Sell to Prospects who Will Buy, not Those who SHOULD Buy

Your solution is great. You know the narrative of the type of buyers who buy. You’re writing appropriate content and getting it out to the right demographic. But you’re still closing less than 5% from first contact and spending a ton of resource finding different ways to touch the same people as your competition touches – in hopes that you’ll have the right message that catches them at the right time or just grind them down.

Why aren’t more buyers buying? Do you know why your well-executed sales outreach programs – salesperson, social media, digital media, marketing – don’t elicit more closed sales?

DO YOU WANT TO SELL? OR HAVE SOMEONE BUY?

You’re not closing more because your messages target a restricted audience, those who have already

• understood their risk of change,
• tried all familiar resources and workarounds to fix their own problem and came up short,
• decided their only route to a problem resolution is to make a purchase,
• gotten appropriate buy-in and managed any disruption that a purchase would bring

and then you and your competitors work tirelessly to close a sale from that small pool of ready buyers.

Seeking those you believe are probable buyers (those who SHOULD buy) limits your spectrum of buyers to those who are prepared for any change a purchase will cause.

In other words, before people self-identify as buyers, they must first understand that the risk of change is less than the risk of the status quo. A buying decision is a risk management problem before it’s a solution choice issue.

Indeed, the last thing buyers want is to buy anything. Literally: the last thing. People don’t want to make a purchase, they merely want to resolve a problem with the least disruption/cost, and try everything they can to first fix the problem themselves.

By acting as if selling causes buying, we disregard the internal, private, idiosyncratic, systemic change management work buyers must do before they’ve got their ducks in a row and are ready to buy; until then, the risks of change are too high regardless of their need or the efficacy of your solution.

The sales model only handles the buying portion at the end (step 10 of 13. See steps below) of the complete Buying Decision Path. But this is merely a fraction of those who will eventually buy.

Here are the problems you face when targeting people who haven’t yet self-identified as buyers and don’t yet have all their ducks in a row:

• Once prospects have determined a need, you’re already in a competitive situation and have to find ways to be better/cheaper/more branded.
• You’re wasting over 90% of your time finding, following up, meeting with, and in several ways trying to connect with, those who appear to need your solution but turn out not to be buyers.
• You ignore the high percentage of those who would/will buy but aren’t yet ready to (but could easily be gotten ready).
• You overlook the possibility of connecting with and serving, real buyers early along their change management/decision path
• and reduces the number of possible entry points onto the Buying Decision Team/buying decision.

Sure, you’re making great information available for those who are ready to engage. But you could be entering earlier and facilitating those who are in the midst of taversing the full range of risk/change management steps along the Buying Decision Path and not accessible with the sales model.

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SELLING DOESN’T CAUSE BUYING

The problem has never been your terrific solution but in closing all the sales you deserve to close. It’s because sales are solution-placement driven, seeking optimal ways to get persuasive content to probable buyers in hopes of making a sale, but ignores the much higher pool of real prospects who aren’t far enough down their buyer’s journey to commit or engage.

The sales model is great for when buyers have completed their internal steps for change. But for those buyers who haven’t completed their buy-in and change/risk management issues, and haven’t yet determined if they CAN buy, sales don’t have the intent, skills, or focus. Sales wasn’t created to do that. It’s only meant to place solutions.

It’s possible for us to add a front end to sales and first facilitate people through their internal change work so they can self-identify as buyers. Then you’ll be a true relationship manager, quickly prepare the folks who WILL be buyers, and close quickly. Not to mention with a change facilitation hat on as you begin each interaction, you can recognize those who will become buyers on the first call and not waste time on those who will never buy.

The sales model we’ve been using is based on a model developed by Dale Carnegie, introduced in his book How to Win Friends and Influence People (1937). He promoted relationships, face-to-face visits, finding folks with a need, placing solutions, for which he recommended developing great pitches.

Think about it: while there are certainly a helluva lot more bells and whistles in 2020, the basic skeleton of need/relationship/ appointment/ pitch, remains the same. It shouldn’t be. Selling doesn’t cause buying. They are two different activities.

The buying environment has changed dramatically over the past 100 or so years, far more complex than merely choosing a vendor or solution; the sales model hasn’t. It’s time for new thinking. Let’s join buyers where they really have their real ‘pain’ and facilitate Buyer Readiness earlier in their buy-in/systemic change process.

BUYING MEANS CHANGE FIRST

If prospective buyers might need a new CRM system, for example, they cannot buy until their tech guys, users, time frames, vendor relationships, current software etc. are in agreement, recognize they can’t fix their problem themselves and have assembled everyone who will touch the final solution to integrate the ‘new’.

Sales seeks out folks with ‘need’ in order to place solutions. But need is not the primary factor in a purchasing decision: until the risk of the new is a understood and accepted those who SHOULD buy will maintain their status quo, regardless of their need or efficacy of your solution. And the time it takes them to manage all this is the length of the sales cycle.

Buyers don’t want to buy anything. They just want to resolve a problem with the least disruption and the most efficient use of a resource. And

• until they figure out that they cannot resolve their problem themselves,
• everyone has agreed to bring in something new,
• everyone understands and buys into the risk of change,
• and they know how to avoid any disruption that something new invariably brings with it,

they cannot buy. Indeed, they’re not even buyers until everyone agrees. [Hence the reason they don’t heed our content outreach].

