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How Not to Be a Dinosaur

abstract scene of dinosaur in business suit

As I find myself studying Edwards Deming more these days, I realize there is an amazing amount of fundamental business wisdom in much of his thinking and many of his quotes. This past week I was reminded of the vital nature of one of his most challenging quotes ever: “It is not necessary to change. Survival is not mandatory.”

I have had numerous discussions about dinosaurs and the desire to not become one. That focus is more critical than ever today, growing daily. Change is what defines us, change is what makes us different today and what will build our future.

I was fortunate to spend a few days with 90 of my peers in the sales world at the recent CEB Chief Sales Officer meeting. I found myself in company of an amazing group of sales leaders from the world’s leading companies. A few of these companies are Staples, FedEx, Penske, Analog Devices, Wells Fargo, John Hancock, Dow, Kemper, Airgas, Siemens Building Technologies, Vision, Jacobs Eng, Interstate Batteries, Georgia Pacific, Intelsat Daimler Trucks, Fluke, Cargill, National Instruments, Bose, Kaiser Permanente, Rockwell, Avery, Smucker, Medline, Honeywell, Herman Miller, Gates, NetJets, Kroll, Avis, Brocade, Fidelity, Gannett, Frost Bank, Comcast and a bunch of others!

These companies represented hundreds of billions of dollars of combined revenues. They come from every industry, from technology to healthcare, banking, oil and gas, materials, building, investment, pharmaceuticals, legal, foods, automotive, and a favorite of mine, J.M. Smucker (they make the best jams and jellies). These companies sell cardboards, advice, gas, pills, jams, oil, batteries, recovery, prevention, million dollar pieces of equipment and products that sell for less than a dollar, like us.

The common denominator that we all shared was that we all came from backgrounds where we sold product features and benefits with a vengeance. We all offered ‘solutions’ that we just knew were exactly what the customers needed. Why? Because that’s what our customers wanted in the past.

The challenge we face today: Our customers no longer want what they did once upon a time.

Most of the folks in attendance were still struggling to really grasp what they needed to do DIFFERENTLY. They had heard, they had read, they even believed, they were just too tied to the past to ACT. They were on a dinosaur path, they knew it and they were very uncertain. Enlightenment is just starting to take hold. It is moving quickly in the ranks of those folks that have the vision to move forward.

Only a handful of companies in the group had reformed their ‘funnel’, or pipeline, into a client perspective of how they make decisions, rather than the old view of what the salesperson needs to do. We made that shift MANY years ago and it has been a key part of our thinking ever since. Mark Sellers of Breakthrough Selling guided us in that critical stage.  Helping our clients make better decisions is our focus and it remains the best place to exist.

If you decide that survival is preferable, that relevance is better than turning into a fossil, then change is necessary. Our journey continues to grow and evolve, and it has required shifting both mindset AND methodology.

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