Do You Care?

I Don't CareHere are a few marvels of bad business practices I’ve experienced in the past month:

In the middle of a presentation pitching me for a strategic business services contract, the presenter nonchalantly said the words: “We don’t really need this business.” He didn’t get it.

I reviewed two proposals for a project: one a two-pager with one paragraph personalized and the balance consisting of the company’s credits; the other a five-pager all personalized around my project with a single paragraph at the end articulating the company’s vision. The five-pager won.

I received via snail mail a stock market overview newsletter from one of the largest financial services companies in the world. Inside was the business card of some guy I have never met. There was no note, no signed cover letter, not even a form letter. Does he think I’m going to read the newsletter, pick up the phone, call him, and move my portfolio to his firm so he can manage it? Straight into the shredder it went. Cost of printing and postage vaporized.

Our phone rings in the evening. Often. With no Caller ID recognizable on the little screen. Occasionally I pick it up. There’s a pause, handing off my call from the much-despised auto-dialer. Someone tells me he is a building contractor of some kind and he is going to be in my neighborhood tomorrow and can he stop by and offer me a free estimate on work around the house. No, you can’t have my address. You lost me at much despised auto-dialer.

Another contractor who was referred by a good friend actually came to the house, walked through the prospective project with us, took a copy of our site plans, and said she would get back to us with a proposal. A month later we hadn’t heard from her. My wife called and emailed, asking if she was still interested in the project. Still didn’t hear from her. The next email from my wife asked her to return the site plans. Coincidentally, we were subsequently asked for a reference on this contractor by another friend. You can surmise how that went.

What are the key takeaways here?

First, if you want a piece of business, care enough to go out and get it. If you don’t, don’t waste your time or mine.

Second, never confuse tonnage of time invested in vast outreach with proper, focused, caring effort. You can allot infinite hours to scouting the wild, but if your approach is lazy and lacking in detail, your results are likely to reflect your lack of innovation and thoughtful initiative.

Pitching is not perfunctory. Much like dating or interviewing for a job, it’s how you get to know someone before you decide if you want to pursue a more involved relationship. Don’t tell me in the Digital Age a sales call is somehow different from yesteryear. A sales call is still just that—it’s one of many steps in securing prosperous deal flow. It requires the art and science of selling. If you’re not going to bother preparing, being respectful, being responsive, or following through, just stay away. We’ll both be a lot happier—although you won’t have my business, my endorsement, or my goodwill.

Not a problem. You probably don’t care. But you should.

Here’s the thing: you may have enough business now, at this very moment, but you won’t always. No one does. What matters when you don’t have enough business is how wide your network has become—the glowing part of your network. You have no idea where one client can lead you, where one prospect can lead you, where one seemingly casual handshake can lead you. What you can know for sure is that a burned bridge leads nowhere, usually in perpetuity, and the swiftness with which a bridge can be burned forever pales in comparison to the time it takes to build a relationship.

Relationships are worth it. You need them. We all do.

Here’s the corollary: if you don’t have enough business right now, there are no real shortcuts to landing new work. You may think it’s a numbers game and you can just dial and smile, carpet bombing the business terrain with junk mail and door-knocking. What kind of clients do you think that is going to bring you? A crappy sales pitch that does lock in a piece of business is likely to land you a crappy piece of business. Think about who would respond to your unpolished approach. Now imagine their sophistication in carrying out the contract, paying their bill, and passing you along to another prospect. If a crappy pitch and a crappy client are the foundation of your business, I think you can fill in the blank with the adjective that best describes that business.

Imagine instead a well-researched approach to a narrower set of prospects. Imagine doing your homework, preparing a written, phone, or in-person pitch that speaks to your desire to do a job that will capture a client’s imagination. Imagine being sharp, creative, and personal in asking for the business. Imagine following through with a great job that exceeds customer expectations. Then imagine the reward of future business from that client (repeat business is the best of all, because your sales costs are so low), or the networking value that will come from future business you could otherwise never access. Is that what you want, or would you prefer to continue dialing and smiling—and generally soiling your name and reputation before you even get a chance to demonstrate what you can do?

When I get an email offer letter from Yosemite, they refer to my last visit and craft a well-priced offer that speaks to me as a person. We recently were referred to another contractor, who showed up on time and had already had a look at the yard so he had ideas to share immediately after we said hello. One of the national non-profits I support calls once a year just to thank me for my donations and ask if they can send me any information about upcoming programs, without requesting an incremental dime. A market research vendor recently reached out to me on LinkedIn and invited me to a conference that was relevant to one of my business interests, spent time with me at the conference, and is now at the top of my list when I might need his services.

None of this is very hard to understand, but it is immensely hard to do consistently, which is why it gives those who do it a competitive advantage. What they all have in common is one simple thing: they care about my business. They convince me that they want my business, not just any business. They don’t take it for granted. I’m not lost in a carpet bombing campaign. I want to respond. I want to be an evangelist for them.

Before you formulate your next pitch, before you pick up the phone, before you hit send on that email, before you waste the money on postage, ask yourself the one simple question that will make your sales pitch better: Do you care?

