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SEPTEMBER 2005
Understanding the Business Side of Technology
This past week I was flying out to a technology seminar, preparing to give a talk on security to a group of technology managers. I enjoy speaking to people who actually use the technology because I know they are eager to figure out how to increase the importance of what they do. In most organizations, IT is just a cost center. This is the essence of the Value Proposition I am always talking about...how do we align the technology world in such a way as to actually benefit the business?
On my flight I was flipping through the usual stack of this month's computer magazines in an attempt to stay on top of the trends, mergers and acquisitions, etc. As I was checking the latest stats on bot nodes, now reaching past 200,000 new nodes per day, I came across an article on certifications and education. The article's focus addressed executive management, explaining that, while security and other technical certifications are important, if technology people can't deliver a business impact message to the executive management, they are not going to be very valuable in the near future. The comment was directed toward system administrators, but I believe this comment goes beyond the IT organization, into the sales and consulting ranks of the companies you work with and for. So how do we get there?
1. Are you speaking the right Language?
Every profession seems to have a language. For the technical people it is a string of acronyms that describe protocols, application interfaces, hardware configurations, and methods. If you speak this language you may find yourself delegated down to network administrators. While this is not a good thing, its not the end either. You still have the opportunity to be the smartest technical person around when things start to go bad.
My real concern is the language that technical sales people speak. The lines and phrases that were coined back in the 80s to probe high-level managers about their concerns and fears. When we use these phrases, we lose all credibility. If you don't know what I am talking about, head down to the nearest car lot and walk around with several car sales reps. Start making a list of the phrases they use, and put them on your "don't say this" list.
2. Do you ask great questions?
It takes some research and practice to give a speech. In a recent National Speakers Association Meeting someone made the comment, "The work is the practice, the rest is the performance". This is certainly true when I speak. Hours go into preparation, research, and practice. But what about the questions we use in a high-level sales call? Do we just naturally shine when sitting across the table from a million dollar signature? It makes sense that we need to practice. Do this; come up with a few great questions, refine them, practice them, and then watch carefully when you use them. Watch the faces of the people you meet with. Are they checking their day planner for the next meeting or are they engaged? Take note and improve your act.
3. Read and Study
Do you know what today's executives are concerned about? Do you read enough to know what C-Level people care about, what impending legislation is coming down in various markets, and how technology and business must work together to enhance the organizations you are working with? The wealth of information on the Internet is a tremendous resource but it takes discipline to use it. Start reading and becoming an expert in the markets you call on. Create a value proposition around the value you can bring to the companies you serve. If you don't have a focus area, get one.
4. Know the three things managers buy
You are selling high-tech solutions, but executives are not buying them. There is a small group out there that thrives on the latest technology, but in most cases there are only three things economic buyers care about; Operational Efficiency, Return on Investment, and Risk Mitigation. Figure out which one of these three you are selling and become an expert in communicating your message. As you know, in most cases I am focusing on the Risk management. This never limits the technology I sell and it never becomes a commodity. However it does allow me to bring a message of value to the economic buyer.
Finally, consider a coach. Having someone to bounce ideas off of is a great way to build your value proposition, strengthen your positioning, and create a source of accountability you can rely on.
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