All prospects/buyers must do this anyway, with you or without you. It might as well be with you. Why not use your industry knowledge to help them figure out how to traverse their steps efficiently? With a different hat on and a new skill set, you can facilitate them quickly through their process and be right there with them as they decide. You want to seek/find those exact ones who WILL buy. And you can find them on the first call. You’ll just need a different hat on.

STAGES IN THE BUYING DECISION PATH

To design messaging to find buyers earlier in their Buying Decision Path, recognize the steps buyers take to be ready and able to purchase:

1. Idea stage: Is there a problem?

• Does it need to be solved? When? How?
• What’s the fallout?
• Is the cost of a fix lower than the cost of the status quo?
• Who needs to be involved?

2. Brainstorming stage: Idea discussed with colleagues.

3. Initial discussion stage: Colleagues discuss the problem, posit who to include on Buying Decision Team, consider possible fixes and fallout. Action groups formed. Research begins. New team members invited.

4. Contemplation stage: Group discusses:

• Known workarounds and acceptable/fallout from each,
• People who would need to buy-in.

5. Organization stage: Group collects all internal issues that need consideration, including finding more folks to invite into process; research into the elements of the status quo; fallout to change. Begins to assess the entire scope of problem, resolution possibilities, cost of change/no change.

6. Change management stage: Group to determine:

• Types of research necessary (and who will do it),
• If appropriate people are involved (and who else to invite),
• A review of all elements of the problem and solution options,
• How much change management would be required,
• How much disruption is acceptable.

7. Coordination stage:

• Review needs, ideas, issues of new members invited,
• Incorporate change considerations,
• Delineate everyone’s thoughts re goals and change capacity,
• Appropriate research responsibilities.

8. Research stage: Specific research for each possible solution; seek answers to how fallout and change would need to be managed with each solution.

9. Consensus stage: Buying Decision Team meets to share research consider their givens: downsides per type of solution, possibilities, outcomes, problems, management considerations, changes in policy, job description changes, HR issues, etc. General decisions made. Buy-in and consensus necessary.

10. Action stage: Responsibilities apportioned to manage the specifics of Stage 9. Calls made to several vendors for interviews and data gathering.

11. Second brainstorming stage: Discussion on results of data gathering, calls with vendors and partners, and fallout/benefits of each. Favored vendors pitched by team members.

12. Choice stage: New solution agreed on. Change management issues delineated and put in place. Leadership initiatives prepared to avoid disruption.

13. Implementation stage: Vendor contacted. Purchase made. Everything put in place.

For those who want to explore these stages and all elements of how buyers buy, see my book Dirty Little Secrets: why buyers can’t buy and sellers can’t sell and what you can do about it.

A NEED ISN’T ENOUGH

Instead of only targeting probable buyers and ignoring the much larger pool of real buyers who are merely too early in their decision process to consider buying anything (but will, once they get to that point in their process), add a new focus: seek out folks who want to change, and facilitate them through to becoming buyers.

Note: your current messaging is the wrong tool for this part of their process because it’s not information, need, or buying driven. You need a new skill to facilitate change. To manage this Pre-Sales work, and as an adjunct to the sales model, I’ve developed Buying Facilitation® to

• work with sales to enter the Buying Decision Path between Steps 1-9 above (Pre-Sales),
• seek/find those who CAN buy (those who’ve recognized a problem in the area your solution serves, but aren’t set up to buy anything yet),
• find the large pool of real buyers who can be facilitated efficiently through to Buyer Readiness,
• collapse the time from problem recognition to discovery of need to purchase,
• enable sellers to be servant leaders and real consultants, and be part of the Buying Decision Team when buyers get to the point they’re ready to buy.

Buying Facilitation® is a generic change management, decision facilitation model that can help buyers traverse that part of their journey that sales doesn’t handle. Using unique skill sets not currently used in sales (Facilitative Questions, Listening for Systems, change sequencing) it was designed to optimize the change/decision process. By adding some new messaging and Buyer Persona targets, you can find those who aren’t touched by your sales messages but are in the process of becoming buyers.

By targeting those who seek change rather than those who might have a ‘need’, by understanding the Pre-Sales (change management) steps all buyers take, by changing your messaging to enable the collection of the full stakeholder group, enable buy in from the disparate voices, and needs, you can find and facilitate the Pre-Sales decision path of those who WILL buy and enable them to ready themselves for a purchase. Here are two examples of success after learning Buying Facilitation®:

Kaiser Permanente initially made 110 visits and got 18 closed sales, wasting too much time traveling to those who WOULDN’T buy. Adding Buying Facilitation® to their sales, they made 27 visits and got 25 closed sales. They still needed to sell – but only to those who were ready/able to buy. And saved a ton of time/money only traveling to those who were real buyers.

Working with Wachovia small business bankers, they went from 100 calls, 10 appointments, and 2 closed sales over 11 months, to 100 calls, 37 appointments, and 29 closed sales in 3 months.

Using Buying Facilitation® outcomes are quite different. It begins by entering as a true consultant, seeking folks who seek change in the area of the seller’s solution. The conventional ‘need’ and ‘solution placement’ mind set not only misses those who are en route to becoming buyers and don’t (yet) have interest in content, but has the potential of alienating folks not already seeking to buy. Not to mention it’s a huge time waster.

