FranklinCovey-The 7 Habits of Highly Effective Sales Leaders

HABIT 6: SYNERGIZE

bonus multipliers and maximize their compensation.” I have observed that to be true. But, the irony is, the number the executives come up with and then pass down through each layer of sales management, the number always gets increased by a small margin so that even if you miss your number it’s enough to ensure they get their bonus. But if the executives are the ones who create the system that rewards that very behaviour, is anyone surprised? And if what executives and sales people both say is true, building the number from the bottom up may be an increase but it’s still likely to be too small compared to the leader’s vision (need) for growth. GO BIG OR GO HOME So executives take control. “Shoot for the moon,” the axiom says, “and even if you miss, you will land in the stars.” Inspiring, isn’t it? Thus, BIG is the chief strategy most sales organizations live by. And that’s precisely why they come up with the annual target and not you. But, in my experience, people don’t buy into goals others set for them. To prove my point, go tell your spouse or partner that you set a stretch goal for them to lose 25 pounds next year. No matter how carefully you choose your words when you say it, the only result you’re likely to get is a glare that would peel paint. As a sales leader, are you gripped by the same fear as executives? Do you think, if left to their own devices, sales people won’t work hard? Would they selfishly ‘sandbag’ and turn a blind eye to the team’s or company’s needs? Would that make it impossible for you to hit your number? If you want buy-in—and the committed effort that comes

with it—you must align to the truth that people really commit to goals they set on their own. That begs the question, how could you engage with them to co-create a synergistic goal? I’m not suggesting you simply turn over annual target setting to them and then cross your fingers and hope. But is it possible that through synergy, individuals would willingly create goals that are collectively bigger than the number you got handed? THE UNINTENDED COST OF COMPETITION Given the challenge sales leaders have every year of hitting bigger numbers than the prior year, I can’t think of a responsibility more important—and yet more difficult to do—than to elicit synergy from the teams they lead. Why is it so difficult when it is so badly needed? Without intending to, we drive scarcity by competitive pressure that’s often at play within sales organizations around incentives, awards, and the rest; they foster a ‘Me’ mentality even though leaders espouse ‘We’ thinking. The vast majority of sales plans and efforts to ‘hold sales people accountable’ are in direct contrast to the study of what drives human behaviour and what science tells us works (and what doesn’t). On the other hand, synergy requires a mindset of abundance. When people are responsible and proactive (Habit 1)—when they’re clear on their mission and purpose (Habit 2) and have the autonomy to execute their priorities based on that mission (Habit 3)—they operate from a place of abundance. They build confidence that grows from keeping the commitments they make, both to themselves and to others. They are also more likely to achieve mastery of their

craft. When sales people and sales leaders both interact from a place of personal security and abundance, synergy can make a big difference, even and maybe especially when it comes to setting annual goals. Here are a few ideas how you can reap the fruit of synergy. Synergy is ultimately about using both sides of your brain, because reality isn’t just logical, it’s also emotional. Yes! You absolutely should look at your clients, analyse the numbers, and be realistic about the situation. But don’t stop there, paralyzed by the obstacles and improbability. Engage the other side of your brain. Get creative. What possibilities can you imagine that would significantly change the game? USE BOTH SIDES OF YOUR BRAIN But in this case, synergy may require you to draw more broadly on other sources. Research by Polman and Emich shows that when you help another person solve a problem, you see more clearly than they do; you tend to be more creative and more successful at solving the problem. How much more effective? It turns out the answer is 18%. So to apply synergy, engage a 3rd party to help with the creative, intuitive side of the solution to your problem. For example, what would happen if you engaged marketing and asked them to help you solve the problem? Or if you asked a support team for their ideas about how to hit your crazy number? SYNERGY WITH CLIENTS Another step you can take is to focus your sales team on building deeper trust with clients. Trust is a necessity if you

want to create synergy. Imagine what would happen if clients had high trust with sales people. The more a client trusts your motive to help them—as opposed to feeling you are focused on your own selfish interests (which includes what your company needs)—the more open they are. That leads to them sharing more information than they otherwise would and a feeling that you understand them. Armed with more and much better information, you can be more targeted and prescriptive in your proposed solution. When a client sees that a proposed solution reflects deep understanding of their needs, synergy has a chance to come into play. How? As they listen, it’s now more likely to trigger in their mind other ideas that perhaps you had not considered as you built the solution—a ‘third creation’, if you will—that could make the ultimate solution even better. It’s not a compromise,

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