What do you do with “What do you do?”
It’s the biggest opportunity you get in the world of business.
You meet someone for the first time, whether at a business function or a barbecue or a sporting event — whatever. A conversation is sparked, and you make the typical small talk. Inevitably, one question always comes out.
“So what do you do?”
It’s usually a pretty easy answer on a personal level. We all have our job titles and know how we spend our days. But when it comes to talk about the organizations we work for, sometimes the answer is not so easy.
Example: About 15 years ago, I was working with a construction company that wanted to reposition their brand in the marketplace. We were brought on to do a total revamp of their identity, including their corporate messaging.
One of the first steps I will take in such a scenario is to convene a group of employees from throughout the organization — from entry-level to C-Suite — to talk about what they believe the company does and how they describe it. In this particular case, I believe we started with a HR administrator. “So what do you do?” I asked.
“Well, we do a lot of tenant improvement construction…”
Half the room threw their hands up and laughed. I asked a construction team member why he was one of them.
“Well yeah, we do some tenant improvements, but we do a bunch of other things as well.” I stopped him and went onto the next person in turn. She gave an entirely different answer. As did the next person. And the next.
Everyone in the room worked for the same company. And when asked what that company does, everyone in the room gave a different answer.
When employees aren't consistent in how they describe what their company does, that's more than a messaging problem. It's an organizational alignment problem.
Every one of those employees, whether they know it or not, is part of the sales team. And the first chance they get to make that sale is when someone asks, "What do you do?"
Last week I wrote about the question “Why are we doing this?” and how valuable a lens it can be in looking at both business and personal decisions. “What do you do?” is its cousin. If you and your team are not answering that question clearly and consistently, then you know it’s time to examine your messaging and strategy.
The answer to “What do you do?” is different for everyone, but the good answers are rooted in the same principles.
• Brevity: The answer should be short and concise, and should roll off your tongue.
• Clarity: Everyone should be able to understand it whether they are in your industry or not.
• Competitive Advantage: Part of the response should be why someone should choose your company over a competitor.
• Confidence: Going back to the cousin question “Why are we doing this?”, the answer should project some enthusiasm as to why your company’s work is important, and why you personally are involved.
As with “Why are we doing this?”, there’s a personal side to “What do you do?” as well, especially when you are in the higher levels of an organization. Your personal unique selling proposition may be part of the appeal of your company. If you’re not answering “What do you do?” with confidence on a personal level, it’s time to ask why.
Not everyone is a salesperson. But if you can answer this one simple question, you may be a better salesperson than you think.