The Audible-Ready Sales Podcast
The Audible-Ready Sales Podcast

Episode 54 · 8 months ago

Helping Buyers Reach Their Own Conclusions w/ John Kaplan

ABOUT THIS EPISODE

In this episode, we’re sharing key insights on getting your buyer to come to their own conclusions. Remember, people rarely argue with their own conclusions. The more you can help buyers define business problems on their own, in a way that favors your solution’s value and differentiation, the more successful you will be. John Kaplan covers three types of questions you can use to help buyers articulate their business challenges.  

Check out this and other episodes of The Audible-Ready Podcast at Apple Podcasts, Spotify, or our website.

Here are some additional resources on influencing buying criteria:

- Enable Your Salespeople to Help Buyers Stand in the Moment of Pain

- http://bit.ly/3c22WHg

- How to Ask the Right Questions in Your Sales Conversation

- https://bit.ly/2NoJ7Sy

- Approaching Your Sales Conversations with Empathy [Podcast] 

-http://apple.co/387oYHE 

These problems exist with or without me,so all I have to do is to get the customer to tell me about thoseproblems to sit in the pain of those problems, to help them create urgencyfor solving those problems, and that's all done through the use of discovery, you're listening to the audible, ready,podcast, the show that helps you and your teams sell more faster willfeature sales leader sharing their best insights on how to create a salesengine that helps you fuel repeatable revenue growth presented by the team Fforce management, a leader in PTB sales effectin. This let's get started hello and welcome to the audible, ready,podcast, I'm Rachel Clapmiller in sales. We often speak about helping buyers getto their own conclusions. That's what we're talking about today, JohnKaplenjois me John. We talkd about this concept a lot yeph. I think this is agreat topic, I'm looking forward to it.

Yeah Th. It comes back to that idea ofpersuasion, but we don't like to use the term persuasion. No, I think you'renever trying to persuade a buyer. In fact, the old thing is the more you tryto persuade me the more I'm going to resist you. So what we're going to talkabout here today is that people rarely argue with their own conclusion and andit sales people the more. We can have conversation that help buyers reachtheir own conclusions, the more successful we're going to be yeah, andto do that, we need to have great conversations and make sure they'restructured in the right way. If we want to lead buyers to that conclusion, John,I don't know if we've ever, I mean I think, we've covered like discoverybest practices and I'm sure that you do all the best practices. But how do youprep for Discovery Call? What are you doing again y t by excuse me? Thepodcasters and podcast listeners probably heard me say this a milliontimes, but I just like to sit with the four escential questions gives me.Confidence and conviction gets me...

...focused. You know what problems do wesolve for our customers? How specifically do we solve those problems?How do we solve them differently or better than anybody else, and wherehave we done it before? So? What I do is I get myself in the mindset thatsays these problems exist with or without me, so they exist with orwithout me. So all I have to do is to get the customer to tell me about thoseproblems to sit in the pain of those problems, to help them create urgencyfor solving those problems, and that's all done through the use of discovery.I like to hear your framing on that, but thank you for sharing that. We havea lot of resources on discovery. I've linked hem in the show notes, there'sdefinitely an art and and science to it and at the basic level to get someoneto come to their own conclusion. There's a key pivot that you need tomake in the conversation, one of the simplest ways that we teach, that is tohave these three major questions or...

...question categories yeah I mean so,let's think about that. So the three things you need to know what'scurrently happening now you got to get me grounded in my current state. Whatshould be happening, or what do I want to happen, which is my future state andthen get a common ground which turns out to be your highly differentiatedcapabilities, which is going to help me cross the chasm of what the current andthe future state are. So there's really three things that I have to set upwhat's currently happening, what should be happening and what's required tocourse correct. So the first question what's happening now I like to ask:What's working? Well, I like to start with hey what do you like most aboutyour present situation, even though the present situation's a problem and thatthere's challenges it's so much easier when I ask them about what's currentlyworking because it just seems it's just my experiences, it's human nature notto not to miscategorize what my present situation is not to mislead you. Sowhat they're most likely going to do is...

