I once ran a disastrous pitch to the Outnet and it still haunts me. I couldn’t answer any of their questions and garbled out incoherent answers. The shame came from floundering not only in front of a client, but in front of colleagues.
My own experience and the “what will happen if I’m put on the spot and I don’t know the answer” fear is the motivation for this post.
We THINK we need to know all the answers
This is a trap.
When we start from a position of needing to be the expert and know everything, we will aways fall short, and nightmare meetings like this will keep occurring.
What changes if you think of yourself as a partner? If you think of your role as to support, not solve?
For me it creates space to breathe, permission not to know, and a drive to enquire.
We FEEL on the backfoot
Whether it’s a pitch or discussing a brief, these kind of meetings often induce panic – the stakes feel high and we don’t know what we’re going to be asked.
I noticed how often I was reacting to a client request - sending information or speaking before I really understood the issue. Not only was I guessing at what would be useful, I was also failing to learn anything new about my client and their problem.
My desire to demonstrate my knowledge, solve and be immediately useful was sabotaging me.
Imagine how it would feel if your role in a business development meeting was not to prove, perform or sell, but was to connect and to understand.
And the good news is, this is not a new thing you need to learn, this is what researchers are already exceptionally brilliant at.
DO take charge of the business development process
Seek first to understand: Clients come to us for ideas, but resist the urge to send creds, a proposal or discuss ideas until you fully understand the problem they are grappling with. Summarise what you are hearing using their exact language and check you’re on the same page.
Offer a range of support: Only when you really understand and clarify the challenge, ask “would you like to hear how we could help?” then share options for discussion to get an early read on how they land with your client.
Manage your fear: What’s the worst that can happen? If the worst happened, what would you do? What’s on the other side of this discomfort for you?
Experience is your biggest teacher. What’s stopping you grab an opportunity right this week, giving some of this a whirl and seeing the impact?
I run 121 and group management and leadership coaching programmes. If you have a management or leadership challenge (big / small) or are curious, I'd love to chat: zoe@youburnbright.com
For a regular dose of support and inspiration straight to your inbox, sign up to my monthly newsletter.
Commentaires