Malcolm Sleath from coaching consultancy 12boxes asks what it takes to get the minders and grinders to contribute more to the process of winning new business.

Question: When pitching for work we have always operated on the principle of business case first; technical elegance second. But increasingly our clients are getting more technically savvy – or think they are. What is the best way for us to improve the way we involve our technical specialists in the business development process?

Answer: In replying to this question I know that I leave myself open to being accused of setting up a false distinction between those who develop business (rainmakers and finders) and those who execute assignments (the minders and grinders). So, at the outset, let me say that I have known some superb business developers, whose technical qualifications and abilities are second to none. They simply enjoy the challenge of winning business in addition to delivering technical excellence.

What makes these people so memorable is that they are the exception rather than the rule. This is a pity, because the technical aspects of solutions often need to be sold as professionally as the commercial aspects. For example, while negotiating an assignment it is common practice to explore the interests that lie behind an apparently inflexible client position. But in technical areas, purchasing criteria can be even more rigid (usually based on the specifier’s last bad experience). If innovative solutions are to win through, such obstacles must be addressed just as skilfully as any commercial issue.

The contribution of the technical specialist does not end with securing the client’s order. After the assignment is won, he or she is an important source of intelligence about the next opportunity. As they drill down into the detail they are more likely than anyone else to uncover valuable information about new issues. They will identify needs that are not immediately apparent and so are unlikely to be raised by the client in the short term.

But despite the potential for technical specialists to contribute to business development, for as long as I can remember I have been aware that people – even those who have been grappling with the issue for many years – are confused about how you get technical specialists to play a more active role.

Sometimes the discussion follows along the lines of ‘nature versus nurture’. The ‘nature view’ says that salespeople are born not made; some people are likely to be natural business developers while others are never going to have a clue. The ‘nurture view’ is that you can coach or train almost anyone with passable social skills and intelligence to make a contribution to the business development effort.

As a coach and trainer, it is almost inevitable that I would say I’m inclined to the ‘nurture view’. I don’t claim that you can turn any technical specialist into a star salesperson, but I believe it is possible to make a significant difference to performance through carefully targeted coaching and development. It comes down to understanding the individual’s values and priorities.

Technical specialists tend to focus on problem solving. This is subtly different to the priorities of a ‘rain maker’, who looks for opportunities to generate profit from delivering value to a client. For them, solving the client’s problem is simply a means an end. If there is no potential for making a profit, the business developer ceases to be interested in solving the problem.

For the technical specialist, solving the problem is the interesting part. On the other hand, selling the project can seem like a necessary evil best carried out by those with fewer scruples.

Having worked clo