Engineers don’t sell. Architects aren’t salespeople. So none of them need a skilled sales manager to improve their sales skills and sales processes. Or do they?
In the world of architecture and engineering, excelling not only in technical expertise but also in sales is crucial for sustained growth and success. Let’s explore how integrating effective sales management for architects and engineers, even in a fractional or part-time way, can improve sales skills, revenue generation, and client relationships.
This article applies to all types of experts, not just architects and engineers. Very few professional services firms who must sell their expertise regard sales the top priority of their practice. But as we all know, if you can’t find new clients and create new business, there will be no “work” to do.
Before we go there, it is important to consider why the word “sales”, the practice of “selling”, and the general perception of selling your services has earned such a bad reputation with architects, engineers, and other experts.
“Always Be Closing” and Other Terrible Ideas
In “Glengarry Glen Ross,” Alec Baldwin’s character, Blake, epitomizes a sales manager embodying harshness and cutthroat tactics. He uses fear, intimidation, and abusive language to coerce the sales team, employing a relentless “ABC – Always Be Closing” approach. Blake’s management style is devoid of empathy, focusing solely on results and disregarding the well-being of his team. His tactics create a toxic work environment, instilling fear and anxiety rather than fostering motivation or teamwork.
The best sales managers understand the myriad issues stemming from this unfortunate stereotype. It’s portrayals like this that have created an aversion, and often a downright abhorrence, of sales.
Understanding Why Architects and Engineers Avoid Sales
Many architects and engineers feel uneasy about the word “sales.” They’re experts in solving problems and creating designs, and the idea of “selling” might not sit well with them. This discomfort comes from thinking that sales involves pushing things onto people or persuading them, which goes against everything they believe in.
Furthermore, time spent finding and winning new business is not seen as part of “the real work”. Experts want to race through, or avoid altogether, the process of sales. But this can lead to missed opportunities and other issues.
Problems Stemming from the Dislike of Sales
When architects and engineers don’t like selling or even uttering the word “sales”, it brings a set of big problems. Even though they’re great at their jobs, they might not have the skills and awareness to uncover client needs in good Discovery conversations. They fail to be truly empathetic and to see the challenges their clients’ face from their clients’ perspectives. These technical experts can a difficult time putting together and presenting pricing. Negotiation may be very uncomfortable. The sales process might actually not be much of a process after all.
Also, not being open to sales prospecting and other outreach activities can make it difficult for them create new opportunities they really want to work on, defaulting to a reactive “vendor” mindset. Individuals realize their discomfort with sales might prevent them from growing professionally and becoming leaders at their firms.
But sales isn’t the pushy, salesy practice it once may have been.
How and Why Sales has Changed
The ubiquitous nature of information has reshaped the dynamics of sales, profoundly altering both the perception and practice of selling. In the past, sellers held most of the information, wielding it as a tool to persuade buyers. However, the advent of technology has democratized information to the point where buyers often possess as much, if not more, information than the sellers themselves. This empowerment has shifted the balance of power, compelling sellers to adapt their approach.
In addition, buyers now have more options and greater choice than ever before. Even highly specialized professional services firms have more competitors than they had just a few years ago. This can be good for buyers, but only to a certain extent. The vast array of choices available in today’s marketplace can overwhelm buyers, paradoxically making decision-making more challenging despite the abundance of information and choice.
As buyers navigate through a sea of options and information, the role of the seller has transformed. With prospective clients facing decision fatigue and information overload, good sellers now focus on helping buyers buy. They act as guides, helping buyers navigate the abundance of information and choices. Rather than pushing products or services, the best sellers aim to understand the buyer’s needs, educate them about potential solutions, and present the right options to let the buyer make an informed, confident decision.
The Role of a Sales Manager in Architecture and Engineering
The idea of sales management for architects and engineers is completely foreign to most professional services firms, particularly with architecture and engineering where there is no formal “sales team” and people never refer to themselves as “salespeople”. Nevertheless, there are many benefits of good sales management that can be a competitive advantage.