Using Buying Facilitation® as a preliminary skill set,

• Sellers can tell who will be a buyer on the first call and only visit people once they’ve completed their change process and have become buyers – a highly shortened process as the Facilitator makes the buying decision process much more efficient (half the time) and when a solution is finally discussed, it’s relevant to the buyer’s actual needs, timing, buy in, and stakeholder criteria;
• Appointments are made only when representatives of the entire Decision Team are onboard [And note: this can take just one or two calls.];
• By entering at the beginning of the Decision Path instead of trying to enlist the low hanging fruit who’ve already become buyers, it’s possible to close 8x more sales (as per 35 years of control group/pilot testing);
• A seller’s first job is to facilitate the Pre-Sales steps, then add the solution placement component when they’re ready.

It sounds impossible if compared with the sales process of prospecting, qualifying, and pitching and ultimately closing 5%. But the entire process is different. With the focus on first facilitating the complete Decision Path from beginning to end (focus on change, not on selling), Buying Facilitation® expands the possible target audience by a factor of 8, to include those in the buying decision process, not just those who have completed it (the low hanging fruit). It’s a true Relationship Management tool, and saves time as sellers only sell to those who WILL buy.

Once people know all – all – of the elements (most are hidden, personal and idiosyncratic) of their Pre-Sales decision/change steps and have realized they cannot resolve a problem without outside help, they are buyers and seek a solution. By this time, they’ve gone through their steps and are have recognized that bringing something new in will ‘cost’ less than maintaining the status quo. Design messaging to help them traverse their steps (Note: offering information about your solution until this occurs is irrelevant) to manage change and consensus – and THEN sell. We wait while they do this anyway and run after the ones who have completed this journey. Why not add a new criteria and skill set to what you’re already doing and expand your focus to find those who WILL buy.

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Sharon-Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. She is the author of several books, including her new book HOW? Generating new neural circuits for learning, behavior change and decision making, the NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell). Sharon-Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharon-drew.com She can be reached at sharondrew@sharondrewmorgen.com.

Sharon Drew Morgen March 4th, 2024

Posted In: Listening, Sales

The Real “Buyer’s Journey”: the reason selling doesn’t cause buying.

I moved to London in 1983 to start up a tech company after spending years as a successful sales person. For years I had qualified prospects, created decks and wrote great content, chased appointments and networked, presented, and followed up. As I became an entrepreneur, I thought I understood buyers well-enough to become one. But I was wrong.

SELLING VS BUYING

My new role taught me the differences between selling and buying: I hadn’t realized the complexity of the Pre-Sales activity necessary to become a buyer.

As a sales professional my ultimate job was to place solutions; as a buyer, my main focus was to create and maintain Excellence in a way that caused the least stress on my company and team, and matched our internal norms.

As a sales professional I struggled to say/offer the right thing, at the right time, to the right prospects, in order to convince, persuade, and build relationships to close; as an entrepreneur and potential buyer I had to continually manage any change we needed using the most efficient, integrous, and least disruptive route to success to maintain happy employees and clients, and continue to develop a great product.

As a sales professional, I sought to find and influence people who ‘needed’ my solution; as a buyer, I couldn’t fully define my needs, make adjustments, or resolve problems, until all voices (stakeholders) and impediments to change were factored in and until we were absolutely sure we couldn’t resolve our problems internally. We certainly couldn’t make any changes until we fully understood the risks that any change would generate.

Selling and buying, I quickly realized, are two different activities: different goals, different behaviors, different communication and thinking patterns, different types of responsibility. And before becoming a buyer myself, I hadn’t fully appreciated how severely the sales model limits who will buy by seeking only those with ‘need’ – the low hanging fruit, those who had completed their internal change management determinations and bought-in to any risks, any disruption, a new solution would bring to their environment.

The act of making a purchase, I realized, was a risk/change management problem before it was a solution choice issue. Any needs I had were secondary to maintaining consistency and team agreements. After all, we were doing ‘just fine’ without bringing in anything new.

As an entrepreneur with many factors to juggle, I realized that no one started off as a buyer but had to go through a change management process first. And because the sales model focuses on selling, it could only seek and close those folks who considered themselves buyers already, overlooking those who could become buyers with some risk/change facilitation. Let me explain.

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THE JOB OF A BUYER

As a buyer, the very last thing I needed was to buy. Literally. But when I did buy, it was based on my ability to manage change without disruption.

Indeed: the ‘cost’ of a fix had to be lower than the ‘cost’ of maintaining the status quo, regardless of my need or the efficacy of a solution. So (hypothetically) if I needed a CRM system but had to fire 8 people to buy one, I had to weigh the ‘cost.’ And the time it takes to make this calculation is the length of the sales cycle.

As a seller, I had never realized that my biased questions (to ‘uncover needs’ of course), or listening for where my solution could be pitched, were restricting my success. The sales model never considered what occurred before folks even self-identified as buyers.

By limiting my search to folks with ‘needs,’ I had overlooked an 8x larger audience of folks in the process of becoming buyers but not yet ready. Not to mention that my definition of ‘needs’ was often biased by my own needs to sell, and didn’t necessarily mean the person was a buyer.

As a buyer, I had more to worry about than solving a problem. I had to take into account

• the need for buy-in by all who involved in the ultimate solution,
• the risk a change would bring,
• the rules and brand of the company,
• the well-being of the employees and staff,
• how the problem got created to make sure it didn’t recur,
• the integrity of the product or service provided,
• the congruence and integrity of the status quo,
• the needs of the customers.

