When you are stable you are able. These words from one of my mentors nicely sum up the power of emotional intelligence. Stability equals ability and in sales that equates to being able to apply the knowledge, habits and skills that you know will lead to success.
So, if emotional intelligence is so valuable, why aren’t more sales managers teaching these skills alongside consultative selling skills?
My observation is that many sales managers have not connected the dots between soft skills and hard sales results.
Soft skills seem theoretical.
Soft skills seem, well soft.
Soft skills are for people who are just too nice and not competitive.
Let’s challenge this thinking and look at three specific selling scenarios that connect the dots between soft skills and consistent revenues.
#1: Difficult sales conversations. These type of conversations can range from price objections, resistance to moving business or dealing with a post-sale delivery failure.
A salesperson who is easily triggered defaults to discounting during negotiations.
A salesperson hearing resistance gets emotionally triggered and starts overselling which looks desperation.
A salesperson handling a delivery failure gets emotionally triggered and moves into defend, justify or blame mode.
Do any of these response look like they will lead to increased sales? Repeat business? NO!
An emotionally intelligent salesperson remains calm and curious instead of fast and furious. They can RECALL and APPLY consultative selling skills during high pressure conversations. Stability of emotions gives you ability to execute the right actions.
#2. Empty sales pipelines. The pipeline looks full. With closer examination, you find a pipeline that is full—of unqualified opportunities. One of the many reasons for empty pipelines is lack of the EQ skill of assertiveness, the ability to state what you need nicely.
A salesperson lacking assertiveness goes along to get along.
- When they ask to meet with other decision makers and hear a no, they go along to get along. They write a half-baked recommendation because they weren’t assertive enough to ask for what they needed: meetings with all the buying influences.
- When discussing the budget for investment, they accept answers such as, “We don’t have any idea—just put something together.” They go along to get along and put this opportunity in the pipeline. When it comes time to review recommendations, they hear, “This is more than we want to invest.”
- And then there are those sales conversation, where every bone in a salesperson’s body is shouting, “This prospect isn’t your ideal client profile.” The prospect requests a proposal, and you guessed it, the non-assertive salesperson goes along to get along, investing their time, the company’s time, in writing a proposal for a prospect not willing or able to invest.
The assertive salesperson states what they need nicely. They are comfortable asking qualifying questions—some difficult—to ensure their time is used wisely. Assertive salespeople are willing to walk away from unqualified opportunities or ones where they aren’t being treated as a partner. Assertiveness frees them up to find better, qualified opportunities.
The result is less wasted time and increased revenue.
#3. Resiliency. In the world of emotional intelligence, this is defined as the ability to bounce back quickly from a setback. And in sales you will have setbacks.
The prospect who was just ready to sign now has his or her company up for sale.
The decision maker you courted for twelve months is leaving the company.
Changes in the macro economy create hesitancy in purchasing anything!
These are difficult setbacks. They tempt salespeople to engage in negative self-talk. “Nothing ever goes my way.”
The resilient salesperson feels disappointment; however, they don’t allow their feelings to dictate their actions.
The resilient salesperson’s attitude is focused on what he or she can control versus what is out of their control.
The resilient salesperson engages in self-reflection. “What could I have done to prevent this.”
As a result of their ownership mindset, they gather any lessons learned and go on to sell another day.
The most successful sales managers teach both the soft skills and hard skills of selling.
This combination equips your team with 100% of the skills needed to win and retain business. Soft skills do produce hard sales results.
Good Selling and Leading!