One of the biggest concerns expressed by marketing and sales professionals is that they are finding it more difficult to reach and engage with new prospects than they did in the past. Strategies they once used are no longer effective. But it’s not lack of effort. In fact most say they are working harder than ever before; they just aren’t getting the results they once did. It is a particularly difficult issue for those who market business services in industries such as finance, insurance, legal and other businesses that sell complex, information intensive services.
If reaching and engaging with new prospects is a challenge you are experiencing, evaluate your marketing and sales through the lens of the three principles outlined below. Then take a moment to answer the questions thoughtfully and candidly. Even the smallest changes can make a huge impact on how your communication is received by your customers.
Despite the variety of personalities and attitudes out there, you can still roughly categorize people into two groups: the problem bringers and problem solvers. When you ask a problem bringer about a problem, you'll hear about the problem and nothing more. We've all worked with these folks who can spend the day telling you about a problem without ever coming close to offering a solution.
By contrast, when you ask a problem solver about a problem, you'll hear about the problem, but you'll also hear some potential solutions. For these folks, separating problems and solutions is as ludicrous as separating wet from water. No matter what particular attitude you're looking to hire, you'll want that person to have a problem solver predisposition.
Let's look at how this applies to 3 common behavioral interview questions...
The number of disciplines it takes to bring an idea to life is staggering. As the ways to market and advertise have proliferated, so too have the number of people and disciplines it takes to see an idea from concept to production.
Specialization is a necessity. With specialization comes the risk of myopic thinking. You get SO wrapped up in your one part of the puzzle, that you forget to see the bigger picture. Yet great execution from concept to production happens only when every discipline plays exactly its proportionate role to the idea.
Organizations that consistently perform at the highest levels understand this. Their teams function this way; there is healthy respect and trust between all disciplines.