My challenge was to be better without losing what worked successfully, to ensure

– everyone involved agreed to a common solution,

– there was consensus and a route through to congruent change,

– we were all absolutely certain we couldn’t fix the problem with something familiar,

– the risk of change was less than the cost of maintaining the problem.

As the Managing Director/Founder, I had a well-oiled machine to consider – great staff, great clients, fantastic ROI – one that had a few problems, but did a lot successfully; I didn’t want to throw the baby out with the bathwater.

WHAT I NEEDED TO KNOW BEFORE BECOMING A BUYER

Here’s what I needed to know before I began looking ‘outside’ for answers:

– Who did I need to get agreement from? And how would their combined voices inform our needs or a resolution?

– What would the ‘cost’ be to us, the downside, of bringing in something external? Was the downside worth the upside and could we recover?

– How could we fix the problem ourselves? At what point would we realize we couldn’t and needed outside help?

– How could we be certain upfront that the people, policies, rules, and goals we had in place would fit comfortably with anything new we might do, any solution we might purchase? And was it possible to know the downside in advance?

– How could I determine the risk of change before I brought in a new solution?

I had to make decisions that didn’t cause too much disruption and garnered buy-in.

I began annotating the change process I was going through. Eventually I realized everyone goes through the same change management process I was going through before deciding to do anything different.

13 STEPS OF CHANGE

As someone trying to solve problems without causing disruption, my decision making process had very specific activities, from understanding the elements of a problem to ultimately ending up with a resolution. Turned out there were 13 steps for change, and people didn’t self-identify as buyers until step 10!

I used these steps to design a Change Facilitation model (Buying Facilitation®) as a new tool kit to lead potential buyers through their risk issues. Indeed, with a Buying Facilitator hat on, I could identify folks who were on route to becoming buyers on the first call.

As a seller I never realized that unless people tried to resolve their own problems and had buy-in for change, until they understood and bought into any risks involved with a new purchase, they’re not in the market to buy anything. In fact, with all my awards for being a top producer, I never realized selling didn’t cause buying!

I taught Buying Facilitation® to my sales staff so they could help people on route to becoming buyers to

• Assemble all the right people – decision makers and influencers of all types – to get consensus for any change at all. It was quite a challenge to figure out every one of the folks whose voices had to be heard.;
• Enable collaboration so all voices, all concerns, approved action by a consensus. This was a systems-change issue, not a solution-choice issue;
• Find out if there was a cheap, easy, risk-free way to fix problems with groups, policies, technology we had on hand or were familiar with;
• Discover the risks of change and how we’d handle them;
• Realize the point where there was no route to Excellence without bringing in a new/different solution;
• Manage the fallout of change when bringing something new in from outside, and determine how to congruently integrate a purchase into our status quo.

For those who want to understand the process, my book Dirty Little Secrets lays out the 13 step Buying Decision Path or go to my site www.sharon-drew.com where I not only explain it but have hundreds of articles on the subject.

A WALK THROUGH THE BUYER’S JOURNEY

Take a look at this summary of my journey from a person with a problem to a buyer.

Like all people, I didn’t know what I didn’t know: I didn’t know who needed to be involved (It wasn’t obvious due to the hidden influence from some of the folks peripherally involved.); I couldn’t know if we could fix the problem ourselves; I didn’t know how disruptive a purchase would be and certainly couldn’t even consider bringing anything new in until there were no other options; I didn’t know what the ‘cost’ would be to bring in something from outside, and if the ‘cost’ was lower or higher than keeping the problem.

In other words, even though we had needs, buying anything was not the objective nor the first thought (and although I did research, I never paid heed to marketing or sales content). We needed to understand the complete fact pattern; we all had to agree to the goals, direction, outcomes, results, risks, and path to change – confusing because every voice and job title had different priorities, needs, and problems.

It was a delicate process, and there was no clear path forward until we were almost at the end.

Every buyer goes through some form of this. The sales model overlooks this, not realizing that by entering at the end of the Buying Decision Path, sales restricts who buys to those who are ready, the low hanging fruit.

This is where buyers go when they’re silent. They’re not dragging their heels or seeking lower prices; they need to traverse their Steps of Change to get to the point of even becoming a buyer.

As an entrepreneur there was no one to guide me through this. I sure could have used the help of an unbiased sales professional who knew far more than I did about the environment.

Once I figured this all out and developed Buying Facilitation®, we had an eight-fold increase in sales and no longer wasted time following up those who would never buy as it was very obvious.

The time it takes buyers to navigate these steps is the length of the sales cycle. And buyers must do this anyway – so it might as well be with us. 

BUYING FACILITATION® FACILITATES THE BUYER’S JOURNEY

Buying Facilitation® eschews trying to sell anything until or unless the buyer knows exactly how – not what – they need to buy. After all, you’ve got nothing to sell until they have something to buy.

Here’s what we don’t know as sellers:

1. Where buyers are along their decision path.
2. How many, or if, the requisite Buying Decision Team is in place, and ALL appropriate voices have been heard so a full evaluation of the upsides and downsides to change can be considered.
3. Until ALL voices have been heard, there is no way to recognize or define ‘need.’ As outsiders we can NEVER know who belongs on the Buying Decision Team because it’s so unique to the situation.
4. Who is a real buyer: only those who know how to manage change, and get consensus that they cannot fix the problem internally are buyers. Need doesn’t determine ability to buy.
5. The fallout of the risk factors, and the ability for any group to withstand change.
6. The types of change management issues that a new solution would entail.

