Focus Magazine - Fall 2015 - (Page 11)
GUEST EDITOR
David Brin (left) and Troy Prehar (right)
The Role of Tension
Management
Challengers
disrupt
customers'
thinking rather
than confirm it.
Y
ou know that person. e one at every
national sales meeting who always
makes it to the top of the rank report. It
doesn't seem to matter what the market
conditions are or that a large customer just
moved out of the territory. He or she not only
hits their forecasted number, but crushes it year
aer year. More and more research points to
one technique that sets these people apart from
the rest-those who challenge their customers
by providing unique insights.
e Corporate Executive Board published
the book "e Challenger Sale," in which Matt
Dixon and Brent Adamson call out that
customer loyalty comes less from the personal
relationship, but more from the sales
experience. When sales people help navigate
alternative options, avoid potential landmines
and educate on new issues and outcomes, they
build loyalty. Additionally, these individuals
are recognized elite achievers who present
themselves as professionals who takes control
of settings by challenging the way customers
see their world, and constructively pushing
negotiations.
e data clearly indicates that challengers
deploy these skills in a very different manner,
namely in an effort to disrupt customers'
thinking rather than confirm it-to deliver
insight to customers rather than extract it from
them. In the most simple of forms, this is a
person who nudges or applies pressure with
relentless persistence. Some call this
application of pressure "creative tension."
Enter the concept of tension management,
which has always been a critical, if somewhat
hidden element of the sales process. If you had
a sales manager that led with a hammer, then
tension meant "if you're not getting kicked out
of the account, you're not pushing the customer
hard enough." Still, the role of tension in sales
calls for many sales professionals is avoided
because of the belief that sales comes from
relationships. ese relationships are what
have made them successful and pushing
customers will ruin relationships. Not true:
Remember what makes customers loyal.
e role of tension as a sales skill is not a
new concept. Since the early 1980s, T. Falcon
Napier established both the Institute for
Productive Tension and the Tension
Management Institute. Napier's tension
management model is based on a sales person
being able to recognize differing levels of
tension with the customer and using
appropriate questions/insights to elevate
tension to the desired level.
It's very likely that the best sales
professionals have effectively sold by managing
tension for years. ese reps are challenging
customers' thinking in ways that makes
managers and outsiders want to better
understand. Navigating tension is a commonly
missed competency for sales people to
effectively challenge their customers. It should
be noted that this competency in no way
replaces the other critical skills and steps within
sales models. In fact, effectively using tension
to navigate a sales approach further enhances
the delivery of your company's unique insights
and solutions. ■
David R. Brin is Director, Enterprise Solution Selling, U.S. Division for St. Jude Medical. Email David at
dbrin@sjm.com. Troy Prehar leads a Healthcare Economics team at St. Jude Medical, previously heading up their
sales and management training. Email Troy at tprehar@sjm.com.
FOCUS | FALL 2015 | www.L-TEN.org
11
http://www.L-TEN.org
Table of Contents for the Digital Edition of Focus Magazine - Fall 2015
Focus Magazine
From the President: Training's Transformative Power
Table of Contents
Table of Contents
Guest Editors: The Role of Tension Management
Directions: More Ways to Connect
Front of the Room: Delivering the Unexpected
Neuroscience: The Neuroscience of Mindfulness
AstraZeneca: Creating a Blended Learning Curriculum
44th LTEN Annual Conference: The Power of Networking
Executing a Key Account Management Strategy
Member Solutions: Managing Global Learning
The Making of Great Leaders
Developing Reps: 5 Critical Steps to Success
Reaching Potential: Two Essential Skills
Virtual How: Medical Device Training Priorities
Ad Index
Focus Contacts
5 Questions with Anthony Caliendo
Focus Magazine - Fall 2015
https://www.nxtbook.com/nxtbooks/LtenFocus/2017winter
https://www.nxtbook.com/nxtbooks/LtenFocus/2017fall
https://www.nxtbook.com/nxtbooks/LtenFocus/2017summer_supp3
https://www.nxtbook.com/nxtbooks/LtenFocus/2017summer_supp
https://www.nxtbook.com/nxtbooks/LtenFocus/2017summer
https://www.nxtbook.com/nxtbooks/LtenFocus/2017spring_supp
https://www.nxtbook.com/nxtbooks/LtenFocus/2017spring
https://www.nxtbook.com/nxtbooks/LtenFocus/2016winter
https://www.nxtbook.com/nxtbooks/LtenFocus/2016fall
https://www.nxtbook.com/nxtbooks/LtenFocus/2016summer_supp2
https://www.nxtbook.com/nxtbooks/LtenFocus/2016summer
https://www.nxtbook.com/nxtbooks/LtenFocus/2016summer_supp
https://www.nxtbook.com/nxtbooks/LtenFocus/2016spring
https://www.nxtbook.com/nxtbooks/LtenFocus/2015winter
https://www.nxtbook.com/nxtbooks/LtenFocus/2015fall
https://www.nxtbook.com/nxtbooks/LtenFocus/2015summer_supp
https://www.nxtbook.com/nxtbooks/LtenFocus/2015summer
https://www.nxtbook.com/nxtbooks/LtenFocus/2015spring
https://www.nxtbook.com/nxtbooks/LtenFocus/2014winter
https://www.nxtbook.com/nxtbooks/LtenFocus/2014fall
https://www.nxtbook.com/nxtbooks/LtenFocus/2014summer
https://www.nxtbook.com/nxtbooks/focus/2014spring
https://www.nxtbook.com/nxtbooks/focus/2014winter
https://www.nxtbook.com/nxtbooks/focus/2013fall
https://www.nxtbook.com/nxtbooks/focus/2013summer
https://www.nxtbook.com/nxtbooks/focus/2013spring
https://www.nxtbook.com/nxtbooks/focus/2013winter
https://www.nxtbook.com/nxtbooks/focus/2012fall
https://www.nxtbook.com/nxtbooks/focus/2012summer
https://www.nxtbook.com/nxtbooks/focus/2012spring
https://www.nxtbook.com/nxtbooks/focus/2012winter
https://www.nxtbook.com/nxtbooks/focus/2011fall
https://www.nxtbook.com/nxtbooks/focus/2011summer
https://www.nxtbookmedia.com