...they're going to tell you what theydon't like about what's currently going on and if you're, not the incumbent,that's direct speak telling you what they don't like about the currentcompetitor situation, but if you ask hem what don't you like about r yourcompetitor, what you? What don't you like about your current and combat,there's an old add it's it says, be loyal to those not present, so youhaven't, earned the right your D, their dog may be ugly, but only they can talkabout their dog in that way. So you gotta dig deep on the current state andthen the natural flow after that, when they're telling you what's not workingwell, you know you ask well what would you like to see happening? What shouldbe happening? How would you like things to be- and this is your opportunity-totermine, the future state and if we sell value we're trying to help peopleget to places that they can't get to on their own and we're trying to linkourselves as the lynchpin of helping them cross that casm? So now you makethe pivot what's required to get you...

...there what's needed to make the changesthat they just articulated, and this is where you influence those requirecapabilities with your differentiators, but you've earned the right and you'resteering the conversation in this way. You'll hear them say what they need toget to the future state and they'll start to articulate it without reallyeven thinking about it. They'll start to agree because you've beenpositioning your differentiation in a way that's of value to them. The waythey speak about how they get to the current state will actually reflectyour capabilities. This is an elite skill yeah, that's what we're talking aboutwhen we say let the person come to the conclusion on their own and you do thatwith great discovery, and I mentioned all the resources we have and you dothat by practicing it, but why? The reason why discovery is so pivotul tothis process is because you need to GE.

Have them say it? They need to say that,so you have to ask them the questions, so they come to their own conclusionsand they're, saying it, and that's really also how you're going todifferentiate yourself from do nothing to do it internally and get yoursolution aligned to something that's bigger than just that technical buyer'sbudget, and I know that's a process that you're really passionate aboutJohn Yeah. I like how you articulated that you know the more you tellsomebody they have a problem, the more they're going to resist you. I wantthat to sink in for a second, the more you tell somebody that they have aproblem, the more they're going to resist you, but the more you ask them,questions that make them stand in their own moment of pain, the more theyare going to convincethemselves that they have that problem ind the more urgency they will have to solve it, and so I really reallywant you to think about that as you...

...prepare for discovery, your nextdiscovery quest to you excuse me your next discovery session. I want you toprepare, get some feedback from people. Am I doing more telling than asking?How am I going to get this customer to tell me they have that problem? I knowthey have that problem, but I got to get them to tell me they have thatproblem, because when they do that they own the urgency to fix it and they'remuch more open to hear how we might be able to help them do that. So again, Iknow I've said this a few times. This is an elite skill. You have to capitalize on these skills.We're talking about yeah the concept, also as you're talking John I'mthinking about. Is that dig, deep and part of that is to get people come to.Ow conclusion is to really find that pain and dig deep, but when they sayyou know, we've lost twenty percent revenue. The last threcorders that's agreat number and you can write that down, because that helps you paintthose negative consequences, but there...

...are implications to that number thatyou also need to find that will help. You expand elevate, your conversations,the whole thing like you just don't want to stop. When you find the pin,you got to dig deep in the pain and that technique that elite technique thatyou're talking about helps people come to their own conclusions becausethey're just talking about their pain, they need to figure out a solution.Yeah like what you're describing I had a real fun example of this last week.So I was encouraging this group that I was working with and I was encouragingthem to just hold. Like you know, customer says yeah, you know we'reexperiencing a twenty percent decrease in sales or what have you and ten, theceller that we were doing a little role play with the they jumped on thatwithout going deeper? They jumped on that and started to make someassumptions tsat. Well, we can help you with that, Mr Mxcub. What hears what wecan do and here's how we do do: Iba Bh, Lah, Blah Blah Blah Bahbah and thecustomer wasn't ready yet so they were still sensitive to being told whattheir problem was and then one of their...

