Is your [sales and/or planning] process in control?

Do you have a formal sales process? My observation is that while many organizations do not (63% as reported by one survey), most individuals that I have contact with (I estimate 4 in 5) state that they both have and follow a consistent sales or planning process. However, when asked to document their process, 4 out of 5 are unable to go beyond general statements such as, "I build a relationship with my customers and that's why they buy from me".

If you can't effectively describe your process, then it's going to be hard to describe to yourself or to someone else where you are, where you should be, and how you're going to get and keep on track. That means it will be hard to keep your process in control, and that means that you're more likely to have inconsistent results.

How do you determine your process? First draw a basic diagram - inputs leads to process leads to outputs. Then ask yourself some questions about your actions (what you say and do). For example, HOW do you build a relationship? WHAT specifically do you do and say, HOW and WHEN do you do and say those things, and in what order (think SEQUENCE), such that a relationship is built?

• The actions of the suspect/prospect/customer provide real-time indicators to tell you if things are moving the in the right direction.
• The momentum of the project gives you leading indicators to tell you if things are moving in the right direction.
• The end result gives you lagging indicators to tell you if things were moving in the right direction.

Make note of all of these indicators as they will be your best teacher about what's working and what's not in YOUR specific situation.

Relationship is NOT your process -- don't confuse the ends with the means. The outcome "relationship" is the result of specific actions made by you and by the organization that you serve (make no mistake, you own both categories). While relationship alone may not win the sale, it will increase the probability that you'll get the information you need to drive right decisions (for both parties) in the moment.

"Process control" is a term that is typically applied to industrial processes, but the concept can be applied to any process where the purpose is to produce repeatable results.

Controlling your process means controlling the things that you can control. Once you have identified what those things are, you take steps to consciously design your process with clear intent (turning the automatic pilot OFF), and then make sure you're consistently following it. From there it's all K-F-C, which stands for:

1. K = know what you want.
2. F = find out, are you getting what you want?  If you're not getting what you want, then...
3. C = change what you're doing until you get what you want.

A process is like a recipe. If you use the right ingredients, mix them up the right way, and bake them at the right temperature for the right amount of time, you'll be more likely to get Grandma's Cookies.

What happens if your process isn't in control?

• If you change the ingredients, the cookies probably won't taste the same.
• If you change the way that the ingredients are combined, you may also change the consistency of the cookies.
• If you change the temperature of the oven or the time that the cookie's are baked... well, you get the picture.

Process Control is about turning the automatic pilot OFF and paying attention to what you're doing, how you're doing it, and when you're doing it. I guarantee that you won't find a master chef who claims to be able to "just throw things together" in the kitchen. Deliberate Practice is hard work, but like anything, with practice it gets easier. The good news is that the first 100 times are the hardest and that's when you need to be most vigilant. A coach can help.

So whether it's a recipe, or a sales process, or a planning process, if you can't accurately describe the inputs or the recipe, you're going to have a problem getting repeatable results. Oh sure, sometimes you'll get it right. We call that luck. If you want control, then you must apply discipline.

A few notes on the "C" part of the K-F-C formula.

• Don't try to change everything all at once. Change one thing at a time (hopefully over several trials) and note the effect that the change had on your results.
• Don't confuse bad timing, style, or technique with bad process.
• Don't try to practice when it's "show time", practice before the event (no one wants to pay for a bad performance).
• Keep a journal so that you can learn over time. In short, practice the discipline of Plan-Do-Learn.

If you subscribe to The Pareto Principle, then you will agree that there are a small number of things that will have a large impact on your outcomes. I and many others have found that pre-call planning is one of those things. If you don't have a formal pre-call planning process, might I suggest one? You can read more about Outcome Based Thinking at this post.

So that we're clear, when I say "control", I don't mean control over another person. Attempting to exert control over a person or the outcome of a situation will lead to frustration (for both of you) and it also leads to failure over the long run. Instead, we're talking about controlling the things that you can control, what Covey calls "the area of direct control" and "the area of indirect control".

If you're interested in learning more about Covey's circles and the areas of direct and indirect control, you might take a look at "The 7 Habits of Highly Effective People" and other related books, or perhaps you might speak to a coach who is already familiar with these topics. Got one? Get one. Period.