The collaborative nature of sales success demands that sales professionals be agents of change and possess the unconscious competence of tipping the balance in the favour their solution.
Virtually every human interaction is subject to a battle for influence and a paradigm of persuasion. Every interaction invariably ends in some or other outcome, the impression of which is determined by our fickle self-esteem or powerful self-acceptance. We are subject to innumerable persuasion attempts from a myriad of stakeholders, albeit corporations, interest groups, political parties, family, friend or foe, on a daily basis. Yet, we invariably are simultaneously trying to exercise our own persuasion, overtly or unknowingly with every interaction of our own. In our professional and personal lives “presidential debates” are played out for the supremacy of viewpoints, ideals and ideas. We all play the influence game, to greater or lesser extent, irrespective of whether we need to be right or not or accept another point of view.
Successful sales professionals built rapport with the objective of moving the client into a new level of agreement. Leading is the point of positive influence and persuasion in the direction of a desired outcome. Observing successful sales professionals in action, one notices a preferred rhythm in the flow of the client engagement. Although subtle, unobtrusive “pacing” of a client’s behaviour builds trust and rapport, it purposefully offers no new information. It is leading that is collaborative. When the client follows the sales professionals lead into exploring new areas that align with their exact, yet preferred solution, the psychology of sales persuasion is at work.