PacketPushers- Ethan Banks: Why Salespeople Sell To Others In Your Organization But Not You

Ethan Banks does it again. This exactly describes what happens to me when I’m discussing technology with a vendor. Whether it’s as a #TechFieldDay delegate, or as a customer it’s I’m always reworking my mental picture of how a a design change could impact a system.

Why Salespeople Sell To Others In Your Organization But Not You: “You ask hard questions. What salespeople sometimes overlook is that while they are talking through their amazing product they’d like to sell you, you’re creating a “what if” implementation strategy in your head. In your mind, you’ve got flowcharts, diagrams, WAN bottlenecks, security issues, integration challenges, and migration concerns all right there running around in your brain. It’s like a garden of flowers blooming inside the three pounds of meat between your ears. Each feature, each software component, each rackable bit of hardware that’s being proposed is a new bud bursting forth with potential. In your mind’s eye, some of those flowers seem good. But some are weeds…weeds in the form of questions. Hard questions that the salesperson can’t answer. Sometimes, even the sales engineer who stands at the ready to till your garden can’t quite knock down the weeds, which makes everyone REALLY uncomfortable. Aren’t we all friends here? Can’t we just pretend that weed is a flower?”

Why Salespeople Sell To Others In Your Organization But Not You.)

  • Benson Schliesser

    I heard a quote a couple years ago, something to the effect that “engineers ask questions; business people write checks”. :) ¬†In my experience, the best thing an engineer can do is become a trusted advisor to the business, so they don’t feel comfortable writing checks until after the engineer has asked their questions. Otherwise, the engineer gets stuck with the aftermath of bad purchases.

    • Etherealmind

      I think you have the wrong perspective. Managers should defer to the technical resources instead of relying on their own talents. An engineer should not have to spend time and energy being a “trusted advisor”, the company leadership should automatically defer to the expert.

      Too many times, managers feel that only they can make the decisions and don’t like what they hear from their experts and then move in the their own direction. Managers need to “sell down” to their staff just as much as the reverse is true.

      Leadership isn’t doing it yourself, it’s just being first among equals.

  • Michel Katz

    Perfect¬†Article…. They don’t want listen our opinion. If they listen, how can get more money!