Brian SullivanDave KurlanDavid Mattson, Tom Schodorf & Bart FanelliMike SchultzJoe GalvinLisa LeitchJoel ReedKevin EikenberryDan WeinfurterMary Grothe

2019 Top 50 Sales & Marketing Books

Jonathan Farrington interviews Amy Franko­­ strategic sales expert,keynote speaker and best­selling author of The Modern Seller

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The Making of The Modern Seller: Strategies to Sell More and Increase Your Impact

JF: You recently published The Modern Seller. Howdo you define modern selling? What do sellersneed to do to become modern sellers?AF: Modern sellers consistently do three things thatseparate them from the crowd. First, they’rerecognized by their clients and prospects as adifferentiator to their business. Second, the value oftheir product or service isn’t fully realized withoutthem. And third, a modern seller’s clients see thework they do together as strategic to theircompetitive advantage.

Of course, skills like prospecting, presenting,negotiating, and closing will always be important.But in my research for the book, I consistently cameacross a different set of skills that sellers need,

“skills behind the skills.” I call them dimensions,because they will help sellers make a much biggerimpact in the new sales economy. Today, sellers andsales leaders need to be agile, entrepreneurial,holistic, social, and ambassadors. The good news isthat you don’t have to be born with these skills. Youcan build each one – in yourself or in your salesteam.

JF: Let’s dig into a couple of those dimensions here.One is that modern sellers are entrepreneurial.How is that beneficial to a sales role?AF: Being entrepreneurial as a seller is aboutlooking beyond what’s immediately in your view andplacing your focus on a bigger picture vision. This

Jonathan Farrington interviews Amy Franko-- strategic sales expert,keynote speaker and best-selling author of The Modern Seller.

The Jonathan Farrington Interview

shift positions you as more than an individual sellinga product or service. You’re the founder, CEO, andchief bootstrapper of your sales territory. Yourability to create a vision for your territory or book ofbusiness determines how quickly and profitably itgrows, and your ultimate success.

If you’re a sales leader, your ability to create asales vision for your business segment, division, ororganization has even greater impact.

JF: One of the most interesting dimensions you callout is that a modern seller is an ambassador. Whatdoes it mean for someone in a sales position toserve as an ambassador, and how does thatimprove results?AF: I like to think of an ambassador as a bridge. In aglobal sense, an ambassador is a bridge betweencountries and cultures. In modern selling,ambassadors are also a bridge – connecting theirorganization to prospects and clients, connecting totheir communities, connecting to their industries.

Ambassadors are particularly skilled in two areas.The first the ability to stand tall in their leadershipbrand and what makes them unique, while alsoliving the values of your organization. Second, theytake the mindset of lifetime value. Because of that,they create higher levels of loyalty, which meansthey’re expanding within and closing more businesswith your hard­won current clients.

JF: I know you’re a proponent of life­long learning.How can sales professionals continue to developand modernize their sales strategies?AF: This falls under the category of a modern sellerbeing agile. We’re all responsible for owning ourown development journey throughout our careers.One strategy is to be aware of and short­circuitpatterns that no longer serve you.

This involves spending time analyzing your salespatterns. It could be with the help of your leader, aprofessional coach, or a trusted peer. That outsideperspective is a difference maker, because we’reoften too close to our patterns to see them, or we

find ways to justify patterns that aren’t workinganymore. These patterns may include how you startand end your day, how you’re deciding on whichprospects to engage, the way you prioritize yoursales activities, or leveraging new approaches.

When you identify a pattern you’d like to shortcircuit, experiment with ways that you can changeup your routines. You may need to try a couple ofdifferent routines to land on the right one for you.

JF: How should the sales organization of the futurebe structured to support modern sellers?AF: Modern selling organizations should consider aformal sales enablement function. Sales enablementshould be on the radar for anyone withresponsibility for revenue growth and long­termsales success – whether you’re a sales leader, salesprofessional, marketer, or C­level leader.

While every organization is different, salesenablement takes into consideration factors liketalent acquisition and onboarding, salesmethodology, learning and coaching, technology,and strategy. A well­designed sales enablementfunction accelerates both the sales organization andthe marketing organization.

JF: We’re officially halfway through the year. Whatis the most important sales lesson you've learnedso far in 2019?AF: To stay committed to standing in my value, so Iwork with the right prospects and clients. I’m alwayslearning and staying attuned to what they mostwant to accomplish in their business, so I bring themthe absolute right value to move forward. n

Amy FrankoSales Strategist, Consultant,

& Keynote SpeakerAuthor of The Modern Seller –

Download a free chapter.www.amyfranko.com

Follow Amy on Twitter or connectwith her on LinkedIn

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