The sales model does a great job placing solutions, but expends too much energy seeking those few who have completed their Buyer’s Journey and consider themselves buyers. Sales believes a prospect is someone who SHOULD buy; Buying Facilitation® believes a prospect is someone who CAN/WILL buy efficiently facilitates the Buyer’s Journey from the first moment of the first call, and THEN sells, to those who are indeed buyers.

For less time and resource, we can actually lead buyers down their own change route; and we can easily, quickly, recognize who will, or won’t, be a buyer. In one conversation we can help them discern who they need to include on their Buying Decision Team; if we wish an appointment, the entire Decision Team will be eagerly awaiting us.

And with a Change Facilitator hat on, on the first call it’s possible to find buyers at early stages along their decision path who need our solutions but aren’t yet ready to buy. We just can’t use the sales model until after it’s established who is actually a buyer.

Let’s enter earlier with a change consultant hat on, to actually facilitate buyers to the point where they could be ready to buy – and THEN sell. We will find 8x more prospects, immediately recognize those who can never buy, and be true Servant Leaders. Otherwise, with a 5% close rate, we’re merely wasting over 95% of our time and resource seeking the low hanging fruit, and missing a vital opportunity to find, and close, those who WILL buy. And more will buy, and quicker. Help people become buyers. Then sell.

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Sharon-Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. She is the author of several books, including her new book HOW? Generating new neural circuits for learning, behavior change and decision making, the NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell). Sharon-Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharon-drew.com She can be reached at sharondrew@sharondrewmorgen.com.

Sharon Drew Morgen November 27th, 2023

Posted In: Listening, Sales

What is Buying Facilitation®? What sales problem does it solve?

Going from a successful sales professional to an entrepreneur of a start-up tech company, I realized the problem with sales. As an entrepreneur I tried to tried to resolve problems in-house. When impossible, the next step was to figure out if we were willing to go external and actually buy something, figure out if the ‘cost’, the risk, of making a purchase would carry a greater risk than keeping things as they were.

We ended up fumbling around trying to figure this out, but always moving toward congruent change; I didn’t want to throw the baby out with the bathwater. And it wasn’t until we figured out how, if, or when to change without major disruption, and until everyone bought in, I never even considered buying anything.

Along the way I tracked my steps and noticed our decision-making process, a change management process with specific stages, each meant to maintain stability, each meant to find solutions and workarounds that would match our goals and norms.

WHO IS A BUYER

I was surprised to discover that regardless of my need, or any available solutions that I could have purchased earlier, I never considered myself a buyer and ignored all sales content.

This process, this change management process I went through, is something everyone does before they become buyers. In other words, the missing piece in sales was the change piece: if sales first sought folks trying to solve a problem in the area my solution would help them with, then facilitated them through the issues they needed to resolve (job descriptions, goals, buy-in, workarounds, and organizational/internal change) before choosing their least disruptive solution, we’d find folks on route to buying and make their process more efficient.

When we attempt to sell our solutions too early, folks haven’t yet determined their full set of needs, don’t have all the stakeholders on board, haven’t yet tried all workarounds, and generally are not ready to buy. The pitching and presenting, waiting and following up, was falling on deaf ears.

I sure could have used help making the process more efficient; if a sales person had helped me understand the issues my decision-making had to include, I would have figured out a lot sooner if I needed to buy something. But unfortunately, this is overlooked by the sales industry because it is NOT purchase-based.

I finally understood the missing piece in the sales model, the cause of the very low close rates: by assuming someone with ‘need’ is a prospect, we ignore the obligatory change management portion that precedes decision making. What if we added a wholly new skill set to first find folks in the process of change, help them address it, and THEN sell once they became buyers?

Turns out selling and change facilitation are two distinct endeavors with two distinct skill sets. I decided to develop a front end tool to add to the sales model.

For years I’d been studying NLP and neuroscience to best understand how brains are organized so I could figure out how to make change more efficient. I combined this knowledge with my newfound understanding of what goes on behind-the-scenes on the Buy Side, and developed a generic change facilitation model called Buying Facilitation® as a precursor (and wholly separate model) to sales.

This article introduces you to Buying Facilitation®, a precursor to sales, and a way to facilitate people along their route to buy-in, decision-making, and change. And buying.

DO YOU WANT TO SELL? OR HELP SOMEONE BUY?

BIG IDEA: People don’t want to buy anything, merely solve a problem at the least ‘cost’ (risk) to their system. Until they understand the risk of bringing in something new, they won’t self-identify as ‘buyers’ regardless of their need or the efficacy of your solution.

PROBLEM: People don’t consider they have a need until all workarounds are tried and all stakeholders agree. They won’t heed any selling efforts even if the content offered might solve their problem. By seeking out folks with ‘need’, sellers restrict their audience to the low-hanging fruit – those who have completed their 13 step change management process they must traverse before considering they’ve got a need and become buyers.

SOLUTION: It’s possible to find folks who WILL become buyers on the first call, facilitate them through their change steps with a change/decision model (Buying Facilitation®), and then sell. But because the two endeavors are distinct, trying to incorporate change facilitation with selling causes the same resistance and avoidance sellers currently get.

BIG IDEA: People don’t become buyers until they’ve handled all of their internal stuff, the risk of change is acceptable, and everyone involved agrees they’re ready, willing, and able to bring in something new. With a solution-placement focus, sales and marketing finds only those few who have completed their change process.

