Green Beret Negotiations- How to Influence Others and Defeat the Enemy
Green Beret Negotiations- How to Influence Others and Defeat the Enemy
Just last week, I had Major Croot on my weekly radio program to talk about leadership, overcoming obstacles, setting objectives, effective communication and of course, a bit about the war. As Ed came into the studio in full camouflage and green beret, I expected a hard-nosed conversation about objectives, overcoming the enemy, never giving up and fighting to the end. Instead I heard words like caring, listening, loving, helping, showing and giving. While I might have been looking at one of America’s most skilled soldiers, more so I was looking at somebody whose supreme objective is to serve others.
I asked Ed to give me one big lesson he has learned during his time in Iraq and Afghanistan and he said, “I have learned a lot and our nation has learned a lot over the last four years. My directive as an Army Special Forces Soldier was to kill, capture, destroy, disrupt and deny the enemy. I now realize that is only 20% of what I do. Perhaps the more important 80% is to help Iraqi and Afghan people live normal lives. We want them to have schools, jobs and be able to provide for their families. If we do these things, we will gain their trust and then be able to help them even more.” As Ed spoke about his men, his mission and the people he was trying to help (Afghans and Iraqis), at times he got choked up. This man loves and believes in what he was doing, and it is his caring of others that is the fuel for his mission in the military. And the more I listened to Ed, the more I realized that many of the same principles that he was discussing apply to great salespeople and leaders. Ed was what I call PRECISE.
For example, let me share with you a story about a recent “sales call” Ed made. It was Christmas 2004 and Ed was making a call in an Afghan village. That day, he was selling his favorite product he called “trust.” He had a huge quota on that product in ’04 and knew he had to make a ton of sales calls if he was ever going to have a successful year. But he also knew that many of his customers were buying from the competition known as Taliban Inc. Ed realized that if he came across as too pushy with his new prospects, they not only wouldn’t buy from him, they might even tell the competition what he was up to in their territory.
But Ed wasn’t alone. His amazing sales administration director (his wife Tracy) thought that he could win over some customers with a little TLC, so she mailed some books and toys for Ed to hand out. With sales objective and product in hand, Ed stepped out of his car (HumVee) and approached an important prospect. There was immediate interest in what he was doing as many of the younger customers seemed happy to see him. The gatekeeper (an older Afghan man), however, was a bit apprehensive. He had never done business with Ed’s company before and wasn’t sure what to expect. Ed handed the man some toys and books to give out to his employees (kids) with hopes of making the gatekeeper look good. He thought it might be helpful to develop a “coach” in the organization who might tell others how Ed and his company weren’t so bad. The gatekeeper accepted and let Ed “come on back.”
As Ed got past the gatekeeper, he got an appointment with some of the key decision makers in the village (teachers). He knew that if they bought his product, then they would tell all the future decision makers what a good company he worked for. That day Ed had to overcome some common objections that Taliban Inc. had planted in the marketplace but with great preparation, he felt confident that he could. He knew if he wasn’t well versed on his product, he might find himself in serious trouble in that sales call.
Ed didn’t get the order that day, but he did get an invitation to come again. He got back into his vehicle, confident that he would someday have a good customer, and then continued to his next call. He knew that to make his quota, it would mean long hours in the territory, great preparation, and perhaps more importantly, a genuine interest in serving the customer. Because he knew that once they truly believed that he was there to serve them and not “sell” them, he would have a customer for life.
Ed did such a good job in his territory that he was promoted to a middle management role and was accepted to attend a top sales and leadership university (US Army Command and General Staff College) where he will learn to teach others the art of selling a difficult product. And in June, he goes back on the road…back to his team of sales champions…back to his band of brothers. And Ed realizes that while his company may have recently gained some market share, he knows that to secure the long term viability of his company, he and his team need to keep selling…harder than ever. And he knows they will carry out the mission, because they are doing it for the right reasons.
So what can salespeople and business leaders take away from Major Croot. Well, think of the lessons he has learned. It is difficult to force anybody into anything. A “kill, capture, destroy, disrupt and deny” attitude in dealing with colleagues and customers only fortifies their defenses and makes it difficult to positively impact their lives. And just as Ed and our nation has learned that “selling” ideas is easier once a little trust is built, we also need to remember that rule also applies to us…regardless of whether we are selling a product or an idea.
So this week, while you are making your sales calls or managing your team, don’t forget that Ed and thousands of great salespeople just like him are out there right now, selling a product that will keep our nation and our families safe. And let’s say a prayer that Ed and his company meet their sales quota soon and return home safely. And when they do, it is going to be the biggest sales awards ceremony this company has ever seen. Oh…and Ed…tell your buddies we are forever grateful for your sacrifice. We will never forget.
Green Beret Negotiations How to Influence Others and Defeat the Enemy - To learn more about this author, visit Brian Sullivan's Website.
