Bud Bernstein
Maine HR Convention

“We engaged Ryan to keynote our conference because we knew he would bring high energy and set the tone for a great conference; he far exceeded our expectations.  I have been involved in our conference for 5 years and never had I heard such a buzz that lasted throughout the day and beyond.  Not only as a conference organizer did I find Ryan’s energy empowering, but as an HR professional, I still find myself revisiting Ryan’s message and applying it to my daily work life.  Thank you Ryan for delivering on your promise; you told me you would bring it, and you did!”

Zach Penshorn, VP Programming Greater Madison Area SHRM Chapter

These are great additions to my ‘Testimonials Portfolio‘ and I am more than grateful for the client partner contribution because it certainly benefits my business.  But, if you are a Sales 2.0 Rock Star and paying close attention you’ll notice my colossal mistake.  How, with such good feedback and momentum around the client experience could I leave my Flip-Cam in the bag?

Yup.  My mistake.  That would have elevated the impact substantially.  Next time.

You are a Sales Rock Star?  Then you have powerful testimonials, proof of concept and an authentic, differentiated and compelling value proposition around both your business solution and buying from YOU!

First dates can be tough, especially if you haven’t dated in a while.  The fear of change and rejection are powerful forces capable of keeping people trapped in situations that are less then desirable. When it’s personal the stakes are high.

Take the job interview.  Tough sledding for most people, especially if it’s been a few years.  It’s got first date evaluation, scrutiny, benchmarking and comparison all over it.

And the sales the call.  I believe whoever said not to take sales rejection personally couldn’t have been very good at sales.  Trust me, it’s personal.  In most instances customers buy from YOU…..whatever you sell is typically replicated and available from the competition.   The best sellers are the difference makers.

To get it right requires some thorough preparation.  And preparation also eases the natural anxiety and tension that come with the territory.  It also mandates authenticity…and the best advice I could give to any candidate or closer is be yourself.  Because good interviewing, selling, dating and relationships are all about ‘fit’ and at the onset deserve authentic representation.

I hadn’t interviewed in quite a while (which was a mistake) when I decided to launch my own business….and in those roller coaster first 6 months the familiarity and security of the corporate gig pulled…and put me in a state of being open to taking meetings, interviews and considering my options.  And I can tell you the very best interviews come when you are confident, patient and open around evaluating the intersection of talent and opportunity.  I am not the right man for every Chief Sales Officer job……and there are sales leadership gigs that would put my feet to sleep inside of 90 days.  Fit is the key.

It’s not all that different in Sales.  The very best sellers take fit assessment seriously.  One of the biggest reasons salespeople fail is they spend their time on the wrong things…low margin activity…or spinning their wheels trying to capture business that simply just doesn’t fit for the enterprise.  In my consulting business being selective and segmenting the kind of clients we work with (where we can really add the most value and help improve their business) is absolutely the focus.  We want great fit for us and the client!

Having ‘fit’ perspective makes the first date (whatever it is) more enjoyable.  Everyone can relax, have some fun and participate in some open, meaningful dialogue….wherever it takes you.  And when its good….when the fit seems to align, you’ll know it.….it will move you, shift your perspective and lift your spirit.

The start of something new brings the hope of something great….so relax, be confident, authentic, focus on fit and enjoy the ride!

Change. We’ve entered a unique era of transformation. What got us here, won’t get us there. The pace of innovation, technology transformation, marketplace disruption and evolution are accelerating. And it’s never going back. Change is the new normal. The ability to manage change, navigate it successfully, anticipate what is around the corner and prepare for it effectively are now requisite competencies for any organization to grow and thrive. They are also fast becoming requisite competencies for individual/personal success.

Many organizations desperately need to challenge the status quo and strive to reinvent themselves. And that requires a very specific and elevated focus on the right TALENT….because that is fast becoming the only way to develop an sustain a competitive advantage. The right people will drive the business forward….will deliver on the mission, vision and values and elevate the outcome for the customer.

Change Agents are a different breed. They work on the edge and challenge the status quo. They shift the business forward and guide the strategy and next steps. When supported by open and receptive leadership Change Agents can build momentum that propels the business and puts the throttle down on growth. And while we may not be anticipating a labor shortage anytime soon, Change Agents are still in short supply. And smart organizations will identify and protect their Change Agents and recruit with an eye on competencies like adaptability, creativity, attitude and innovation across all functions/disciplines.

Change Agents have an advantage. Most people prefer to play it safe. Work in the confines of comfort. Minimize risk. Continue the familiar. Playing it safe provides a feeling of security. Unfortunately, in the new economy, it’s dangerously false. And those that are willing to take a calculated risk, open new doors, venture into uncharted territory and move through adversity and setback as the next logical challenge have an increasing opportunity to thrive.

