This is the first installment in a five-part series on Sales for Non-Sales Professionals.
November 02, 2022
A few weeks back, I was catching up on a stack of New York magazines—our household’s favorite source for crossword puzzles—when I came across an interview with actress Laura Linney. Asked how she has shaped her career on stage and screen, she mentions getting pickier about roles as she gets older.
“I’ve gotten braver about saying no,” she admits. The interviewer nudges her for an example of what Linney calls a “red flag.”
“The director answers questions too quickly,” she says. She goes on to elaborate: “Too knowing…There’s no sense of discovery. There might not be room for contribution. So it’s nice when there’s a pause if you asked a question. But when you’re geysered, it’s lonely.”
That director has probably forgotten, in the moment of being questioned by Linney, that he is in the middle of a sales transaction. To him, this is probably a conversation between colleagues, a chance to show off his artistic vision, or both; the Geyser presumes the deal is a foregone conclusion. Because of his arrogance, he loses the chance to cast an amazing actress.
You know a Geyser. Doesn’t have to be someone at the office—could be at school, on an intramural softball league, or at the bar. They always dialogue without really listening, so intent that the path they’ve predetermined is the correct one. Do they have insights to offer? Sure. Do you find yourself tuning out anyway? Absolutely.
While we’re talking about unwelcome company over martinis, let’s name another: The Extra Extra Expert. An Extra Extra Expert is truly an expert in their field. The problem is that every time they speak, they assume everyone else is an expert in their field as well. Their small talk consists of acronyms, shorthand, and “Well, you know the case law on that, of course.”
Actually, I don’t know the case law on that, but now I’m too embarrassed to ask. I’ve had entire conversations with Extra Extra Experts where, the next day, I couldn’t remember a single thing about their work. The martinis weren’t to blame, nor am I unintelligent; I can compose verse in dactylic hexameter (although not being an Extra Extra Expert myself, I would never assume anybody knows what that means). So why couldn’t I get a handle on what they do for a living?
The Extra Extra Expert has “the curse of knowledge,” a term taken from a 1989 paper published in the Journal of Political Economy. This cognitive bias renders someone unable to calibrate conversation with those who don’t share their technical understanding or their inside information. What results are inferior collaborative outcomes or, in my case, glazed-over eyes.
The truth is that each of us navigates situations, every day, that have the structural elements of sales transactions. We’re constantly fine-tuning our negotiation tactics to get what we want; we’re learning about human nature in ways that would, in another context, be framed as HR skills. There doesn’t need to be a dollar sign attached for you to be making a deal.
Sometimes the “deal” is simply lunch. Adult friendships are notoriously hard to sustain, and I’ve noticed my friends falling into two categories. Friend A says, “I’d really love to see you.” If I follow up by asking when they’re available, they say, “Anytime! I’m totally flexible!” I call this the Flexible Fader move. Friend A is never going to get around to making a date.
Friend B says, “I’d really love to see you.” Then they name three days and times they can make it. Can you guess which person I end up sitting down with for a sandwich?
Friend A may be genuine in their desire to connect. But by giving me all the choices, they’re giving me what feels like no choice at all. The Flexible Fader drifts into the ether. Friend B offers the information I need to plan, so that’s the friendship I’m going to end up cultivating.
If you serve in any kind of leadership role, you’ll have moments where you need to motivate your team not only to do their work well, but to promote the work they do to an outside audience. I’m purposefully leaving that language vague. I want you to think expansively about what the terms “leadership,” “team,” and “promote” can look like.
Maybe you’re a mom encouraging her brilliant but lonely kid to make a lunch date. Maybe you’re an auto-safety expert persuading drivers to slow down on the Taconic State Parkway. Maybe you’re saving the world one reusable shopping bag at a time. Maybe you’re a chef in an Italian restaurant, staring forlornly at the long line for a greasy pizza place next door.
Whatever you are, here’s what you don’t want to be: a Geyser, an Extra Extra Expert, or a Flexible Fader.
Over the next few weeks, we’ll look at three sectors—in the sciences, among mission-driven companies, and in food services—where key personnel may not think of themselves as “sales professionals.” But sales techniques can still be adapted and applied to their work, with compelling results. The Maestro Group’s strategies can help you no matter what your field.
We can help sales professionals and non-sales professionals alike. Reach us at mastery@maestrogroup.co for more information on training, coaching, and consulting.
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