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I had a good day recently. On that day I got to meet one of America’s heroes. Like so many, Major Ed Croot, part of the Army’s elite Special Forces doesn’t look at himself as a hero. And while embarrassed at the tag, he appreciates the fact that throughout his short return home in the States, thankful Americans rarely let him pay for a haircut or a beer. And he says this unwavering support and gratitude is given almost everywhere he goes.
Just last week, I had Major Croot on my weekly radio program to talk about leadership, overcoming obstacles, setting objectives, effective communication and of course, a bit about the war. As Ed came into the studio in full camouflage and green beret, I expected a hard-nosed conversation about objectives, overcoming the enemy, never giving up and fighting to the end. Instead I heard words like caring, listening, loving, helping, showing and giving. While I might have been looking at one of America’s most skilled soldiers, more so I was looking at somebody whose supreme objective is to serve others.
I asked Ed to give me one big lesson he has learned during his time in Iraq and Afghanistan and he said, “I have learned a lot and our nation has learned a lot over the last four years. My directive as an Army Special Forces Soldier was to kill, capture, destroy, disrupt and deny the enemy. I now realize that is only 20% of what I do. Perhaps the more important 80% is to help Iraqi and Afghan people live normal lives. We want them to have schools, jobs and be able to provide for their families. If we do these things, we will gain their trust and then be able to help them even more.” As Ed spoke about his men, his mission and the people he was trying to help (Afghans and Iraqis), at times he got choked up. This man loves and believes in what he was doing, and it is his caring of others that is the fuel for his mission in the military. And the more I listened to Ed, the more I realized that many of the same principles that he was discussing apply to great salespeople and leaders. Ed was what I call PRECISE.
For example, let me share with you a story about a recent “sales call” Ed made. It was Christmas 2004 and Ed was making a call in an Afghan village. That day, he was selling his favorite product he called “trust.” He had a huge quota on that product in ’04 and knew he had to make a ton of sales calls if he was ever going to have a successful year. But he also knew that many of his customers were buying from the competition known as Taliban Inc. Ed realized that if he came across as too pushy with his new prospects, they not only wouldn’t buy from him, they might even tell the competition what he was up to in their territory.
But Ed wasn’t alone. His amazing sales administration director (his wife Tracy) thought that he could win over some customers with a little TLC, so she mailed some books and toys for Ed to hand out. With sales objective and product in hand, Ed stepped out of his car (HumVee) and approached an important prospect. There was immediate interest in what he was doing as many of the younger customers seemed happy to see him. The gatekeeper (an older Afghan man), however, was a bit apprehensive. He had never done business with Ed’s company before and wasn’t sure what to expect. Ed handed the man some toys and books to give out to his employees (kids) with hopes of making the gatekeeper look good. He thought it might be helpful to develop a “coach” in the organization who might tell others how Ed and his company weren’t so bad. The gatekeeper accepted and let Ed “come on back.”
As Ed got past the gatekeeper, he got an appointment with some of the key decision makers in the village (teachers). He knew that if they bought his product, then they would tell all the future decision makers what a good company he worked for. That day Ed had to overcome some common objections that Taliban Inc. had planted in the marketplace but with great preparation, he felt confident that he could. He knew if he wasn’t well versed on his product, he might find himself in serious trouble in that sales call.
Ed didn’t get the order that day, but he did get an invitation to come again. He got back into his vehicle, confident that he would someday have a good customer, and then continued to his next call. He knew that to make his quota, it would mean long hours in the territory, great preparation, and perhaps more importantly, a genuine interest in serving the customer. Because he knew that once they truly believed that he was there to serve them and not “sell” them, he would have a customer for life.
Ed did such a good job in his territory that he was promoted to a middle management role and was accepted to attend a top sales and leadership university (US Army Command and General Staff College) where he will learn to teach others the art of selling a difficult product. And in June, he goes back on the road…back to his team of sales champions…back to his band of brothers. And Ed realizes that while his company may have recently gained some market share, he knows that to secure the long term viability of his company, he and his team need to keep selling…harder than ever. And he knows they will carry out the mission, because they are doing it for the right reasons.
So what can salespeople and business leaders take away from Major Croot. Well, think of the lessons he has learned. It is difficult to force anybody into anything. A “kill, capture, destroy, disrupt and deny” attitude in dealing with colleagues and customers only fortifies their defenses and makes it difficult to positively impact their lives. And just as Ed and our nation has learned that “selling” ideas is easier once a little trust is built, we also need to remember that rule also applies to us…regardless of whether we are selling a product or an idea.
So this week, while you are making your sales calls or managing your team, don’t forget that Ed and thousands of great salespeople just like him are out there right now, selling a product that will keep our nation and our families safe. And let’s say a prayer that Ed and his company meet their sales quota soon and return home safely. And when they do, it is going to be the biggest sales awards ceremony this company has ever seen. Oh…and Ed…tell your buddies we are forever grateful for your sacrifice. We will never forget.
Green Beret Negotiations How to Influence Others and Defeat the Enemy - To learn more about this author, visit Brian Sullivan's Website.
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