9
OPINION
Scared of selling?
A nnually, I organize an off-site leadership summit for my senior leadership team. This event serves as an excellent opportunity for deeper connections, collective problem- solving, and envisioning the future of our industry. With the right approach, our people can develop the skills and confidence needed to excel in business development, contributing to our collective success.
At our most recent summit, we concluded with a brainstorming session aimed at enhancing our operations to bolster our reputation, profitability, and overall growth. We identified several areas for improvement, including internal communication, template development, guidance documents, and optimizing our accounting software. However, one topic stood out. Many senior leaders expressed a lack of confidence and even fear regarding business development. This revelation was surprising and led me to ponder the underlying causes: Are we adequately preparing our technical leaders for sales roles? Are our expectations realistic? Are we equipping them with the necessary tools for success? In adopting the seller-doer model prevalent in engineering firms, such as Pennoni, it’s crucial to recognize three key factors:
1. Technical background. Our senior leaders typically possess technical backgrounds, having pursued degrees in engineering, science, or related fields. 2. Introverted nature. The majority of technical experts tend to be introverted, often feeling less inclined toward extensive social interactions, especially small talk. 3. Lack of sales training. It’s rare for consultants to receive formal training in sales techniques, leaving many ill-prepared for business development responsibilities. I stand apart from the norm, holding a Bachelor of Arts degree, which afforded me ample opportunities to develop communication and interpersonal skills.
Alan Lloyd, CIH, CSP, ENV SP, WELL AP
See ALAN LLOYD, page 10
THE ZWEIG LETTER MAY 6, 2024, ISSUE 1536
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