We have never seen a firm where marketing is in control of the business; it is always in a support function. Most marketers will not be able to tell a technical professional what to do, how to do it, or when to do it. To be successful, a marketer needs skills and a demeanor that are based on reason, logic, influence, and charm to get technical professionals to do what needs to be done. This means that in order to be successful in sales, and in their career, marketers must be INFLUENTIAL.
When we think back to the memorable business developers and marketers we’ve worked with, what stands out is that they knew how to motivate us. They worked with us as partners, knowing that each person is a key player in getting a proposal out the door. Too many senior salespeople are “lone rangers” and make their support staff feel unimportant. As a result, these BD people never have a team who are willing to make the extra effort, so they are ultimately less efficient and less successful.
A great BD leader can rally the troops and turn pursuits into memorable efforts. Much of the time, they bring people together largely through making compelling points and relating their own experiences. Rarely do these individuals need to lead by “command and control.” However, if the conditions call for it, they have no problem using their authority to achieve results. They know how to deliver results in the face of adversity and command respect under fire. Teams under their leadership follow their direction willingly because of confidence and respect for their judgment.
Business developers should spend the majority of their time developing relationships with potential clients, but they should never forget that trusted relationships with their colleagues and marketers will build the internal partnerships they need to deliver sales.
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