Activity Over Methodology

• Sales require activity and flexibility, not a methodology.

• Recognize when to stop pursuing a prospect.

• Focus on solving specific problems rather than showcasing features.

• Target those who experience the most pain, not just those with high-ranking titles.

• Assemble a diverse team for engagements.

• Highlight the risks of inaction to overcome resistance to change.

• Test that your advocates can drive change and influence decisions.

• Stay updated on changes within the client's organization.

• Tailor your discovery process to fit the context.

• Treat each interaction as an opportunity to secure a commitment.

• Assign numerical values to intangible problems.

• Prioritize listening to uncover valuable information.

There's a misconception that the only real winner is the one who gets to ring the bell and close the deal.

Sales aren't just a component of a startup. They're the force that transforms a fledgling idea into a thriving venture. Revenues and growth don't just happen. They're an engine that's constantly in motion. Many so-called experts peddle the one-size-fits-all, ultimate sales methodology, promising you the moon if you follow their foolproof program. 

But the truth is that sales are an ever-changing landscape that demands adaptability, not a rigid playbook. The notion that cold calling, emails, or generic sequences hold the secret to sales success is naive. Anyone advocating for a one-track approach is likely selling snake oil or lacking competence in strategy.

The real key to sales success is activity—persistent, relentless, and diversified activity. It's not about sticking to a channel or a prescribed script; it's about a multi-faceted approach of constant activity that allows you to adapt and pivot as circumstances (or the prospect) dictate. The only constant in sales is change, and the ability to navigate that change through various tactics separates the successful from the struggling.

First to Win or First to Leave

There's a misconception that the only real winner is the one who gets to ring the bell and close the deal. But there's another hero—the one who knows when to bow out gracefully. Recognizing a dead-end and strategically deciding to redirect your efforts isn't a defeat; it's a victory. Doing so conserves precious resources of time and focus, which is channeled into prospects with higher conversion rates.

Imagine you've identified a whale of a prospect as a prime candidate for your cybersecurity solution. You've done some preliminary research and are confident they could benefit from what you offer. So, you start by sending a five-email sequence. No response. You then make a series of follow-up calls and the “we have a lot in common” LinkedIn strategy to engage them. Still, silence prevails.

It's important to discern when to pursue and when to pivot.

Initially, you might think, "Maybe they're just busy, or maybe my message isn't getting through." You use an aggressive follow-up strategy. But then, after a dozen attempts, you pause and reassess. The silence is not a challenge to overcome but a signal to heed. After a chat with a contact who has worked with them, you might discover they recently signed a long-term contract with a competitor. You could continue to push at this point, burning time and energy for an unlikely deal. Or you could acknowledge that you're facing a dead-end, create a plan to start building rapport and network in the account, and reallocate resources to a promising prospect.

The scenario illustrates the importance of discerning when to pursue and when to pivot. Recognizing and acting on a no-go situation saves you from weeks or months of futile efforts to open a deal cycle. And guess what? That's a win, just like closing a deal is a win. One win is celebrated with a bell ring (and commission), while the other is a quiet internal nod to your strategic understanding (and future commission). Both are victories and contribute to your overall success.

Follow the Pain, Not Just the Gain

It's easy to get caught up in the sizzle of unique features or groundbreaking benefits you offer. While those are important, they're not the driving force behind a purchase decision. The customer's pain dictates where the money goes. Addressing these pains captures attention and interest far more than highlighting your bells and whistles.

Imagine you're selling a state-of-the-art project management tool designed for remote teams. It has a host of features, from automated workflows to real-time collaboration. Your pitch focuses on these exciting features, emphasizing how they make team projects efficient and streamlined. You present this pitch to a prospect who has a sizable remote team. While interested, they are only partially convinced. You then decide to shift gears and dig into their current challenges. You discover that their main pain point isn't a lack of collaboration in their existing solution. Their remote teams need assistance with missed deadlines, leading to delayed releases.

With this insight, you refocus your pitch to address this pain. You explain how your project management tool has a deadline-tracking feature that alerts teams of impending due dates, flags projects at risk of falling behind, and integrates with calendars to automate focus time. It is the key to ensuring deadlines and releases go off without a hitch. Suddenly, the atmosphere changes. The client is engaged. They start seeing your product as a tool with nice-to-have features and as a solution to a problem costing them time and money.

The customer's pain dictates where the money goes.

The WHO Factor

Let's bring the importance of the 'WHO' to life with an example. Imagine you've developed an advanced inventory management software that cuts overhead costs. You identify a large retail chain as your ideal target and reach out to their CFO, assuming that a C-level executive must be the decision-maker for something as important as cost-saving technology.

You follow up with the CFO multiple times, using different channels, even a professionally crafted video pitch. Each attempt is met with silence. No engagement, no response. The temptation is to think your pitch isn't compelling enough or your solution isn't as groundbreaking as you thought. But the real issue? You've got the WHO all wrong.

