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THE Sales Question: “What Does Success Look Like to You?”

10 years ago
business, sales
2 Comments

Most of my sales work involves a productized service: the SQL Critical Care®, a package of consulting work with a defined set of steps and a finish line.

But sometimes on introductory calls, prospective customers just start venting.

They complain about performance, management, capacity planning, architecture, upgrades, downtime, cost, staffing, the last guy, and a litany of stuff.

As a consultant, though, I can’t write a Statement of Work for that. Or to be more specific, I can’t write it up in a way that an executive will actually sign the contract to let us start work.

So when I’m not sure where things are going, here’s what I say:

What does success look like to you? At the end of the gig, I want you to be able to say, “Thank goodness we called them because they were finally able to ____.” What’s in that blank?

What failure looks like
What failure looks like

The answer helps us all:

  • Understand what the first project’s finish line looks like (not necessarily the end of our entire working relationship, just the first finish line that we need to cross together)
  • Understand if I can help them cross that line (because sometimes it’s not a good fit for me)
  • Set things out of scope when they’re not related to the finish line (it doesn’t mean we’re never going to do that work – it’s just not part of this first race we’re running together)

If you don’t have a productized service yet – or even if you’re just applying for a full time job – success is so much easier when you understand what success means to the other person.

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2 Comments.

  • Rick Boyett
    December 20, 2016 8:26 am

    All those are good points Brent, but I would add another bullet there. Understand whether the finish line is tactical or strategic in nature. If it is tactical, find out how it aligns with or supports C-level strategies. Discovering or insuring this alignment increases the chances your contract is going to get signed by the people that hold the purse strings.

    All too often I see IT staffs, all the way up to the director level, that have no idea what the corporate strategy is from the CEO/CIO/CTO levels. That causes a lot of their problems to begin with as they focus on work that isn’t relevant to their bosses. Those of us in sales and/or consulting need insure there are no gaps between the tactical and strategic or we will lose out.

    • Brent
      December 21, 2016 5:38 pm

      Rick – great point. Sometimes you’re having discussions with folks who can’t actually sign contracts, and you wanna get to that knowledge fast, too.

Comments are closed.

Hi. I’m Brent.

That's me, Brent.

I live in Las Vegas, Nevada. I'm on an epic life quest to have fun and make a difference.

My day job is helping people make databases go faster.

My current car collection includes a 1964 Porsche 356 SC, a 2024 Porsche 911 Targa 4S, a 2016 Rolls-Royce Dawn, and a 1992 Honda Beat.

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