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Not necessarily. In a High Performance Project Sales Team, people respect each other for what they bring to the table. They appreciate that in a Project Sales Team, there is no ONE individual winner. The way each ONE wins, is when they make the TEAM win. For, no ONE functional expert on a Project Team has all the right answers the Client Team may be looking for. Whether it is about hunting large new accounts, or farming mega deals in existing accounts, success is spelt TEAM WORK - The T Factor .
In contrast, Low Performance Project Sales Teams struggle because they lack the T factor. The Client Teams easily see through the cracks within the Sellers Team. Who wants to buy Large Projects, that too in troubled times, from a supplier who cannot get his own people to align among themselves? Forget aligning with the Customer's challenging demands.
The good news is that more and more discerning Organizations world over are discovering enduring success through building high performance Project Sales Teams. Thanks to the power of the Belbin Team Role Methodology.
Team Roles - are the lifetime work at Cambridge since the 1970’s of Dr. Meredith Belbin, who researched behaviors of people in teams. He defined a Team Role as "A tendency to behave, contribute, interrelate to others in a particular way". A Team Role is defined as ‘a tendency to behave, contribute and interrelate with others in a particular way’. In High Performing Teams, people have equal opportunity to contribute and experience all 9 Team Roles.
Here are the 9 Team Roles and their behavioral contributions to a Team. Can you see these behaviors happenning in your Project Sales Team? Want to know more about how you can leverage such unique contributions to transform your sales performance? Continue reading...
Team Role
Contribution
Allowable Weaknesses
Plant
Creative, imaginative, free-thinking. Generates ideas and solves difficult problems
Ignores incidentals. Too preoccupied to communicate effectively.
Resource Investigator
Outgoing, enthusiastic, communicative. Explores opportunities and develops contacts.
Over-optimistic, Loses interest once initial enthusiasm has passed.
Co-ordinator
Mature, confident. Identifies talent. Clarifies goals. Delegates effectively.
Can be seen as manipulative. Offloads own share of the work.
Shaper
Challenging, dynamic, thrives on pressure. Has the drive and courage to overcome obstacles
Prone to provocation. Offends people's feelings.
Monitor Evaluator
Sober, strategic and discerning. Sees all options and judges accurately.
Lacks drive and ability to inspire others. Can be overly critical.
Teamworker
Co-operative, perceptive and diplomatic. Listens and averts friction.
Indecisive in crunch situations. Avoids confrontation.
Implementer
Practical, reliable, efficient. Turns ideas into actions and organises work that needs to be done.
Somewhat inflexible. Slow to respond to new possibilities.
Completer Finisher
Painstaking, conscientious, anxious. Searches out errors. Polishes and perfects.
Inclined to worry unduly. Reluctant to delegate.
Specialist
Single-minded, self-starting, dedicated. Provides knowledge and skills in rare supply.
Contributes only on a narrow front. Dwells on technicalities.
The essence of Belbin is building high performance teams, on a solid foundation of enhanced self-awareness and personal effectiveness, fostering mutual trust, respecting diversity and building productive relationships, matching people and tasks, in ways that enable everyone to be a contributing member of a team.
People in BELBIN speaking teams go beyond just collaborating with each other... They complement each others contributions. They understand behavioral preferences of people in Client Teams, and treat them appropriately, to win credibility and trust very quickly.
No body is perfect, but a team can be. So, it is with Project Sales Teams powered by BELBIN.
Sales & Service Competencies Development
At Mercuri India, we understand Customer needs and what it takes to meet and exceed them across touch-points.
Business and Leadership
Getting people to understand and appreciate the opportunities and challenges faced by other functions is a large part of getting them to see their own roles in perspective.
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