After some additional research and internal networking, you realize that the person accountable for inventory management decisions differs from the CFO. It's the Supply Chain Director—a less senior role, but the one who feels the pain your solution solves.

So, you pivot. You tailor your pitch to focus on the day-to-day challenges and how your software provides tangible solutions. You reach out, and within a week, you get a response.

What changed? It wasn't your product. It was your target. You initially assumed that a C-level executive would be the decision-maker simply based on their title. But in reality, the individual with the problem you solved was someone else entirely. Remember, you need to solve an issue that is causing pain, and the person experiencing the bulk of that pain will champion a solution. Signing authority rarely directly correlates with decision-maker. 

In my experience, I've consistently observed the common mistake of assuming that a higher-ranking title automatically equates to a higher likelihood of closing a deal. While it's tempting to think that C-level executives hold the keys to every kingdom, that's untrue. Sure, there are scenarios where targeting senior roles pays off, but these are the exception, not the rule. More often, the individuals who truly champion your solution hold less lofty titles but wield considerable influence in their domains. The bottom line is to avoid the allure of a title. Focus on finding the person who needs your solution and has the influence to make it happen.

The Ensemble of Success

Putting together the right team for a deal is an overlooked aspect of many sales strategies. Much like you would carefully select the cast for a movie to tell the most compelling story, so must you be judicious in crafting your buying and selling committees.  It's not just about stacking the team with high-ranking titles or specialists. A successful deal requires a blend of individuals with different but complementary skills and personalities. You need people with influence, specific expertise, and the ability to make or influence decisions.

Imagine you're selling an advanced data analytics platform to a medium-sized e-commerce company. On your side, you may include just your top salespeople and a technical expert. However, given the product's complexity, including someone from customer success adds real value by explaining how ongoing support works, easing client concerns.

You may initially find yourself talking to the IT manager on the buyer's side, as they're the gatekeepers for technology purchases. However, limiting your engagement to this role is a mistake. Including members of the marketing team who understand the value of data-driven decision-making could tip the scale in your favor. Similarly, a nod from a data analyst who will use the tool daily will carry greater weight than you expect.

So, you carefully strategize to engage all these roles. Your team works on the initial pitch, the technical expert answers the IT manager's queries in-depth, and your customer success representative outlines the post-sales support to alleviate long-term concerns. Simultaneously, you engage with the Marketing Director to discuss how your product drives ROI and invite the Data Analyst to a hands-on demo to see the user experience firsthand.

You create a multi-faceted dialogue that addresses various concerns and needs by deliberately assembling your team and engaging the right people on the buyer's side. Doing so increases the chances of your product being viewed as a comprehensive solution to the company's multiple challenges. The approach, borne out of a carefully selected ensemble, is a linchpin in closing successful deals.

Peeling Back the Layers of Need

When engaging with clients, it's a common experience to encounter surface-level needs that, at first glance, seem like the heart of the issue. However, these are just the tip of the iceberg. Your role in sales is more than addressing these apparent needs. It involves uncovering underlying issues and performing a root cause analysis. The process of probing to reveal the "need behind the need" is transformative for the client's understanding of their challenges and your ability to provide an impactful solution.

Consider you're a sales representative for a company that offers an employee engagement platform. A client, the HR manager of a mid-sized company, approaches you with the initial concern of improving employee satisfaction scores. Your platform's integrated recognition and rewards feature is their solution. While it's tempting to latch onto this immediate need and push for a close, you decide to probe further.

During your discussions, you ask questions that lead the HR manager to think beyond employee satisfaction scores. You explore the relationship between employee engagement and other metrics like productivity or turnover. Through this line of questioning, the HR manager realizes that the real issue is low satisfaction scores and a high turnover rate, costing the company in recruitment and training expenses.

Instead of merely offering a feature to improve employee satisfaction, you position your platform as a comprehensive solution to increase engagement, thereby reducing turnover and saving costs. Your proposal now addresses an issue, not just a metric. Peeling back the layers and understanding the core issue positions your product and forms a consultative relationship with your client. The understanding lays the foundation for a long-term partnership.

The Case for Change

Building a compelling case goes beyond just flaunting the numbers about potential returns on investment. While ROI is undeniably important, recognize that people naturally resist change. Approaching a prospective client with an emphasis solely on what needs to change raises defenses and even provokes resistance.

For instance, you're selling a software solution that automates customer service through AI-driven chatbots. You focus on how much time and money the company can save by automating responses to frequent customer queries. However, the client may be wary of such a drastic change, concerned about losing the human touch and customer frustrations, the loss of employee engagement and satisfaction that will ripple through all departments, and the costs and disruptions of implementing new technology.

