“I’m Listening”. No Your Not!
Sales people are always under pressure to meet their targets. In high pressure situations, this creates certain behaviours that are not in the client’s best interests. We know we should listen carefully to what the client wants, before we attempt to suggest any solution for the buyer’s needs. We know that by asking well designed questions, we can possibly come up with an insight that triggers a “we hadn’t thought of that” reaction at best and at worst, at least know if we have a solution for them or not. Under pressure though, salespeople can go temporarily deaf.
Even assuming they are smart enough to ask questions in the first place, they may fall over when it comes to listening to the buyer’s answers. They are not actually plumbing the depths of what the client is trying to achieve. In fact, they are ignoring the hints and nuances in the sales conversation. What are they doing? They are fixated on their needs, their target achievement, their big bonus, their job security.
The client may have outlined what they had in mind, but that won’t scratch because the salesperson needs a bigger sale to make target. They need to expand what the client wants regardless of whether the client needs that solution or not. Upselling and cross selling are legitimate aspects of sales, but the purpose has to be very clear. It is not about making the salesperson more money.
The client may not have the full view of what is possible, because they will never know the seller’s lineup of solutions as well as the salesperson. They will also not have had deep conversations with their competitors. They won’t have been allowed behind the velvet curtain, to see what their competitors are doing and how they are doing it. They will not have had a broad exposure to what other firms and industries are doing in terms of best practice.
This is the value of the salesperson, because they are constantly doing all of these things. They are collectors of stories, problems, breakthroughs, successes and can connect many dots together. In this sense, they can see possibilities the client may not have know exist or may not have thought of. This is where the cross-sell and the up-sell add value, because the salesperson can expand the client’s world and help them to become more successful. That is a long way from ramping up the number value of the sale, to make target.
Nevertheless, this is what happens when the focus is on the wrong objective. If salespeople are trying to expand the complexity of the sale, to manufacture a larger sale, at some point the client is going to drop out. Unless they see overwhelming value in increasing the scope, they are well aware that this enlarged project is over budget.
Now budget is just a fiction and we all know that. It is an imaginary estimate of where expenses could be allocated and it occupies a cell in a spreadsheet line. Many times we have seen budgets miraculously appear from nowhere, when the perceived value is great. The “Rob Peter To Pay Paul” school of accounting.
The point about value comes back to listening skills. If the salesperson is focused on the client’s benefit, then they can rummage through their memory banks for best practices that could be applied to help the client achieve their aim. In the process, this may mean increasing the investment to get a bigger return.
If the salesperson is just focused on getting their monthly number, they are not really paying attention to the client’s needs at all. They just start padding the details of the project, so that the numbers are bumped up. Once the client feels they are being ramped up for the salesperson’s benefit, then the trust is gone and the deal won’t happen anyway.
Salespeople need to be really listening to the needs of the client and should forget about what they want. As Zig Ziglar said, “if you can help enough other people get what they want, then you will get what you want”. Zig was a great listener!
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About The Author
Dr. Greg Story: President, Dale Carnegie Training Japan
In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making and become a 30 year veteran of Japan.
A committed lifelong learner, through his published articles in the American, British and European Chamber journals, his videos and podcasts “THE Leadership Japan Series”, "THE Sales Japan series", THE Presentations Japan Series", he is a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. Dr. Story is a popular keynote speaker, executive coach and trainer.
Since 1971, he has been a disciple of traditional Shitoryu Karate and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.