Those skills are necessary. They are deeply coveted by progressive organizations. They are the hallmark of quality sales leadership and marketing strategy. They make business happen.

Change is the new mandate.

I was fortunate to have the opportunity to speak at the 2010 Hospitality Sales & Marketing Association International  Resort Business Summit this week in W. Palm Beach, Florida.  It was an Association event filled with an extraordinary amount of community and camaraderie, evidence of a leadership commitment in an industry that is defined by customer service and quality relationships.

Although I was brought in as a Subject Matter Expert to present Sales 2.0 & Social Media Strategy I am quite certain I learned as much as I shared about networking and connections.

In speaking about Social Selling I am quick to point out several key considerations:

-Define your objective and determine the right strategy

-The trend is more important than the tool

-Social Media is not a replacement for relationships but rather an acceleration and expansion platform that can aid in sharing your unique story with your audience (you need to have a story….and an audience).

The Social Secret is that it’s still all about the quality of the relationship.  That hasn’t changed.  And that is something that HSMAI and its membership get straight away.

I was welcomed by a group of open sharers who have fostered strong relationships built around a common interest in identifying best practices and earning more business through delivering an experience consistent with expectations.   That builds trust and loyalty.  And drives Word of Mouth that can accelerate and advance growth in spite of revenue pressure that is surely a sign of the times.  This week would serve as an excellent case study in how to run a best practices forum for other industries.

I was also able to enjoy an invaluable research/trends report by industry linchpin Cindy Estis Green and an exhilarating keynote from Futurist Micheal Tchong.  Bravo!  I suppose the notion that I am authoring this post 40,000 feet above the ground on a Delta flight with WiFi is consistent with the trend of accelerated innovation and change that was such a theme this week.

I always embrace the opportunity to make new and meaningful professional connections.  I hope my contribution this week offered as much value as I received.

Having an abundance of awesome options to consider for my next R&R get away is never a bad thing either!

Here is my preso on Social Selling:

HR industry consultant and thought leader Mark Stelzner at Inflexion Advisors recently authored a fabulous blog post on ‘5 Ways to Torpedo Your Next HR Sale‘.  As someone who has sold into HR and managed a team of sellers doing likewise I have seen it all.  And made and learned from some of those very same mistakes Mark calls out in his post.

Selling into HR is unique and can afford the consultative sales professional with the right solutions portfolio a fabulous career.  I would offer those developing business in the space the following key considerations for success:

Relationships: Earn them.  Over time.  Through expertise and experience. By being a trusted adviser.  By getting there first.  By giving more. And nurture, protect and covet them at all costs.  In sales they are your career.  HR professionals value strategic support and counsel.  They give it daily inside their own organization.  They are domain and subject matter experts.  And they will become quickly frustrated with the Seller who has zero insight into practice of HR.  I have my Human Capital Strategist Certification for a reason.  And I had some  trusted clients help shape my understanding along the way.  Selling today requires subject matter expertise.  And that is far from exclusive to your product or service.  You better understand your customer.

Customization:  Its ALL about the buyer.  The HR professional has needs, expectations, objectives and increasing demands and pressure.  Consultative Sellers conduct thorough discovery and involve the HR professional in the buying decision.  Its a collaborative process.  And every sale, cycle, interaction and conversation should be customized for that unique selling situation.  Seller’s need to recognize today’s Buyer increasingly could care less about your stuff.  They care about their stuff.  That is where you need to focus your time.  Ask and listen.  Learn and solve.  Partner and contribute.
Differentiation:  If you don’t offer something different (or better) than the incumbent or multitude of alternative options then you are wasting everyone’s time.  You need to KNOW enough about the market, competition, customer and opportunity to establish a clear point of view on the specific differentiation your solution delivers.  This is a challenge for many vendors in the HR category whose products and services are lacking in  compelling differentiation.  But the very best sellers can still rise above.  Because in sales YOU can be the difference maker….if you are good enough.  In our Sales Training we challenge Sellers with two very critical questions:

• Why do customers buy from your organization?
• Why do customers buy from you personally?

A Rock Star seller has clear and compelling answers to both questions.

Value:  Today’s HR organization demands increasingly more value from their vendor partners.  The sales organization that can monetize their value proposition has an advantage.  Of course there is often a gap between perceived and achieved value.  To improve closing ratio’s a quality seller establishes clearly defined outcome expectations with the buyer and works tirelessly to create a “vision of the experience”.  When you can deliver client experiences that meet or exceed expectations with consistency, you will drive loyalty.  And customers for life.  You rarely lose a sale over price.  It’s much more likely you lost the sale because you didn’t create enough value.

