How to Break the Ice, Ice Baby!

As I pen this article today, I find myself just a few weeks into a new chapter in my career. Having spent the majority of my professional life working on the agency and client side of media teams, I decided to step out of my comfort zone and explore something new. Yes, you guessed it; I've officially embraced the world of sales. This transition has been exhilarating, challenging, and, to be perfectly candid, a bit intimidating.

I now face the formidable task that many salespeople dread—the cold call. In this piece, I'll share my approach to this challenging endeavor based on my limited experience and seek to discover additional tips and tricks to be less intrusive and more valuable to those I approach out of the blue.

The cold call—a sometimes annoying yet undeniably essential task that all salespeople must undertake if they aspire to succeed. Like any challenging and unenjoyable task, I attempt to infuse as much enjoyment into it as I can (at least what I consider enjoyable). To do this, I draw from my extensive experience of being on the receiving end of sales pitches for over two decades. I've been approached by countless sales professionals during this time, some of whom I still consider friends today. Others have faded into the recesses of my memory, and some I can't even recall.

I've pondered what made certain salespeople memorable and why I felt compelled to respond to their initial emails or calls. Conversely, I've questioned why I failed to establish connections with others. This second question has become increasingly important to me now that I'm on the other side of the industry. What caused those sales reps, with whom I never collaborated, to fail to resonate with me? Understanding this, I believe, is one of the keys to excelling in sales.

So, I'll delve into why some sales reps resonated with me and, more importantly, why some did not. I'll begin with the latter. Just like any conversation you have with someone, whether at a social gathering, your child's school open house, or a professional networking event, conversations must be interesting and relevant. You wouldn't approach someone at a political rally and start discussing sports; that conversation would likely be short-lived. Instead, you'd engage in a dialogue about topics relevant to the rally or political issues that both of you find intriguing. You'd ask questions to gauge the other person's stance on those relevant issues, and based on their responses, you'd pose more questions.

One thing you probably wouldn't do is dominate the conversation with talk about yourself and your opinions, asserting that they are the only ones that matter. This is another surefire way to kill a conversation. I draw this analogy because the same principles apply to cold calling and emailing. If you fail to do your research and ascertain the interests of the person on the other end, you're likely to fail. Before I reach out to someone new, I thoroughly research their background, scouring platforms like LinkedIn, occasionally checking their Facebook page—not to be invasive but to gain a better understanding of the person I'll be conversing with. I want the call or email to evolve into a genuine conversation, not just a sales pitch.

Yes, I'm representing a company and aiming to sell something, but what I won't do is bore them with a barrage of statistics and fancy talking points about how incredible my company is. Instead, I want to understand the challenges the other person is facing and then offer solutions that can help solve their marketing problems. As someone who's been on the receiving end of sales pitches, I comprehend that managers, directors, VPs, and even C-level leaders are inundated daily with sales pitches. To stand out and secure the next meeting, being relevant, knowledgeable about their industry, and genuinely helpful is crucial.

Regrettably, some salespeople view cold calls and emails as a numbers game. They believe they need to send out a specific quantity to get a particular response. I vehemently oppose this approach. While I may not make hundreds of cold calls or send thousands of emails, I do strive to have the majority of mine opened and answered. That's what truly matters to me. My goal is to genuinely assist people, make their jobs easier, and help them shine. The only way to achieve that is through thorough research, relevance, helpfulness, and a profound appreciation of their time.

This brings me to the common traits I've observed in the best sales reps, in my opinion. Every sales rep I still consider a friend has helped me shine in my role. They've provided me with research that might not be directly related to their product or service. They've assisted me in finding job opportunities, and they've even connected me with their competitors when they believed it was a better fit for my needs. Exceptional salespeople become more than just business associates; they become friends who proactively check in, asking, "How is the campaign going?" even before I've had a chance to pull the report. They genuinely care and offer their assistance.

The great sales reps don't push products or services. Instead, they identify the problems you're facing and work to solve them. Regrettably, I believe this approach has dwindled in modern-day sales. There are fewer sales lunches and dinners. But in my view, this human-centric, problem-solving approach is the path to successful sales.

Now, I'd like to invite you, the reader, to share your perspective on what makes a great sales rep. What qualities and practices do you believe are essential for success in the field of sales? Let's engage in a meaningful discussion and explore the qualities that set outstanding sales professionals apart.