What great salespeople do

The art of storytelling has been a fundamental aspect of human communication since the inception of language approximately 95,000 years ago. However, its application in the realm of sales has been underutilized in recent times.

Storytelling possesses a unique power to connect with the buyer's emotions and dismantle barriers, making it an unparalleled vehicle for conveying sales messages. Just as children have always cherished bedtime stories, adults too are naturally drawn to engaging narratives. These stories have the ability to put listeners at ease, fostering a conducive environment for sales. Michael Bosworth and Ben Zoldan highlight the intrinsic human response to stories, emphasizing our innate abilities as story learners, tellers, and listeners.

Narratives play a crucial role in human cognition, particularly in appealing to the emotional and creative right hemisphere of the brain. When a story is told, it naturally relaxes the listener, steering clear of overwhelming them with complex data or statistics. This subconscious relaxation invites an openness to the narrative, with the potential for valuable lessons to be learned. Stories are universally accessible, transcending differences in background, education, and experience. They have the power to engage listeners immediately, creating a sense of connection and anticipation.

Understanding the transformative power of storytelling in business is the first step to mastering the art of sales. Stories are not just entertaining; they are a strategic tool that can guide potential clients through the sales funnel, converting curiosity into commitment. The process of selling, whether in a business-to-business (B2B) or business-to-consumer (B2C) context, involves a series of steps where the buyer transitions from initial interest to the final decision to purchase. In B2B sales, this cycle can span over six months and includes stages like expressing curiosity, recognizing needs, brainstorming with the seller, and ultimately deciding to implement the seller's solution. B2C sales cycles are typically shorter but follow a similar pattern of curiosity, need expression, confidence in the seller, and agreement to buy.

The key to advancing customers through these stages is a well-crafted story for each step, designed to resonate emotionally and move them to the next. Crafting an inventory of such stories requires a focus on creating an emotional connection with the buyer, which is crucial in a competitive market where trust and relatability can set a salesperson apart. There are three essential stories every salesperson should have: The "Who Am I" story, which narrates the salesperson's journey and the passion behind their current role. It's a personal tale that explains the motivation behind their work, often starting with a challenge and culminating in a resolution that led to their current position.

In the dynamic world of sales, the power of storytelling transcends the boundaries of merely closing deals with customers. It's a strategic tool that, when wielded effectively across an organization, can amplify its sales capabilities manifold.

The essence of storytelling is not confined to the sales team alone; it becomes a potent force when embraced by everyone in the company, from the CEO to product marketers, trainers, and sales managers. The goal is to create a unified narrative that resonates with buyers, ensuring that regardless of whom they interact with, the core message and values of the company are consistently communicated.

Consider the impact of a CEO who masters the art of storytelling. They don't just lead; they inspire and embed the company's values and mission into the very fabric of its culture. Herb Kelleher, the former CEO of Southwest Airlines, serves as a prime example. His stories about the company's commitment to customer service and employee empowerment didn't just stay within the confines of the boardroom. They were shared repeatedly, becoming a part of Southwest's DNA, and even its customers could recount them. This narrative clarity helped employees make decisions aligned with the company's values and provided customers with a distinct understanding of what Southwest stood for.

Transforming your organization into one that is driven by storytelling is not an overnight task. It requires a concerted effort from everyone involved and will likely feel uncomfortable at first. You can expect to encounter early setbacks and challenges, but it's important not to let these discourage you. Persistence is key, as the end results of using stories more effectively can be truly remarkable.

To begin incorporating storytelling into your organization's culture, start by encouraging everyone to craft their own narratives. There's a standard template for creating effective business stories that can guide this process. Next, develop a story ladder that will guide potential clients through your sales funnel. This should include at least three types of stories: "Who I Am," "Who I've Helped," and "Who I Represent."

Practicing storytelling within the company is crucial. Use internal meetings, such as sales training, to familiarize your team with storytelling techniques and empathetic listening. This internal practice will help refine the skills necessary for effective storytelling.

Look for a stalled opportunity in your sales pipeline and attempt to use storytelling to reinvigorate it. Achieving early successes with this method can build momentum and encourage a shift towards a new way of doing things in the future. As you start to see results, continue to use stories in your sales calls and share your experiences with your colleagues.