Wally Hise, PE | Sr. Vice President, HDR
Gone are the days of “do good work, get more work.” In our hyper-competitive business environment, you need to SELL the next project. And if your firm is like many others, you use the seller-doer model to accomplish at least a portion of your sales. My experience is that most firm leaders want to increase the level of engagement and productivity from their seller-doers. A fine-tuned seller-doer program in your firm means you will:
– Contribute to overall firm growth as sales increase over time when seller-doers get better at the selling part of their job
– Spend less time monitoring the activities of seller-doers, and more time developing new markets and retaining staff
– Know where your non-billable time is going, and be able to determine your return on investment in seller-doers
That sounds great, maybe even too good to be true! Refining your seller-doer program is simple, but it’s not easy. And, most firm leaders don’t have the experience or time to devote to the details. Fortunately, you’ll be well along the way if pay attention to five key elements (learning objectives) when building or refining your seller-doer program. Because the trend of increased reliance on seller-doers isn’t going to change any time soon.
• Attributes – explore what makes a good seller-doer, and consider what characteristics you need to improve in your staff.
• Activities – make sure everyone understands your sales process, and identify the areas for personal development.
• Accountability – ensure that everyone knows what they’re responsible for, from the program level down to the individual.
• Actions – bring visibility to the things you can do to promote your seller-doer program, especially ones that don’t take much time or cost a lot of money.
• Attitude – set the tone at the firm leadership level and reinforce your message to establish a culture of selling throughout your firm.