Debate Takeaways Tallied Tactfully

I try hard in this blog to leave out my personal politics, which isn’t all that hard to do since I consider the topic of business innovation and its various threads to be about as nonpartisan a subject as there should be.  Business enterprise and creativity are as fundamental to a shared sense of values as I can imagine, and where we may often disagree on the “how” I hope we don’t much disagree on the “why.”  Together we create our economy, our opportunities, and our experiment in progress called democracy.  We argue as we should about issues of governance and legal particulars, but we should agree that following the law is our duty as much as evolving it with the times is our right.

What does all that have to do with the Presidential Debates?  While I was watching the first of them this week, I saw as I often do a collection of ideas that can be applied to our business thinking, in complete abstraction of the of the candidates, what they said, or who won, if there is such a thing (anytime rigorous and important discussion is had in front of and with the people, the people win).  Presidential Debates are anything but ordinary, like the Olympics we have to wait four years for the next staging, but other than reinforcing what we already believe or possibly swaying a swing voter, there seems a deeper construct evidenced and worth exploring.

During the first debate one of my friends on Facebook likened it to a supercharged job interview, where the applicants were down to the final two, and given the stakes forced to faceoff in front of a panel consisting of more than 65 million of their prospective employers.  I liked that analogy a lot — I am not even sure it is an analogy — but I was thinking about the event a little differently.  For some reason, the debate struck me as the ultimate competitive sales call, where rather than entering a prospective client’s office before or after your potential competitor, you had to handle the sales call in tandem.  Many of us have been on more sales calls than we want to remember, but seldom have I heard people either leaving or entering the room thinking of the other guy as their opponent.  Perhaps that is more the case than we think — if that were going through our minds, we might approach the business pitch a little differently.

What stood out for me in the debate was the immense amount of time both candidates invested in preparation for the 90 minutes they spent together in the public eye.  That 90 minutes on the rarely shared dais probably felt like a lifetime to the candidates, or opponents, but once it was behind them, it probably felt like a millisecond.  I am sure the time leading up to the debate never felt excessive, as every precious moment invested in preparation was clearly a tradeoff borrowed from some other critical activity.  As they felt the pressure of the event nearing, those tradeoffs had to favor dedicated preparation pods over other pressing conflicts.  Preparation time is always discretionary, but imagine procrastinating too long when you know in heart and mind that preparation is everything.  Definitely reminds me of selling — if you aren’t prepared, you’re sunk, your client expects you to be prepared and has no reason to cut you any slack on a stumble.

Second to preparation, I was struck by its counterpart, the role of extemporaneous behavior, dancing in the moment, listening, reacting, evidencing spontaneity that reflected realtime analysis and response to the unexpected, to the extent anything said might be unexpected.  You can rehearse a speech or pitch perfectly, and both candidates did for multiple segments, but how do you handle the moment when someone says something you believe to be wrong, untrue, or unsupported?  I was wary going into the debate that both opponents had come with a quiver full of “zingers” to flick at the other, where I couldn’t imagine anything less dignified than a canned response played as in the moment.  Luckily we were spared that disrespect, and I take it as a lesson.  There is a huge difference between a heartfelt moment and a too cleverly scripted remark — no one wants to hear B material from an A level player.  The balance of preparation and live playtime is the heart of sales as it was the heart of the debate.  We can argue at will about who did it better, but in my mind I kept thinking how consistently hard this is to pull off, to balance preloaded preparation with inspired retort, the art of the pivot.

Holding the balance between preparation and extemporaneous response was the notion of authenticity.  Each word a candidates says adds to an outcome, and as we all have so often experienced, style is content.  Any debate coach or sales leader will tell you how you say something matters as much or more than what you say, and here again, you have to be careful at all moments under extreme pressure to keep your eyes on the prize.  The presentation layer matters, its visceral nature reflects passion and deliberation, that which people remember more than words.  Yet it can’t be an act, it has to be who you are.  Surely you can say what you want, anything you want, and you can say it any way you want, but ultimately your goal is not to win the debate, it is to win the Presidency.  Cut to the sales call; you need to make a good impression, often you think you need to say what the client wants to hear just to stay in the room, but after you leave the room those words and that style can haunt you.  Are you being consistent with what you said before and what you intend to do after?  Do people believe that is what you really mean?  That is the authenticity of your belief set, it underlies every moment you are on your feet, and it matters.

Only in high school are the trophies handed out after the tournament.  In most of life the true impact comes much later — which means that immediately following the debate is the regroup.  What went right, wrong, better or worse than expected, and how will that be factored into your next encounter.  High stakes exchanges often reward innovation and quick thinking, playing it safe is unlikely to impress, and taking the right risk at the right moment calculated on the spot can be what it takes to close the sale.  These candidates still have time to course correct or double down on their strides, and in the same way, an account is seldom awarded after an early high stakes encounter.  To internalize the impact of your efforts and incorporate that into a subsequent approach is to know you participated in the event rather than performed.  The real prize can still be up for grabs, which takes you back to the process, the cycle — preparation, extemporaneous interaction, authenticity, and strategic evaluation to reposition.

Landing an account of any size will never be the same as a Presidential Debate, but maybe with President Obama and Governor Romney at the podium fixed in your mind, your next high pressured sales call might be a tiny bit better.