Blog

Qualities of a High-performing seller #3: Understanding the buyer-seller paradox

Qualities of a High-performing seller #3: Understanding the buyer-seller paradox

Most sellers, particularly lawyers and other professional service providers, sell rationally: by trying to persuade or prove to the buyer why they are the best solution. But the science of sales tells us that buyers make their decision on what to purchase based on emotion or “gut feel” rather than a rational decision making. This problem—the mismatch between sellers’ and buyers’ behaviors—is called the Buyer-Seller Paradox. There is an inherent conflict between the way most buyers buy and the way most sellers sell.

Read more

Qualities of a high-performing seller #2: Targeted generosity

Qualities of a high-performing seller #2: Targeted generosity

Many sellers treat networking as a short-term transaction: what can I get from this person now? They focus narrowly on identifying buyers who are ready to make a purchase. While this may lead to some quick revenue, the seller has missed the opportunity to develop long-term relationships that would lead to more sales down the road and build a relationship as more than just a self-interested salesperson.

Read more

Qualities of a high-performing seller #1: Sales as an act of service

Qualities of a high-performing seller #1: Sales as an act of service

Traditional sales approaches operate mainly out of self-interest: the seller wants to get the buyer to behave in a manner that is good for the seller’s revenue generation, even when that is not in the buyer’s best interest. A traditional seller focuses narrowly on making the sale that is right in front of him or her.

Read more

The difference between growth mapping and strategic planning

The difference between growth mapping and strategic planning

Traditional Strategic Planning is an important aspect of an organization’s preparation for the future. But at GrowthPlay we aim to help clients not just prepare but evolve in ways that will allow them to thrive in the future. To do that they must optimize their growth engine by asking a different set of questions than they might in traditional strategic planning. We call this process Growth Mapping because the objective is to map where you are today to where you want to be in the future, and identify the requirements, priorities, roles, and activities that will get you there—based on what matters most to you.

Read more

Startling news on client satisfaction with the AmLaw 20 marks opportunity for smaller firms

Startling news on client satisfaction with the AmLaw 20 marks opportunity for smaller firms

The organizers of the GC Thought Leaders Experiment, a study of the data contained in the in-house evaluations of more than 1,400 legal matters, recently released a remarkable finding: the largest and most pedigreed law firms, the AmLaw 20, lag behind the rest of the AmLaw 200—that is: the AmLaw 21-200—in providing high-quality client service. In other words, the assumption that the most lauded and most expensive firms will deliver work that is, on average, superior to their smaller competitors turns out not to be supported by the data.

Read more

“Play your position”: How firm leaders can develop effective sellers and maximize talent

“Play your position”: How firm leaders can develop effective sellers and maximize talent

Attorneys face a challenge unique within the business world. They must perform both tasks central to business development: performing excellent service (doing) and acquiring new clients in need of service (selling). As law firm leaders look to the future, how can they approach managing and developing their attorneys to be effective doers and sellers? Our webinar “Play Your Position” offers tools in two management areas…

Read more

Enabling & equipping frontline sales managers

Enabling & equipping frontline sales managers

A sales manager’s number one priority is to create a sales team that is as talented as they are. Think about it. The average sales leader has a team of seven people working for them. If each of those team members has twenty selling interactions per week, that’s a total of 140 client interactions. How many can your sales manager be involved in personally? Not many. Yet, a surprising number of sales managers think that their job is closing the deal and making the number.

Read more

Ready to unlock your sales potential and fuel revenue growth?

Contact Us

Fresh Insights.

Sign up to enjoy the latest GrowthPlay blogs, delivered to your inbox once a week.