PROBLEM: The problem is not in getting our solution sold; it’s in getting our solution bought. Before self-identifying as buyers, people have Pre-Sales, change management work to do that doesn’t involve the content we try to push on them. Our sales and marketing efforts seek to ‘get in’, get read, or determine ‘need’, which restricts the prospect base to people who already know what they need (those who have completed their process).

SOLUTION: Before they become buyers they must assemble the most appropriate people, get consensus, try workarounds, understand the ‘cost’/risk of making a change, and manage the actual change. Current tools only create connections with people already seeing external solutions, but it’s possible to enter earlier with a change toolkit:

• Because of the selling biases in our listening and questioning, sellers extract partial data, from people who don’t have the full fact pattern yet and who haven’t self-identified as buyers;
• promised dates get ignored and we spend huge amounts of time following up people who will never buy because WE think they have a need (and ‘need’ does not a buyer maker);
• we lose an opportunity to connect and prove our competitive worth by entering with a change facilitation purpose first;
• we waste our time pushing content on folks not yet buyers and waiting, hoping they’ll buy, and cause resistance instead of entering earlier to facilitate the change.

Buying Facilitation® uses a very specific tool kit, the Pre-Sales stuff selling doesn’t handle. Once we help with this, we’ve either helped them help themselves, or they realize they cannot solve the problem internally and they become prospects. For these folks, we then sell. These are the folks we would have ended up trying to sell to anyway, but too often we would have been ignored because they hadn’t been ready. Once they’ve reached this point, they are ready buyers and no longer prospects.

BIG IDEA: The flaw in the sales model: designed to place solutions, sales starts selling to anyone they assume has a need, well before people are prospects, before they are ready/able to buy and haven’t gotten the buy-in or understood the ‘cost’ of making a change. This restricts success to those who finally self-identify as buyers – the low hanging fruit (5%).

PROBLEM: The status quo is preferred and is the basis of decision making. Regardless of a buyer’s real need (which they often don’t understand until very late in the change cycle), or the relevance of a solution; regardless of relationship or pitch/content/price; it is only when they’ve completed their change and all agree they need an external solution that they consider buying anything. This holds true regardless of type or price of solution.

SOLUTION: Buying Facilitation® is a generic, unique brain-based change facilitation model that facilitates people through the obligatory systemic decision-making steps necessary to manage change. Those who end up solving their problem are fine – we’ve served them quickly and there’s no need to follow up. Those who need our solution become prospects and sellers then shift into selling modality to place solutions. It can be used with small personal products, cold calls, help desks, complex sales, and marketing.

Because BF must be unbiased, I developed a new form of listening (Listening for Systems) and a new form of direction-driven/non-biased question (Facilitative Question) to facilitate someone’s journey through the steps of change. Once folks are at the point of becoming prospects and buyers, sellers are already in place and the buy cycle is quick.

But you must remember not to use BF as a selling tool or you’ll end up with the same results you’re getting now. It’s necessary to understand that a buying decision is first a change management problem before a solution choice issue.

Buyers must handle this stuff, with you or without you: you’ve always sat and waited (and called, sent, called, pitched, prayed, waited) while they do this for themselves and the time it takes them is the length of the sales cycle (And no, there is NO indecision!). If you can collaborate with them first as change facilitators, not solution providers, you’ll serve them from the beginning. [Read my book on this: www.dirtylittlesecretsbook.com]

EXAMPLE OF USING BUYING FACILITATION®

Let me lead you through one simple situation from a small business banker I trained at a major US bank. They decided to employ Buying Facilitation® throughout the bank following a successful pilot training:

A. Control group Sales: 100 calls, 10 appointments, 2 closed sales in 11 months.

B. Buying Facilitation®: 100 calls, 37 appointments, 29 closed sales in 3 months.

While these numbers might sound high, remember: interactions proceed differently using Buying Facilitation® because the focus is different: it’s first a call with a change facilitation hat on to (A) find those seeking change, (B) then facilitate them through their entire decision path and (C) then sell to those who become buyers.

Starting by seeking those folks already involved in finding the best route to change, and using ‘change’ rather than ‘need’ as the original focus, there’s different output and the odds of finding and facilitating someone who will become a buyer are high.

Using Buying Facilitation® with a Facilitative Question, my client started like this:

“Hi. My name is John and I’m a small business banker from X bank. This is a sales call. I’m wondering: How are you currently adding new banking resources for those times your current bank can’t give you what you need to keep your business operating optimally?”

Notice he’s not attempting to ‘uncover need’. Here’s the thinking: Given all small businesses have some banking relationship, the only businesses who would want to discuss new banking services were: 1. those who weren’t happy with their current bank, or 2. had bankers who might not be able to provide what they might need.

By helping them figure out where they could add a new resource without disrupting current vendor relationships, my clients vastly expanded the field of possible buyers and instantly eliminated those who would never buy. After all, people have the right to be satisfied with their current vendors!

It proved a winning tactic: 37 were willing to continue the conversation, line up all of the decision factors, figure out who the real stakeholders were, and have everyone meet the seller, just from that opening question (up from 10). During the field visit we helped them get buy-in and consensus to bring in an additional vendor – us. Win/win. Collaboration. True facilitation.

