How do you define “crisis?” A turning point, a moment of danger, or a death knell? And what do you do when you define that there is a crisis?

The way forward can be murky with events like COVID-19, industry disruptions, or economic downturns. You still have to meet your revenue goals, and the company still depends on the sales team. It is easy to blame circumstances, but it is not the actual event. It is the perception of risk regarding the event.

What influences us to perceive risk as major or minor?

Since this is a subjective experience, it is important to understand that there are factors that shape the perception of how much danger really exists. David Ropeik, author, teacher, and consultant in risk perception, identified these factors:

• Trust in who shares the information or the process that evaluates the risk
• Origin of risk
• Control
• Natural vs. human
• Scope of crisis
• Awareness/saturation of information
• Imagination
• Dread
• Age
• Uncertainty/Unknown
• Familiarity
• Specificity/Identification of actual victims
• Personal Impact
• Fun

Keep in mind that people who indirectly gain information about a crisis generally have a heightened perception of risk.

What is real?

How you define a moment fraught with risk often indicates what you think is real. So, it begins with, “what is real?” With any crisis, there are opinions, emotions, and misinformation. It is easy to get swayed into believing anything and everything. You will likely be in situations where people get carried away and lose focus. So, start with what is real, what is known.

What do we know, and how do we know it?

Facts are the best place to begin. There may be a paucity of information, or the information keeps getting added due to highly active situations. When there is a lack of certainty or information, it is more likely that people will be anxious. Behavioral research has noted that people experience changes in mood and behavior in times of marked uncertainty. Without being harsh, challenge assumptions and expectations that negative outcomes are inevitable. Coaching language like “what is true about…?” or “what are you doing to take care of yourself?” encourages people to take better stock of their situation.

Emotions are contagious

Two groups of people need a different type of attention than usual; the sales team and the customers. Both of them are reacting to what is around them. You are reacting too. Our brains are wired this way. The mirror neurons pick up all of the signals around us, and we copy them. This means that even people who tend to be more even-keeled in their demeanor absorb the uneasiness around them.

Your team is looking for reassurance and guidance. They need a different message than “let’s get out there and sell.” Abraham Maslow’s Hierarchy of Needs is going to override anything else. Your team wants to know if they have a job, if the company will survive the crisis and if there is a future. As the situation unfolds, leaders must speak from an inspirational and caring perspective. Check in frequently with your people. Your words and actions carry more weight because your team perceives themselves as entering a dangerous world.  Allow space for anxiety by letting people articulate it while not letting it take over. One way you can do this is to invite everyone to take 3-5 deep breaths before starting a meeting. This creates space and breaks the pattern of behavior. Another action you can take to reduce perceived risk is to acknowledge verbally or in written form that this is a time of challenge and provide clarity regarding your expectations and guidelines.

The second group, your customers, also need your reassurance. Many companies issue a crisis management message outlining what customers can expect and do during the crisis. Partnering with marketing will give you a message that can be shared by individual salespeople and throughout the rest of your organization. Ensure an active feedback loop for your customers and your people.

More about your customers

With situations like the COVID-19 pandemic, you cannot depend on face-to-face dynamics, so using the advanced sales conversation benefits you greatly. Since paying attention to your customer’s emotions is a significant part of the sales conversation, it is another way to reduce the sense of perceived risk and communicate how your organization values them as people.

In times of uncertainty and crisis, it is more important for your sales team to use their knowledge, insight, and judgment. Second (follow-up/opinion-based) level and third level (emotional/”why” of the sale) questioning becomes more important as it allows for each person to relate more naturally.

Agility is the name of the game

You can hunker down or be creative. Frankly, it is hard to think with the lizard brain running the show. Yet, you can position your company to be ready to continue forward rather than digging yourself out. What kinds of creative ways can you connect with prospects and customers? It is more than finding virtual or small group offerings. It is more about the quality of these offerings. Paying attention to the potential emotional ramifications communicates that your organization is not afraid, wants to engage, and values connecting in a meaningful way with prospects and customers.

Finally, there is you, Sales Leader

During crises, it is easy to keep moving from task to task and meeting to meeting. There is a lot to think about and do. Take care of yourself, deal with your emotions, and avoid bottling up your emotions. No one gets a medal for being the “tough guy, ” which will diminish your effectiveness. This is one of those times that letting go of the outcome will get the outcome.

Manage the perceived risk, or it will come back to bite you

People weigh risks differently in a shared crisis like a pandemic, an economic downturn, or a significant business disruption. Sales leaders must communicate regularly and with compassion to effectively shift the level of perceived risk. This is a time for the agility of thought and action so that you and your team can respond intentionally to the crisis.

When you think about sales effectiveness at your organization, does it seem like you are close but just missing those unique elements that give you that competitive edge? Looking for a way to understand how your buyer thinks, decides, and reveals information? At The Nova Consulting Group, we believe that professional selling is a craft. With the Advanced Sales Conversation©, you have those missing elements that move your salespeople from competency to mastery. With our deep understanding of what makes and sustains high-performance organizations, we provide integrated solutions that do not replace your sales methodology and yet advance a progressive selling mindset. Be bolder, more insightful, and get results. To learn more about how to master the craft of sales and encourage sustainable high performance, call  (617) 933-7249 or email info@novaconsultinggrp.com.

Photo: © Feelfree777 | Dreamstime.com