How Do You Reach And Connect With A Disconnected Buying Committee?

How Do You Reach And Connect With A Disconnected Buying Committee?

There is a reason school kids have been working in groups – that is how they are going to work in business! The more people in the decision making group the harder it is to make a decision. So it’s even tougher when you’ve lost touch with your buying committee. And that is easier and easier to happen now with the size of buying committees and people working from home, rather than in the office.

So what can you do when you have lost touch with your buying committee. Here are some things to try once that happens, but keep reading to see what you can do to try and avoid the problem.

Options once your buying committee has disconnected:

1. Try connecting from multiple methods – email, phone, snail mail, etc.

2. Connect with as many committee members as possible in a variety of ways.

3. Do some research to see if you can find out what is going on with the company or buying committee members.

4. Ask your closest committee member directly what is holding the decision up.

5. Try and align the team to the reason they were buying in the first place.

  • If it is financial, calculate how much they are losing on a daily basis by not signing.
  • If it is to be compliant with new regulations calculate the potential liability of not be compliant by the amount of time they are delaying.
  • If you are saving time or driving other efficiencies, calculate the loss by not signing by day.

To reduce the risk of the buying committee disconnecting make sure you:

1. Understand the buying committee members and their roles in this decision making cycle.

2. Understand what the common challenge or problem is for the group.

3. Understand what the individual challenges or problems are for the committee members.

4. Make sure your solution addresses the overall challenge and the benefit the organization will reap.

5. Make sure your solution addresses the challenge for each buy committee member and their team and what they will gain from choosing your solution.

It always stings when you get disconnected from a buying committee. They engaged you earlier, don’t give up easily. Keep reaching out respectively, but creatively.

What’s a Method You Can Use to Coach Your Team?

What’s a Method You Can Use to Coach Your Team?

You may be a new manager, someone people come to for advice, or a seasoned manager looking for some new tips to help employees. Coaching is a great skill to have on your toolbelt, but how do you do it and which model should you use?

There are many coaching methods out there – GROW, TGROW, OSKAR, CLEAR to name a few. I am partial to GROW, created in the late 80s by Graham Alexander, Alan Fine, and Sir John Whitmore and influenced by Timothy Gallwey. It is probably the model most recognized; it’s simple to understand, easy to use and it works!

Coaching is a skill and with most skills there is a method to the madness. It will take some practice, but with GROW you can literally do a quick reading or watch a video and start coaching. You can use GROW to coach others as well as yourself – just follow the model. And if you really want to do a deep dive, get Coaching for Performance.

So what is the GROW coaching model?

There are 4 parts to the model: goals, reality, options, and choosing what to do.


The G stands for Goal and is all about the coachee setting a goal. The coachee owns the goal, not the coach. What does the coachee want to achieve? The coach helps the coachee to make sure they have a SMART (specific, measurable, achievable, realistic and timebound) goal.


The R stands for Reality or Current Reality – what is happening now? Peel the onion back and really understand what is going on. This is truly the heart of the matter and typically takes the most amount of time in the coaching session. Often, the coachee realizes what has gotten in their way and how to get on track.


The O stands for Options. What can the coachee DO to achieve their goal? What options do they have? It is important to take off any blinders in this part of coaching – the sky’s the limit. It is a real brainstorming session. Let the coachee think and talk. Make a list of all of the options. As a the coach, don’t offer any ideas until the coachee has had some time to think and come up with a list of options. Only when the coachee has finished brainstorming AND agreed to hearing other suggestions should you provide your suggestions. On the rare occasion a coachee may not have any idea what to do, but that is rare.

What Will You Do?

The W stands for What Will You Do? Based on the options provided, what is the most powerful step the coachee can take to move towards the goal? Sometimes a coachee will want to action a few options which is great, but help the coachee prioritize the options. Once the options have been prioritized, ask the coachee when they will take action on the chosen option. The time has to be specific. Then ask how committed the coachee is to taking the action on a scale of 1-10, 10 being it is going to be done! Do not let the coachee walk away with any actions under a 10. If they can’t commit to a 10, see how the action can be changed so that the coachee can commit to taking action with a commitment of 10.

I have found coaching to be an incredibly rewarding activity for both the coach and coachee. Create a cheatsheet and don’t hesitate to use it.

Why Alignment is Key to Change and Adoption

Why Alignment is Key to Change and Adoption

You may be asking yourself why you should stop and align with your team before you get going on quarterly projects. This is a great question! Your people are the heart and soul of your organization and projects. When starting any new project or initiating any change, your team will have questions like:

  • Why the organization is undertaking a Revenue Growth Plan and how does it relate to them?
  • What is the objective of the project?
  • What is my role?
  • What is going to change for me and my other teammates?
  • What do I need to do?
  • How much time will it take?

If your team doesn’t have answers to these questions, the projects in the quarterly sprints won’t be as effective, smooth or timely. Additionally, without understanding their role within the process, your team may not fully adopt the change being made

We want to make sure whatever changes are made fit into your organization. To meet the overall objective of growing revenue and aligning sales and marketing, we need to understand how changes will affect people, process, tools and messaging so we can grow.