Evangelism:  The most powerful sales strategy you can deploy is the authentic voice of your client partners.  HR services and solutions is a crowded, confusing marketplace with vendors making next to identical promises.  The smart sales organization doesn’t leave home without ‘Proof of Concept’…and knows that the most loyal customers are more than happy to be brand ambassadors.  Case studies, testimonials, co-presentations, client advisories and open referencing and referrals are the mainstay of a quality solutions provider in this category.

Selling is a process.  But process alone isn’t enough.  That is the science.  The best sellers understand the art of relationships, passion, purpose and performance – most importantly performing for their customer each and every day.  Deliver what you promise plus 1%.  That makes all the difference to the next customer.

For more information on our sales process (PULSE Selling) and training/consulting solutions download our eBrochure.

Late last week I received a red alert phone call from the SVP of Business Development of a large tech. company on the East Coast.  She had a real problem.  And need to arrive at an immediate solution.

A complex and significant enterprise deal she had been working on for months was in the final stages.  And all indicators pointed to her crossing the finish line victorious.  Value – check.  ROI validation – check.  Proof of concept – check.  Competitive differentiation – check.  Relationships – check plus.  Further, she was a veteran.  Had done her homework.  Delivered deep and meaningful insights related to business strategy and outcome opportunities that elevated the sense of urgency to expedite a decision and move into implementation/execution.  This was an expertly managed, collaborative sales cycle with a customer showing all signs of a desire to move forward.

Unfortunately, as is sometimes customary in late stage game changing deals, Executives who have been removed from the sales process enter to demonstrate commitment, reinforce value and/or personally offer up the requisite resourcing support.  Certainly C level face time can have a very favorable impact.  However, it can also adversely effect an outcome if the C suite doesn’t possess the requisite client facing acumen and commit to the preparedness necessary to impact the decision.  And that is exactly what happened.

I had a Sales Executive on the line who was frustrated and clearly feeling like  she “never should have allowed her CEO to enter into the conversations at this stage….things were right where she needed them and after the last meeting she now has experienced a setback, unsure whether or not she can recover.”

As we conducted our situational assessment it was readily apparent the CEO had made several missteps during the limited client interface that introduced new concerns around the decision.  Moreover the customer had lost some of the good feelings that were previously associated with the idea of this partnership.  And that shift in “feelings” or “instincts” were communicated by the customer post meeting by a sudden need to take a much closer inspection to a specific competitor.  Never a good sign. And we needed a game plan for this sales recovery mission.

As we began developing our approach/recovery plan to compete through the final phase of this sales cycle there was an overwhelming desire to communicate.  She wanted to pick up the phone. Have a personal review with  all of her key contacts.  Apologize to everyone and get the situation back on track.  She wanted to send e-mails.  Have conference calls.  She wanted the fix.  She considered eating deeply into her margins and discounting in lieu of a serious competitive threat to preserve the sale.  Ultimately we organized a course of action that was more directed and focused on moving the customer back to the shared vision of the outcome that my SVP was capable of delivering.  We did that 3 ways:

-By isolating the new issues relative to the decision, owning them and specifically making sure they were addressed.  How you deal with a misstep in the sales cycle says a lot about what kind of vendor partner you are going to be.  In large, complex, technical sales there are likely to be imperfections.  It was clearly in everyone’s best interest for the SVP of Sales to apologize, own any parts of the process that wasn’t managed properly, understand the new/key concerns specifically and address them head on to minimize their significance in the outcome.  Further, she needed to get back to owning the relationship.  She was a big part of the reason the company was going to buy and it was critical she emerge as the lead to drive the relationship forward.

-By reinforcing value. A new competitive threat did offer up another opportunity to discuss the clear and compelling advantages of this specific partnership in a side x side comparison and reinforce the outcomes.  Building out some customized communication around this and presenting it personally at the right time should prove to validate the business reasons behind doing business.  Absent the emotion, the logic make sense (although that isn’t necessarily how people buy) and we we have the opportunity to interject both back into the consideration.

-Give something first. And while that didn’t mean eating into her margins the idea that new concerns were understood and being met with some specific action will make the customer feel better about the partnership and go a long way to demonstrating the understanding, flexibility and value associated with doing business.  That is good partnering.

This cycle stalled but it’s still very recoverable if the next steps are managed properly.  This SVP of Sales is expert enough to seize this setback and treat it as yet another opportunity to demonstrate that she is truly going to bring the very best solution to bear on the business challenge.  And like all good sellers, she is going to make it all about the customer and build the shared vision of the experience and results in working together.

I like her chances.