In this case, an effective approach would be to paint a picture of your solution's future state. Customer service is available 24/7, providing instant, accurate responses to customer queries. You help them envision a future where customer satisfaction scores are through the roof, and their customer service agents tackle complex, value-added tasks that a chatbot can't handle.

Once this future state has been laid out and has caught their imagination, you strike with the cost of inaction. Staying with the status quo means missing out on these benefits and continuing to incur costs in terms of longer customer wait times, lower satisfaction scores, and higher employee turnover due to repetitive tasks.

Selling on the vision and then underlining what they stand to lose by doing nothing makes a case that is both aspirational and cautious. A dual approach overcomes a natural resistance to change and makes your offering an option to consider and a path they feel compelled to take.

Test Your Champions

Having a champion is a game-changer for closing a deal. A champion is someone who not only believes in the value of your product but is also willing and able to advocate for it. However, verifying that your so-called champion has the influence to drive organizational change is important. The last thing you want is to invest time and resources in cultivating a relationship only to find out your champion doesn't have the influence or credibility you thought they did.

One way to test your champions is to give them small tasks or "homework." These tasks should measure their ability to advance your agenda within their organization without requiring a huge commitment.

If you're selling a new type of project management software, ask your champion to schedule a brief meeting with their team to discuss their current project management challenges. You could provide them with key talking points or a short presentation. The goal is not just to see if they'll do it but also to gauge the reactions they get. Do people listen when they speak? Are their concerns taken seriously? Do they influence decision-makers in a room?

If your champion completes the task and provides feedback that indicates they have internal sway, you're on the right track. If they fail to complete the task, or if it becomes clear that their influence is limited, it may be time to reevaluate and look for a new champion.

You're doing more than just vetting them. You're also giving them the tools and opportunities they need to prove their ability to advocate for your solution. It identifies the allies within a prospective client's organization and empowers those allies to help you close the deal.

The Power of Phrasing

The questions you ask in a sales conversation set the tone and direction of the entire interaction. The right phrasing differs between a surface-level discussion and a dive into the real issues. For instance, asking, "What are the ripple effects of this challenge on your business?" invites the prospect to think broadly about the impact of a problem, uncovering issues they hadn't even considered. It is far more insightful than a straightforward question like, "How does this impact you?" which might only elicit a limited or superficial response.

Let's consider you're selling a cybersecurity solution; instead of asking, "Are you concerned about data breaches?" which could yield a simple yes or no answer, you could ask, "What are the consequences for your customers if a data breach were to occur tomorrow?" The question emphasizes the urgency and prompts the client to think about the dire consequences, thereby highlighting the value of your offering in preventing such a scenario.

The power of phrasing also extends to asking what are referred to as "No" questions—questions designed to elicit a "No" response. While it may seem counterintuitive to aim for a 'No,' doing so provides psychological relief to the prospect, freeing them from feeling cornered or pressured into saying 'Yes.' For example, instead of asking, "Would you like to improve your operational efficiency?" which puts the onus on them to agree, you could ask, "Would you be opposed to cutting operational costs by 20%?" A 'No' to this question affirms their interest in your solution, leading to an open and productive conversation.

The questions you ask are potent tools in your sales arsenal. They guide the conversation, unearth hidden needs, and even maneuver the prospect into a psychological position conducive to a positive outcome. Learning to harness the power of phrasing elevates your sales conversations, making them interactions and impactful dialogues that drive results.

The Dynamics of Modern Markets

Sales deals are like living, breathing entities that are constantly evolving. Many factors influence a deal's dynamics, from budget adjustments and leadership changes to shifting priorities. One way to keep your finger on the pulse and adapt your strategy accordingly is to start each interaction with your prospective client by asking, "What's changed since we last spoke?"

Let's consider you're in the final stages of a deal to provide cloud storage solutions to a medium-sized business. You've gone through multiple rounds of discussions, your proposal has been well-received, and you're heading towards a successful close. Then, just as you're about to start discussing contract terms, you begin your call with the client by asking, "What's changed since we last spoke?"

To your surprise, the client informs you that they've recently acquired a smaller company. Now, they're looking to shift their existing data to the cloud and considering how to integrate the new company's data. Had you not asked that simple question, you might have proceeded with your original proposal, missing an opportunity to expand the deal and address the updated needs. But because you did, you now adapt your offer to include solutions for data integration, thereby increasing the value you provide and making it more likely that you'll close the deal.

Staying updated on shifts and changes is not just advantageous but essential. A simple question like, "What's changed since we last spoke?" offers critical insights, enabling you to adjust your pitch, proposal, or product offering and remain aligned with your prospective client's evolving needs.

The In and Out of Discovery

Inbound and outbound sales activities may seem to belong to the same realm, but they operate under different rules. With inbound sales, the prospect has already shown some interest or intent; they've come to you. It grants you immediate permission to delve into discovery questions. Outbound sales, however, is a different beast. You're initiating contact and must earn the right to dig.

