You’ve got a specific experience. Let’s assume it is a negative experience. You need to convey this experience, so you create or locate a notion to let you explain it to someone else while trying to make sense of yourself. Here’s an example: You lose a big deal you believe that you must have won. Your customer told you your competitor provided them a lesser cost, one less than yours.
The experience produced an idea. That concept might be “I lose to my rival when they have a lesser cost.” The idea is available in future experiences, strengthening the concept. Eventually, the idea becomes a belief. The belief is burnt in by both your expertise and the recounting of the thought as you explain how you lose, which makes it true for you.
In the above example, the salesperson is unaware of theories like differentiation, value development, justifying the delta, the gap between price and cost, and a half dozen other ideas that could have helped them win a deal they lost due to a lack of knowledge. Concepts are one kind of understanding, and experience is another; they’re quite different methods of knowing.
Not Concepts Alone
Concepts alone aren’t enough to enhance your outcomes, even though having been taught and trained to recognize the scenario (something we could call “awareness“), you would have been better prepared to win the deal you lost on price.
Sandler wrote a novel called You Can Not Teach a Kid to Ride a Bike at a Seminar. You are sure as Hell could teach a child to ride a bike at a convention. All you will need is a kid and a bicycle.
Expertise is crucial to sales operations. There’s no way to know something without experience. Armed with both the conceptual understanding that lets you recognize what you are experiencing along with the strategies, tactics, and language required to be effective at a sales conversation, you’re better able to be successful at winning large deals.
Having won a large deal that you might have lost, your experience provides the notion that “There’s a way to be successful in sales, even when your competition has a lower cost.” This is something which many salespeople already believe because they’ve experienced it frequently.
Why You Don’t Get Better
The reason you do not improve–or do not improve as fast as you could–is since you’ve developed concepts based on experiences from which you derived limiting beliefs. You sometimes create concepts which don’t serve you when you have favorable experiences, such as being told you won since you had a lower price, something that may create the notion, “It is simple to win huge bargains with the lower cost.”
Unless you’re introspective enough to look at your theories, you are not even conscious of these. You believe things to be true, even though other people find success with faith just counters to yours.
Most salespeople understand what they know through experience, without being supplied with all the conceptual frameworks that will boost their results and remove a lot of the time it takes to develop. Rather, they spend years fighting, but their results could be improved with instruction, training, development, and coaching.
Without acquiring both the concepts and the expertise, you are not likely to get better, and you aren’t going to get better quicker. When you don’t understand exactly what you don’t understand, it is not easy to boost your results. The main reason I have always hired trainers is that they can very quickly and effectively show me what I don’t know I don’t understand. Why wait for years or decades to produce a result you want when you could get it?
Every Negative Concept
For each experience that creates a negative concept, there is a positive notion readily available to replace it. Any time you lose, there was a win available to you had you made different decisions. It’s negligent to not acquire the concepts that would allow you to serve your customers better, helping them make better decisions concerning the future of their business, something demanded of a consultative salesperson.
You could take something like the novel, The Lost Art of Closing, and find two dozen concepts that would instantly help you see something that has been invisible before, like the need to trade worth, how to control the procedure, as well as ten commitments you tend to find in B2B sales.
There is no way to communicate with no concepts. People who are aware of these have different discussions, beliefs, and outcomes than those who lack them.
Getting Better Faster
You will need both kinds of knowledge to get better at sales, the theories, and also the expertise. First, you need notions, so you have a way to generate a sense of what you experience. You also want the expertise, there is not any way you’ll be able to know how best to attain positive results without having the ability to practice, and also to see, hear, and sense it.
Getting better quicker means studying, B2B sales training, developing, and being coached, obtaining the concepts, and processing your adventures to understand better how to do effectively. You have to observe the distinction between a single potential choice and yet another, knowing when to use one strategy, and when to utilize another.
If consultative selling is your vocation, you need to spend time understanding how best to practice your craft. As a leader, you want to be sure you provide your team with what they should serve your clients better and succeed in winning big deals.
As a side note, this is the shorter variant of this idea I have always employed: Reading a book about swimming will not keep you from drowning the very first time you get into turbulent and tumultuous waters.