A sales manager’s primary focus lies in coaching and mentoring the technically minded team members. They provide personalized guidance, helping each professional understand how to present their technical expertise in a client-friendly manner. Through effective coaching, these managers equip the team with the skills to guide new business opportunities through often complex and potentially confusing sales processes, ensuring clients don’t get lost and keeping things moving forward.
Additionally, a sales manager keeps everyone organized and on track. They establish streamlined processes, ensuring that the team remains focused on aligning their technical skills with client needs. Their guidance helps create a cohesive, systematic approach, where the team understands how their expertise directly addresses client issues. By maintaining organizational efficiency and providing ongoing support, these managers ensure that the team is well-prepared to meet client expectations while maximizing opportunities for business growth.
Benefits of Sales Training for Technically-minded Experts
Sales training is an important area of professional development for those seeking to expand their skills beyond technical know-how. While training alone won’t yield dramatic changes in behavior, it introduces foundational sales concepts and skills never taught in college or early in one’s career.
By investing in a sales manager who integrates sales training into their approach, architects and engineers learn the importance of proactive sales skills that aren’t salesy, leading to increased project acquisition and greater client satisfaction. As noted, buying complex services can be hard, so learning how to guide clients through a logical sales process is critical.
The Importance of Sales Coaching for Architectural and Engineering Professionals
While training provides a foundation, sales coaching acts as a catalyst for ongoing practice and improvement. Personalized guidance from an experienced coach allows professionals to refine their approaches, receive tailored feedback, and adapt good sales techniques to their individual strengths and weaknesses.
Sales coaching is invaluable in honing skills such as active listening, presenting pricing, handling objections, and managing client expectations. It encourages a proactive mindset, empowering professionals to navigate complex sales scenarios confidently. Coaching is a critical part of sales management for architects and engineers.
Running the Sales Engine with Good Sales Processes
Efficiency and organization in sales processes are essential elements for optimizing sales efforts in architectural and engineering firms. Streamlining sales processes, utilizing Customer Relationship Management (CRM) tools, and standardizing proposal and contract practices can significantly enhance productivity and client management.
CRM tools aid in managing client relationships, tracking leads, and streamlining communication channels, ensuring no potential project opportunity is missed. Furthermore, standardized processes for proposals and contracts improve clarity, reduce confusion, and instill confidence in clients regarding project delivery and expectations.
Learning from Successful Sales Practices Across Industries
Drawing insights from successful sales practices outside the architectural and engineering domains can offer valuable methodologies to implement. A skilled sales manager should learn and then introduce concepts and best practices from all industries, customizing and tweaking them to work for long, complex, high-dollars sales in professional services.
The longtime mantra in architecture and engineering firms has always been, “It’s all about relationships!” While building relationships is undoubtedly a crucial aspect of sales in the professional services sector, it’s essential to recognize that selling encompasses a broader spectrum of activities and skills. Merely fostering rapport with potential clients is not enough to secure deals and drive growth.
“Doer-Sellers” must possess a deep understanding of the complexities of the client’s business challenges and demonstrate the ability to provide tailored solutions that address those challenges. Beyond technical expertise and relationship building, sales in professional services also demands a strategic approach to business development. This includes identifying and targeting the right clients, positioning the firm’s offerings competitively, and navigating complex sales cycles that often involve multiple decision-makers.
Elevating your Practice with Sales Management for Architects and Engineers
In conclusion, integrating effective sales management practices within architectural and engineering firms is not just an option but a necessity in today’s competitive landscape. By investing in sales training, coaching, and adopting proven sales processes, professionals can bridge the gap between technical expertise and successful client engagements.
Combining technical skills with a strong sales acumen enables architects and engineers to build stronger client relationships, secure more projects, and become the firm leaders they wish to be. Guidance from a sales manager makes all of this possible.
Wainwright Insight provides fractional sales management and sales consulting to organizations who want to take control of their pipeline and build future sales leaders—but could use a little, part-time expertise. I work with professional services firms, and the experts in those firms, who need to get better at chasing and winning big deals when the stakes are high.
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