b'PEOPLE-POWERED LEADERSHIPAre You Seen as a Vendor or an Expert?OCCASIONALLY,I get the itch to draw a line in theA Gauge Worth Definingsand. To say, This is what I believe. Call it a manifestoMost of us live somewhere in between. Some days or a whitepaper, but really, its about clarity. were more vendor, other days more expert, and thats In this case, clarity around how we sell in the globalfine. The real question is where you want to be on seed industry. The way people buy has changed, butthat gauge and how you want to be perceived in the for many in our sector, the way we sell has not. marketplace.I speak with business development people aroundTheres no right or wrong answer. What matters is the world, and most were raised on a steady diet ofaligning your sales framework and team development features and benefits selling. For good reason. Thatswith that choice. If you dont define where you want to BY SHAWN BROOKhow people used to buy. Being known as a greatsit, your team wont know either, and that gap is visible President of Seedvendor was once a badge of honor. across our industry.World Group I have a lot of respect for people and companiesWhen we onboard salespeople by teaching them that have worked hard to become great vendors. Thereproducts, services, and systems, then hand them a are many excellent vendors in the seed business. Thephone and a customer list and say, Go sell, were not best build relationships, understand how their solutionstraining experts. Were training vendors.fit customer needs, and work hard to put together strong deals. Building a System Around ItThese professionals take pride in selling. They areThis isnt philosophy; its structure.also rare and expensive, as they should be. GreatIf you can systemize how your team sells, creating a vendors operate in a clearly defined lane: features andframework that makes them happier, more successful, benefits. Heres what we offer, and heres how it helpsand more adaptable, you build a sustainable sales cul-you. ture. With a system, you can adjust. Without one, every Its simple and effective, to a point. The challenge ischange is a guess.that being a great vendor still puts you at the center of the story. The conversation revolves around what youVendor or Expert: Choose Your Lanebring to the table. Features-and-benefits selling isnt wrong. It works. If you want predictability, be a great vendor. If you want The Expert Advantage transformative potential, commit to becoming an On the other end of the spectrum is being perceivedexpert. Companies that make that choice, and support as an expert. An expert understands not just whatit with structure, training, and culture, will lead the way.the customer needs, but why they need it. They helpSo, where do you want to be on the Vendor or customers reach their finish line, even if that meansExpert gauge? SWredefining the path, and understand why that destina-tion matters.It sounds aspirational, but with the right frame-work, it becomes achievable. And just as important, it becomes more enjoyable.Being an expert requires curiosity, creativity, and generosity. You cant fake it. You must genuinely want to help customers succeed. When you do, conversa-tions shift from persuasion to partnership. You stop convincing and start collaborating.32/ SEEDWORLD.COMJANUARY 2026'