
Harley Lovegrove is an interim manager, specializing in managing both small and large multi-national companies through periods of change. He is the Chairman and one of the founding partners of the Brussels based group practice, The Bayard Partnership. Harley is also a lecturer and motivational speaker and author of two books: 'Making a Difference' and 'Inspirational Leadership' which are also published in Dutch, under the titles: 'Maak het Verschil' , and 'Inspireer en Leid'.
He formed his first company in 1978 at the age of 21 and has since taken up numerous interim management posts, working for a variety of businesses from high technology and software to petrochemical, transport, mobile telecommunications, apparel and building construction.
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- Good Project Managers are hard to find!
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How to bore the socks off someone without really trying…
I was at a reception the other day when I got cornered by a guy who was very keen to bore the hell out of me by droning on about his company, what it did and why most of his potential customers were too narrow minded and stuck in their ways to even consider using the software they had spent the last ten years developing. In fact it turned out that his core product was in fact pretty cool and could be very useful to a whole bunch of companies. So on the way home, I started thinking about what it was that he was doing wrong, why in fact he was so boring!
Although nearly every sales manual says don’t, most people still do…he was trying to sell me product ‘features’ hoping that something that came out of his mouth would connect and be interesting to me! But more than that he was pretty arrogant with it too…
For example, he said: ‘We’ve got this xxxx and we’ve got that xxxx and nobody else has what we have!’ And all the time I am asking myself, ‘I wonder why?’ He honestly thought that all of his competitors were useless and their CEO’s, thick, even though it was pretty obvious from what he was saying, that his company hadn’t made a dollar of profit since it was founded! The real problem with my boring CEO was that he failed to make any kind of emotional connection with me. If I had been anywhere else I would have simply made an excuse and walked right past him.
Where he began with the ‘what’, (what his company does) I like to begin with the ‘why?’ (why my company does what it does) and one way I do this is by beginning with a personal story that just might make a connection. For example, here is how I would begin in his situation:
“Back in 2003, I was working as a freelancer in Belgium - an Englishman in a foreign land - and although the pay was pretty good, I felt a bit lonely. When I had a tough day (and even when I had something to celebrate) I didn’t have anyone that really understood what I was going through to share my experiences with. I didn’t want to join a club, especially as most of the stuff I wanted to talk about concerned my clients and was highly confidential. So I decided to turn my one man band bvba into a Group Partnership, and here I am today surrounded by a really great bunch of fun people, all driven like me by the same thing: the desire to tackle and solve really tough business problems. And with a net annual growth of approximately 20% year on year for the past 7 years, I guess we must be doing something right?”
I deliberately keep what we do as short as possible because if the person is interested in my story he, or she, will ask anyway and my topic can then become what is commonly known as ‘a conversation’.
Now my friend the CEO at the dinner party would have put it something like this (assuming he was describing my business)
“We hire in and hire out all kinds of profiles, all specialized in a wide range of activities into a broad client base. The great thing about our business is that nearly all our profiles have qualifications in PRINCE 2 and PMI certification, this ensures that our clients can utilize the methodologies they need and apply them to their strategic issues, knowing that they will remain compliant to local laws and customs…”
See what I mean?
Have a good week,
Harley
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Comments
Hi Mike, thanks for your comment!
Your correction of 'all TOO often' is obviously correct, however whereas I was once very focused on this, I find now that because we live in a very multi-cultural world; as long as people understand the meaning, no harm is done. I am just amazed at the skills that people like Bart have in being able to write clearly and concisely in what is for them their third or even their fourth language! (Dutch, French, German, then English).
Best wishes,
Harley
When I went to school we wrote 'all TOO often'. Today I am not a silver surfer. I am a bald browser.
Best, Mike
PS. I did enjoy the wizzzzdom of your story.
Best, Mike
when I used to work for IBM we were taught not to sell features but to first of all listen to the customer and - whenever appropriate or convenient - "sell" the added value of a solution, not a tool or piece of material.
I now work as an IT buyer and almost every day people try to convince me of the superiority of their company... and mostly the conversation goes something like this : "hello, we are xyz and have an annual turnover of 123 and we have the best consultants you could possibly imagine". After 5 minutes of this I'm usually bored and glad to get them out of my office. But you have given me a couple of questions in your blog post that I will try on the next "candidate" so that I can have an interesting conversation.
Unless my memory fails on me, you were already a freelancer in Belgium in 2002 as we were at the same company back then :-)
Regarding your story: all to often it ain't the quality of a product that makes it a hit seller but the way you market it.
Mastering the art of making a good product is good, but mastering the art of marketing & selling it is, sadly enough, usually even better.
Have a nice week !
Bart
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