“Can you teach an old dog new tricks?” 

I have been asked this question multiple times over the years… in a variety of expert interviews and by concerned sales managers leading an aging team. 

While I hate the expression “old dog,” I have an answer…

“Yes, you can.” But there is a caveat: “Only if he or she wants to learn.”

Frankly, as many seasoned sales professionals head into the next chapter of their life, I believe we have a more pressing question to answer. A question that relates to the cohorts of “new dogs” joining companies in critical sales roles – business development, telephone sales, inside support and field sales.  This is a generation that has grown up in an environment driven by technology and characterized by immediate soundbite communication (Twitter, text, Snapchat, Facebook etc.).  And it is a generation that is hungry for immediate success. One that therefore feels immense pressure from themselves, and the boss, to close big deals fast.

And as sales technology continues to evolve to the point where it efficiently takes on important functions at the front end of the sales cycle – capturing of qualified leads, client research / data analysis, formulation and delivery of impactful sales messages, the important question for today and the future is this: “Can we teach new dogs old tricks?” [bctt tweet=” The important question for today and the future is this: “Can we teach new dogs old tricks?”” url=”http://www.salesshift.ca/?p=29478″ via username=”JillsalesSHIFT”]

And by old tricks I am not referring to some of the archaic cheesy tactics used in past decades (and sadly still used by some sellers.)  I am referring to timeless thoughtful communication skills that efficiently convert leads into high-profit sales.

It is becoming increasingly imperative to teach the new kids to hone their ability to execute thoughtful impactful sales conversations (via all media) that serve both seller and client. Conversations that pique the curiosity of a new prospect encouraging him to move the process forward. We want our new dogs to masterfully leverage the information that technology has placed at their fingertips to ask smarter “educated” questions.  To listen for what is important to the client, not just what is important to the seller. To get comfortable with silence to allow the client to provide thoughtful responses and for the salesperson to process the implication of what is being said. We want our newbies to grasp the importance of “timing and positioning” when it comes to speaking about their offering, or discussing pricing, so that the client perceives value in taking the next step. 

In our soundbite culture we are losing the ability to be fully present in important conversations. The proliferation of scripts, cookie-cutter questions and slick demos is robbing today’s sales professional of the need, or willingness, to think deeply about what is required in this conversation at this moment with this client. [bctt tweet=”In our soundbite culture we are losing the ability to be fully present in important conversations.” url=”http://www.salesshift.ca/?p=29478″ via username=”JillsalesSHIFT”]

As someone who shadows sales professionals for a living – on phone calls, video presentations and face-to-face meetings – I have witnessed the tragedy of missed opportunity because a seller is in his own head following his own agenda, rather than thinking deeply about the reality of the conversation taking place.  There are simply too many talented newbies being pushed to make “more sales” without being equipped with the fundamental communications skills to engage prospects, identify their underlying interests, and ultimately close high-profit sales.

Now let me be clear. I am not suggesting that age and experience are the drivers of sales proficiency or success. Many seasoned sales pros have hit the plateau of obsolete habits. Only those open to continuous learning will rise above the plateau that threatens to cap others’ careers. 

I am saying this … As we look to the future, it is timely to ask the more important question, “How do we plan to teach new dogs the old tricks that are critical to tomorrow’s sales success?