Imagine you're selling an energy-efficient lighting solution. If a company reaches out to you expressing interest in reducing energy costs— that's inbound. You quickly move to specific questions like, "What percentage of your operating costs goes to energy bills?" or "Have you implemented any energy-saving measures?"

Now, consider the outbound scenario where you're reaching out to clients. Opening with those specific questions is off-putting, as you haven't yet earned the right to that level of inquiry. In this case, a better approach would be to first frame the conversation around a general market pain point your product addresses, such as the rising energy costs. 

Once you've established that common ground, you ask about their unique challenges. For example, you might say, "We've helped businesses cut their energy costs by up to 30%. Now, I'd love to hear more about your specific challenges with energy costs."

Framing the conversation around a broad market pain point establishes relevance and earns the right to dig deeper into their specific issues. The tactic is particularly effective in outbound sales activities where you must build rapport and trust before engaging in further discovery.

So, whether you're working on inbound or outbound sales, understanding the nuances of each approach impacts your ability to connect with prospects and ultimately close deals. Tailoring your discovery process to fit the context makes all the difference in your sales efforts.

The Close is a Continuum

Closing a deal is mistaken as a singular, monumental event. However, a series of smaller commitments pave the way to the final agreement. Each interaction, be it a phone call, a meeting, or even an email exchange, is an opportunity to secure a smaller commitment that keeps the momentum going. One mistake that even seasoned salespeople make is assuming that if a prospect has agreed to one meeting, future meetings are a given. The assumption is dangerous. Treat each interaction as an independent opportunity to sell the value of the next step.

For example, you've just finished a successful product demo with a prospect showing considerable interest in your supply chain management software. While it may be tempting to end the meeting by accepting the customer’s generic, "We'll be in touch soon," that leaves too much to chance. 

Instead, use this moment to sell the next interaction. “I propose our next step be a walkthrough with your operations team to see how our software specifically addresses your current bottlenecks. How does that sound?" You're being explicit about the WHAT.

You then add, "We'd love to have your Head of Operations and any key team leads in the meeting to ensure we align closely with their daily challenges." You've clarified the WHO.

Finally, you wrap it up with the WHY. "This will allow us to dive into your team's unique challenges and show you how our solution provides relief." The value of the next interaction is clear, making it more likely that they'll commit to it.

Selling the next step consistently pushes the deal closer to a final close. It continually reinforces the value you bring to the table, keeping the prospect engaged and committed throughout the process.

Quantifying the Intangible

Assigning a numerical value to a problem is complicated, especially when dealing with issues that seem intangible or qualitative. However, quantifying these challenges is crucial for building a compelling value proposition.

One practical approach is to ask the client, "What metric would improve the most by solving this problem?" The question is a spotlight, illuminating the most important aspect of a challenge and providing a tangible axis around which to build your argument.

Let's say you're selling a platform to improve internal communications within an organization. The client acknowledges that communication is an issue but struggles to define it in measurable terms. Here, asking them to identify the most affected metric is revealing. They might respond, "Well, I suppose project completion times would improve."

Now, you've got something concrete to work with. You then present your solution in terms of its ability to expedite project completion times, offering data from other clients to show how much improvement is possible. It makes your value proposition far more compelling than if you were speaking in general terms about "better communication."

Moreover, this approach allows the client to see the value through a lens that's most relevant to them, which is much more likely to resonate and encourage a favorable decision. Guiding the conversation toward quantifiable metrics anchors the discussion in reality and makes it easier for the prospect to see the tangible benefits of your solution.

Shut Up and Listen

Listening, touted as a basic skill, is anything but basic. Despite its acknowledged importance, it remains the most underutilized tool in a salesperson's toolkit. While it's common to enter a sales meeting with a list of pre-planned questions and agenda, the truth is that most queries arise at the moment, inspired by something the client has just said. These spontaneous questions, born out of active listening, provide valuable insights and lead to the most meaningful conversations.

For example, you might be in a meeting to discuss your company's CRM software, and your prospective client offhandedly mentions that they've been losing customers but need to figure out why. Instead of plowing ahead with your scheduled slide deck about the features and benefits, you could seize this moment to ask, "Could you tell me more about when you first noticed the customer churn and what steps you've taken to address it?"

The question does a couple of things. First, it shows that you actively listened, enhancing your credibility and fostering trust. Second, it opens the door to a conversation about a pain point your product might solve, enabling you to tailor your pitch more precisely to the client's needs.

Listening to your clients and not just waiting for your turn to speak gains access to information that shifts the direction of the conversation in your favor. It's these unplanned, organic questions that lead to the most meaningful dialogues, providing you not only with valuable insights into your client's needs but also offering them a glimpse of the kind of attentive, responsive partnership they can expect from you.