Think of someone you wouldn’t feel embarrassed to wave to if you crossed paths at the airport.
Now imagine someone you’d pretend not to see by awkwardly shifting your gaze and hoping they do the same.
According to British anthropologist Robin Dunbar, this simple hypothetical can be used to distinguish meaningful contacts from acquaintances. Dunbar’s research suggests that humans are capable of maintaining an average of 150 “meaningful relationships” at any given time. These are not necessarily friends, but people with whom you have a mutually understood relationship. To extroverts, a cap of 150 may feel like an affront. To introverts, an absolute nightmare.
In any case, it’s reasonable to assume there is a finite limit to the human mind’s capacity to store information about others. Even in a world of digital solutions and extensive online networks, the line between friend and acquaintance still exists. Thinking intentionally about your relationships will serve you well as you navigate adding business to the mix.
A common image associated with sales is that of the door-to-door salesperson – a big personality who talks to hundreds of prospects in order to close a few deals. In corporate sales, however, we argue that effective salespeople may only need their Dunbar number - 150 meaningful contacts - in order to get the ball rolling.
The proverbial “Rolodex hire” has been around as long as its namesake. The term refers to a new salesperson who comes boasting the thousands of contacts they’ve amassed over their career. But an extensive prior network is hardly an indication of the volume of future sales past the short-term. It is far more important to build the right skills and follow the right processes with quality contacts.
150 meaningful people vs. 1,500 acquaintances. Even the best salespeople will have better luck with the 150. Now, curating this list requires thought and organization, taking into account the priority, decision making power, and quality of each relationship. However, it will be worth the effort later on in the sales cycle.
In fact, it’s counterintuitive (and lazy) to attempt to sell to everyone in your phonebook. That’s because not everyone you know is a qualified buyer. But chances are, if they fall in your circle of 150, they’d be more willing to refer you to stronger prospects in their respective circles. Slowly but surely, the Rolodex becomes grounded in real, fruitful relationships.
The next step is cultivating these relationships to grow sales - and perhaps more importantly, knowing how to move on if they don’t. Friendly conversation and golf outings are pleasant, but they don’t close deals on their own. It takes a more process-oriented approach to consistently succeed in seeing sales through. That’s where another magic number comes in: three!
While sales is driven by relationships, performance is assessed in numbers: conversion rates, annual recurring revenue (ARR), quotas, etc. Even so, actively chasing these numbers can be daunting and potentially detrimental to newly developed business relationships.
A simpler way to guide the daily actions of sales reps is to measure them in “touches”. Three touches a day - 15 per week - is both realistic and effective. A “touch” is defined as a step forward with either a new or old contact. It is not a casual, directionless check-in, but rather a checkpoint or touchbase that advances the relationship and sales agenda in some way.
Some weeks it may be difficult to reach 15 touches, but the drive to remain vocal and visible must continue to underlie every customer interaction. It doesn’t matter if the deal is as good as closed. Showing up and showing out will never hurt – along with scheduling commitments in person, if possible.
When juggling multiple individuals in different stages of the pipeline, it is critical that these touches take place on a cadence. A sales cadence runs deeper than planning a biannual lunch; the priority and closeness of each contact must be evaluated consistently. For example, a highly scored prospect has indicated they will be away from work for a week. The week they return, intentional efforts must be made to reestablish communication and ensure top of mind.
It can take time to develop a seamless cadence, but it should never come at the expense of being present and mindful. No one wants to feel like they’re an item being crossed off a to-do list. Context is key to building a smart cadence, so learn to read into it. The little things are not so little, especially in competitive sales-led industries.
There are two elements to the follow-up: when and how. A general rule of thumb is to thank someone for their time and document the next steps within 24 hours of meeting (if you're on top of it, within one!). This should be done through whatever medium they originally communicated with you.
Then, depending on the closeness of the contact - whether it was a cold meeting or a warm introduction - it may be a good idea to refresh on who you are and what was discussed. This is also where tone comes into play. Try to avoid extremes, such as casual nonchalance or, on the other end, hard selling. The ultimate goal is to develop a strong, sustainable relationship, where both parties can assess the idea of the sale together. Building trust and rapport with a prospect when offering your solution is essential to consultative selling.
Even though sales don’t close after one email, a follow-up should always include the next steps forward. This allows you to build on the momentum generated by a meeting, which might otherwise be forgotten in the hustle of everyday life. And get creative with follow-up methods and ideas! A memorable experience (along with a valuable product) might just entice prospects to take the next step themselves.
Remember, mastering the follow-up will allow you to forge deeper relationships with a wider range of people. It’s not annoying when done right!
Relationships can be complex. But they are also incredibly rewarding, both personally and professionally. Know the nature and extent of your relationships, play to your strengths, and adhere to the processes in place for you. The sales will follow.
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