CONCLUSION:

Buying Facilitation® is not sales, not a solution placement tool, not an information gathering tool, and not a persuasion tactic. It’s not content-driven, and sellers don’t try to understand a buyer’s needs because they can’t know their needs until the end of when they’ve become buyers: until they figure out how to manage any change, they are only people trying to solve a problem – not buyers – and they will resist all sales efforts and content. Once all workarounds have been tried, and the ‘cost’ (risk) to the system is understood and found agreeable to all stakeholders, people then self-identify as buyers.

By first facilitating change and decision making before trying to sell, you’ve halved the sales cycle and doubled the folks interested in buying. There’s no manipulation, no persuasion, no influencing. It’s a win/win collaboration, servant leader model that might lead into a sales process: we actually facilitate buyer readiness.

I can’t say this enough: buyers go through this anyway, without us. Let’s use our industry knowledge and be real trusted advisors. Find folks going through change in the area our solution serves, then help them navigate their change before selling. It can be your competitive edge.

And we end up with real prospects who we’ve helped get ready to buy. Not to mention the collaboration, trust, respect, and integrity built into the interaction creates lasting relationships when used throughout the relationship.

The good news is that you can still sell – but only to those who are indeed ready willing and able, rather than waste 90% of your time trying to manipulate, pitch, persuade, push, ‘get through the door’, network, write content, etc. You can help those who CAN buy get their ducks in a row and quickly eliminate those who will never buy because it will become obvious to you both.

I’m not suggesting you don’t sell; I’m merely suggesting you find and facilitate change for those who WILL buy, and set that up by first facilitating prospective buyers down their own buying decision path.

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Sharon-Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. She is the author of several books, including the NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell). Sharon-Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharon-drew.com She can be reached at sharondrew@sharondrewmorgen.com.

Sharon Drew Morgen May 30th, 2022

Posted In: Listening, Sales

We Don’t Know How to Hear Each Other: how natural biases distort our conversations

During the three years I spent researching and writing a book on closing the gap between what’s said and what’s heard, I learned how ubiquitous listening challenges are: we have a hard time understanding each other.

It’s not because we don’t try, or because we don’t care. It’s because we can’t. Our historic personal experiences, mental models, and cultures makes it almost impossible to accurately hear others outside of our own ingrained biases, assumptions, and triggers. Of course we want to, and we certainly try. But our brains actually keep us from translating another’s words accurately.

OUR BRAIN CIRCUITS INTERPRET FOR US

Here’s the deal: our brains won’t let us listen without bias. With our restricting viewpoints and hot-buttons, histories and assumptions we communicate using the only baseline we have – our world views. This causes us to pose biased questions and make faulty assumptions, overlooking the possibility that our Communication Partner (CP) may not have similar references and can’t translate our messages accurately. For some reason, we all assume that using the same words implies we’re defining them the same way. But that’s not true at all.

Unfortunately, our brain causes the problem. It translates what’s been said into what’s comfortable or habitual for us regardless of how different the translation might be from the speaker’s intent.

Here’s what happens: Words enter our brains as meaningless vibrations (literally puffs of air) and get sent to synapses and circuits that are close-enough miracles. When there is any type of mismatch, our brain doesn’t realize it has misunderstood, or mistranslated the Speaker’s intent and actually discards the difference between what was said and how our unconsciously selected circuits interpret it! As a result, we might actually hear ABL when our CP said ABC and we have no reason to think what we we’ve ‘heard’ is faulty.

I lost a partnership this way. During a conversation, John got annoyed at something he thought I said. I tried to correct him:

“That’s not what I said.” I told him.

“I know what I heard! Don’t try to get away with anything here!

“But I didn’t say that at all!”

“John, I was sitting right here. She’s right. She never said that,” said his wife.

“You’re both lying!!! I’m outta here!!” And he stomped out of the room, ending our partnership.

It’s pernicious: our brains select a translation for us, reducing whole conversations and categories of people to caricature and subjective assumption. The resulting misunderstandings, misinterpretations, and flawed presumptions cause communication and relationship problems throughout our working and personal lives.

But to distinguish what’s meant from what we think we hear, to experience what others want to convey when it’s out of our experience, we must recognize the error, and make a concerted effort to connect. This begins with asking:

Did I hear you accurately? I’d like to repeat what I think I heard, and please tell me if it’s accurate or correct me. Thanks.

The next step is to make sure there is common ground. And here is where it gets tricky: how is common ground possible when folks are from different cultures and backgrounds? How is collaboration and mutual understanding possible, especially with folks outside of our normal personal or professional tribes?

HOW TO DO HOW

We need a way forward to find common ground to listen to each other and come to consensus with action steps to help us all heal. I’m going to offer some steps for us to dialogue and reach win/win consensus. But first I’ll offer a few foundational truths:

• Everyone’s experience and history is valid, unique, and guides their choices.
• Others cannot see or feel what you see or feel.
• Everyone has a right to the same basics: health, a living wage, good work, safety for our families, education.
• All change, including adopting new ideas, is threatening to the status quo and will cause resistance unless there is buy-in at the level of beliefs.

We must

• recognize common beliefs and values we can buy-in to without impairing our individual values,
• feel safe in conversations when it feels like we’re speaking with enemies,
• override our resistance and biases to find common intentions, compassion and outcomes,
• be able to hear another’s intended message without overlaying our biases, assumptions, and habits.

I’ve put together a few action steps to begin to dialogue with those we’ve historically sat in opposition to. I also recommend that our conversations must work toward win/win. I call this a We Space.

