The art of making…The reference call…

The art of making…two better than one

Teamed selling can be really impactful – especially in the case of cold calls where the benefits of two sets of eyes, ears and minds can be focused independently. But there’s also the danger that those two separate sets of senses (and mindsets) can clash – or even kill the deal.

That’s why you and your sales partner need to coordinate the call as well as possible before you go through that door. But first, given the unpredictability of the dynamics of any sales call, and everything that can happen, you both need to agree on who’s the lead person.

But let’s say that during the call you realize something he’s saying is absolutely the wrong message for that buyer. Because your mind is free to observe, you see their reactions and you know it’s turning them off. But because he’s engrossed in what he’s saying, he doesn’t. To redirect things before that resistance leads to outright dismissal you have to do something.

And that’s why you both needed to create an agreed (and simple) code that can tell either of you to stop talking immediately and let the other take over. It goes without saying that code needs to be so natural that the prospect doesn’t notice it taking place.

It can be as subtle as a simple phrase like, “Pardon me Bob, but that reminds me of something”. As you’d both agreed before the call, once that’s uttered the speaker halts mid-sentence and hands over control. Of course that doesn’t mean he buttons his lip for the rest of the call. He can reenter the conversation once you’ve established a new direction – one that you can both follow and hopefully, one that leads to acquiring a new customer.

The reference call…And handling it

So it’s been a few weeks since that team member departed. This morning you got a call from a possible employer who wants to ask you about him.

From your own experience being on his side of that call you know how much he wants and needs whatever information you can provide. So you’d love to give him all the help possible. But just how much depends on a few important matters. If that separation was for a serious failure to perform, insubordination, dishonesty, etc., then we need to take a more careful and defensive stance.

Even if you simply tell that caller that he was terminated for cause you could find yourself in legal hot water. That can be true if he only hints at what you’d disclosed. Evern if he tells the applicant he’s not hiring him because of a “reference issue” that alone might be enough – even though he never mentioned you directly – or what you said.

Of course if the parting was on good terms there’s no reason to give anything but a positive review, so by all means feel free to share. But regrettably (and unfortunately) the old saw about no good deed ever going unpunished can be hiding in that call. So, bear in mind no matter the circumstance you’re not morally – and certainly not legally obliged to do anything more than acknowledge his employment starting and separation dates.

Next up: What questions should we ask?