...peers put up this Asona zoom call. Itwas so fun put up a picture of melt, Gipson and brave heart, and it's likeit's that scene, where he's just yelling hold hold hold, and I actuallyprinted out that picture, and I have it on my desk right now, because I thinkit's a great great reminder hold go deeper as soon as you think you'regoing to speak about something make sure that the customer is fullystanding in their moment of pain, not to the point where they say yeah. Ithink that's a problem or yeah. I can see how that is a challenge, but, likemy face is on fire. I need to change. Now is when you start to deliver therelief and the relief comes in your solution. So if you think about it, golook at that. You know Youtube video on brave hard and that all you got to dois just put brave hard hold and it's a wonderful reminder. That's an eliteskill hold, which means go deeper,...

...don't take the first inclination of acustomers, pain, implicate that pain further and further, and further to thepoint, the customers begging for relief, which comes in the name of yoursolution and your capabilities. It's an elite skill yeah goes back to thatempathy. Point Ou're talking about to John, when you're mentioned the exampleof the customer not being ready to talk about it. If you empathize with the person you'rehaving e conversation with you, know, they're probably embarrassed thatthey're losing money a recorder or that they have this painpoint, and maybethey own it right. So there have to be vulerable to share it with you likethis isn't working and I need to fix it. So, by approaching it with empathy,they're much more willing to reveal R to give you the information of diggingdeeper to let you dig deep to you, earn the right to Da for when you show thatempathy so good Rachel. This little nuance that you just put on it is sogood because, sometimes with what I...

...just said about the whold principle andgoing deeper and deeper and deeper people like Badger the witness and theymake the customer feel like crap about their problem. Please do notmisunderstand me about what I'm saying they don't feel like crap because ofyour questions. They feel like crap because of their problem, and it's afine line. You know nobody's telling you to Badg your anybody with a seriesof questions to you know, put somebody on the witness stand and to crush them.When you ask those discovery, questions with empathy, but you continually askthe deeper and deeper questions with empathy. Nobody will turn on you or ifsomebody does turn on you and get frustrated. This has happened to mebefore somebody's like okay, smart guy, you know they might not have set up onparaphrasing okay, smart guy, you know it's obvious. We got a problem. Whydon't you talk to us a little bit about you know what you can do and what Inormally do. Is I try to take that bad...

...air out of the room, and I'm saying I'msorry, I you know I was just so interested in the complexity and adepthof the problem. I didn't mean to make it worse for you, but thank you forsharing that. Do you mind if I spend a little time now, switching to how Ithink we might be able to help you so sometimes, even under my bestintentions, when the customer is talking about something very painfulwhere my questions are leading them to realize just how badly life sucks, Itry to always maintain that empathetic disposition and again I hate to be abroken record. This takes practice. Therefore, it's an elite skill and themost elite players and sellers on the planet. You go back and relisten tothis podcast over and over again the simple things that were highlightinghere. These are elite skills that elite sellers perform to very very highoutcomes and to help you with your...

...practice practicing. We have linked upseveral resources on the in the show notes about discovery, about diggingdeeper and just to recap, as as we think about braiming theseconversations in a way that gets byars to come to their own nclusion. Rememberthose three question categories: How are things working now? How would youlike them to be and what's required to get there? Thank you for joining me forthis conversation, John You're welcome, go crush it all right and thank you toall of you for listening to the audible, ready, podcast at force management.We're focused on transforming sales organizations into elite teams, areproven methodologies, deliver programs that build company alignment and fuelrepeatable revenue growth, give your teams the ability to execute the grossstrategy at the point of sale. Our strength is our experience. The proofis in our results. Let's get started visit us at force. Managementcom you'vebeen listening to the audible, ready...

...podcast to not miss an episodesubscribe to the show in your favorite podcast player. Until next time,.

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