Get agreement for a dialogue: It’s likely that you and your CP have different goals and life experiences. Begin by agreeing to have a conversation to do nothing more than find common ground.

• “I’d like to have a dialogue that might lead to us to an agreeable route forward that meets both of our goals. If you agree, do you have thoughts on where you’d like to begin?”
• “I wonder if we can find common goals so we might possibly find some agreement to work from. I’m happy to share my goals with you; I’d like to hear yours as well. ”

Set the frame for common values: We all have similar foundational values, hopes and fears – they’re just different. Start by ‘chunking up’ to find agreement.

• “I’d like to find a way to communicate that might help us find a common values so we can begin determining if there are places we can agree. Any thoughts on how you’d like to proceed?”
• “It seems we’re in opposite mind-sets. What might be a comfortable way forward for us to discover if there is any agreement at all we can start from?”

Enter without bias: With limiting beliefs or hidden agendas, there’s no way to find commonality. Replace emotions and blame with a new bias, just for this conversation: the ‘bias’ of collaboration.

• “I’m willing to find common ground and put aside my normal reactions for this hour but it will be a challenge since I’m so angry. Do you want to share your difficulty in this area, or are you ok with it and can help me? How do we move forward without bias?”

Get into Observer: In case you have difficulty overcoming your biases and filters, here’s a physiological ‘How-To’ that comes straight from NLP: in your mind’s eye, see yourself up on the ceiling, looking down on yourself and your CP. It will virtually remove you from the fray, and offer an unbiased view of your interaction – one step removed as it were. One way to do this is to walk around during the conversation, or sit way, way back in a chair. Sitting forward keeps you in your biases. (Chapter 6 in What? teaches how to do this.)

Notice body language/words: Your CP is speaking/listening from beliefs, values, history, feelings, exhibited in their body language and eye contact. From your ceiling perch, notice how their physical stance matches their words, the level of passion, feelings, and emotion. Now look down and notice how you look and sound in relation to your CP. Just notice. Read Carol Goman’s excellent book on the subject.

Notice triggers: The words emphasized by your CP hold their beliefs and biases. They usually appear at the very beginning or end of a sentence. You may also hear absolutes: Always, Never; lots of You’s may be the vocabulary of blame. Silence, folded arms, a stick-straight torso may show distrust. Just notice where/when it happens and don’t take it personally – it’s not personal. Don’t forget to notice your own triggers, or blame/victim words of your own. If their words trigger you into your own subjective viewpoints, get yourself back into Observer; you’ll have choice from the ceiling. But just in case:

• “I’m going to try very hard to speak/listen without my historic biases. If you find me getting heated, or feel blame, I apologize as that’s not my intent. If this should happen, please tell me you’re not feeling heard and I’ll do my best to work from a place of compassion and empathy.”

Summarize regularly: Because the odds are bad that you’ll actually hear what your CP means to convey, it’s necessary to summarize what you hear after every exchange:

• “Sounds to me like you said, “XX”. Is that correct? What would you like me to understand that I didn’t understand or that I misheard?”

‘I’ statements: Stay away from ‘You’ if possible. Try to work from the understanding that you’re standing in different shoes and there is no way either of you can see the other’s landscape.

• “When I hear you say X it sounds to me like you are telling me that YY. Is that true?”
• “When I hear you mention Y, I feel like Z and it makes me want to get up from the table as I feel you really aren’t willing to hear me. How can we handle this so we can move forward together?”

Get buy-in each step of the way: Keep checking in, even if it seems obvious that you’re on the same page. It’s really easy to mistranslate what’s been said when the listening filters are different.

• “Seems to me like we’re on the same page here. I think we’re both saying X. Is that true? What am I missing?”
• “What should I add to my thinking that I’m avoiding or not understanding the same way you are? Is there a way you want me to experience what it looks like from your shoes that I don’t currently know how to experience? Can you help me understand?”

Check your gut: Notice when/if your stomach gets tight, or your throat hurts. These are sure signs that your beliefs are being stepped on. If that happens, make sure you get back up to the ceiling, and then tell your CP:

• “I’m experience some annoyance/anger/fear/blame. That means something we’re discussing is going against one of my beliefs or values. Can we stop a moment and check in with each other so we don’t go off the rails?”

Get agreement on the topics in the conversation: One step at a time; make sure you both agree to each item, and skip the ones (for now) where there’s no agreement. Put them in a Parking Lot for your next conversation.

Get agreement on action items: Simple steps for forward actions should become obvious; make sure you both work on action items together.

Get a time on the calendar for the next meeting: Make sure you discuss who else needs to be brought into the conversation, end up with goals you can all agree on and walk away with an accurate understanding of what’s been said and what’s expected.

Until or unless we all hold the belief that none of us matter if some of us don’t; until or unless we’re all willing to take the responsibility of each needless death or killing; until or unless we’re each willing to put aside our very real grievances to seek a higher good, we’ll never heal. It’s not easy. But by learning how to hear each other with compassion and empathy, our conversations can begin. We must be willing to start sharing our Truth and our hearts. It’s the only real start we can make.

___________

Sharon Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. She is the author of several books, including the NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell). Sharon Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharondrewmorgen.com She can be reached at sharondrew@sharondrewmorgen.com.

Sharon Drew Morgen February 7th, 2022

Posted In: Listening, Sales