By John Carroll

Editor’s note: This is the second part of a three-part series

In the first part of this series, we looked at preparing properly, packing light and taking good care of one’s feet out on the western Carolina mountain trail. With the preparation now complete, let’s head out on this multi-day hike for more selling lessons from the trip:

Stay close—Our hike included men in leadership positions who were obviously seasoned veterans. Key people had maps in hand and served as trail bosses, one at the front of the line and the other bringing up the rear. Regarding their leadership, the command was simple:

“Don’t get ahead of the leader and don’t drop behind the trailer.” By staying between the two, each hiker had his best odds of remaining attached to the group.

In sales, this equates to the use of a particular type of question known as the trial close. The occasional question such as, “Does this make sense so far?” and “What questions do you have about what we’ve discussed to this point?” help to ensure that you don’t get too far ahead or too far behind your prospect. Make sure you stay on the trail by checking in with your prospect frequently throughout the discussion.

Small adjustments can make a big difference—This was my first experience with a backpack larger than one would use for school or leisure travel. Again, our veterans were kind to us, providing loaned equipment to first-timers. The pack I had borrowed featured the ability to adjust the position of the pack from eight different spots. That’s important because the benefit on the trail, in the middle of a couple hours of hiking, is that a small adjustment to just one of the straps can shift the pack’s weight in such a way that it makes a huge difference in the hiking itself.

In selling, the small adjustments for big impact often come from what we learn once we’re under way in the sales conversation. For example, if I’m discussing a problem of lower-than-expected productivity from a particular individual or group, I can pick up on possible root causes through questions and listening. One possible cause is that the organization’s selection process lacks the steps that increase the chances of success and effectiveness of team members. In other words, the expectations for certain individuals are a poor match for their strengths. By determining which people are worth the investment right where they are and which might be better suited for a role elsewhere in the organization, we can dramatically increase our chances for success.

Be ready for the challenges—As if the prospect of hiking 30 miles in four days with a 30-plus-pound backpack isn’t daunting enough, changing conditions can add to the challenge.

As we were about to embark at the trailhead, cracks of thunder punctuated the already menacing face of a darkening sky. Rain was in our future, our very near future.

Our trail bosses may have realized something that we didn’t, that we’d be crossing streams without the advantage of bridges for much of that first day. Remember the earlier encouragement to keep our feet dry? Well, that includes stopping before any crossing that involves immersing one’s feet in the stream, changing from hiking footwear into water shoes or sandals and carrying boots and socks high above and away from the water. Fortunately our group only had to do that once, because the skies opened shortly after the first crossing and rainwater filled virtually everyone’s shoes. For the next 17 crossings that day (yes, 17 of them) we simply walked through the running water and sloshed with every step for the remainder of that day’s trip.

In professional selling, stuff happens. To the degree that we anticipate and have an alternative plan ready to press into service, we can remain effective. To the degree that certain circumstances simply can’t be foreseen, our ability to adjust and roll with the punches can make all the difference in our effectiveness. When a prospect whom you’ve been working with for months in a long buying cycle announces that the company is now up for sale or about to be sold, everything can change. You might have to start from the beginning with a different decision-making structure. You may have to put everything on hold until after the ownership change and allow the dust to settle. Whatever the bump is in the road, your ability to take it in stride and devise or implement an alternative approach separates you from those playing the game as novices.

Now that we’re making forward progress on the trail, next time I’ll discuss some of the finer points of hiking and how they can guide us to more effective, more professional selling.

John Carroll is a coach, consultant, serial entrepreneur and president of Unlimited Performance Inc. in Mount Pleasant. E-mail him at john@johncarroll.com.

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