For years I’ve written about how sales suffer because the sales model ignores the vast opportunity to close more sales by adding the function of facilitating Buyer Readiness (i.e. systemic change). This restricts sales to searching for those ready to buy, and causes objections en route:
You’re getting objections not because of your terrific solution, your professionalism, your lists, your competition, the buyer’s need, or your price (It’s never ever about price.). Nor because buyers are liars (David Sandler once told me he never meant the take-away that that expression has evolved into.), or stupid.
You’re getting objections because you’re using content sharing and various methods of information push as your main vehicle to selling, before people actually become buyers, before they know why, or when, or if to listen to your message.
You’re getting objections because you’re annoying those who aren’t (yet) buyers and don’t know how to make sense of your attempts to engage them.
You’re getting objections because you ignore potential buyer’s real frustrations and instead focus on your own needs.
Indeed, because the goal of the sales model is to place solutions, you seek a very restricted group you assume SHOULD buy, ignoring the vastly larger group who CAN buy but aren’t yet ready (and who won’t object once they get their ducks in a row). Sales is designed to
and as a result you’re getting objections.
With a function limited to using your content as the route to placing solutions and searching for those who SHOULD buy – and getting objections from those who don’t find relevance (yet) in your offering – sales overlooks the possibility of facilitating the far larger group who CAN and WILL buy when they have their ducks in a row.
It’s only when they’re certain they can’t fix the problem themselves AND get buy-in from all stakeholders, do buyers consider going ‘external’ for a solution. And objections are merely a reaction to feeling pushed by your content and goal to place a solution before they’ve determined their change management issues – necessary for all folks before risking something new coming in and disrupting the status quo.
WHY YOU GET OBJECTIONS
I define ‘buyer’ as a person/group who has discovered they can’t fix a problem internally, traversed their change management issues, and has gotten agreement to seek an external solution. The very last thing buyers need is your solution – literally.
So here, in no particular order, is a list of reasons why you get objections, and why/how the limited solutions-push focus of the sales model merely handles a small fraction of a Buying Decision Path instead of actually enabling buying. And fyi: if you aim to help potential buyers traverse their systemic change management issues before trying to sell anything, you’ll get closed sales, not objections.
You’re actually causing your own objections. You get no resistance when facilitating prospects through their own steps to congruent change and then continue on to placing your terrific solution content with those specific prospects who CAN buy. (Read my article on the Buyer’s Journey that lays out the entire Pre-Sales buying decision process.) But you’ll need to take a different – additional – path through a different lens. You’ll need to understand the change management issues within your industry. And no, you cannot use your current sales skill to accomplish this.
FOCUS ON FACILITATING BUYER READINESS FIRST
Here is the deal. People don’t want to buy anything, merely resolve a problem with the least internal disruption. Actually, the cost of the fix must be less than the ‘cost’ (people, policies, time, money) of maintaining the status quo. The last thing people want is to buy anything, and then only when they have no choice and the cost is manageable.
Until now, you’ve waited while buyers do this internal change stuff: they must do this anyway (with you or without you). So you can continue pushing your content and getting objections, or you can add a new function to your outreach to connect with the right ones sooner: enter their decision path, get onto their Buying Decision Team, and facilitate the ones who CAN buy through to buying.
Just recognize the sales model doesn’t do the facilitation portion as it’s solution-placement based and Buying Facilitation® is change-management based. And, using a change management goal as the reason to connect with a potential buyer enables you to find those who WILL buy on the first call.
I designed a new methodology to facilitate the front end of the decision path (Buying Facilitation®). It’s a change facilitation model that works with sales to help buyers congruently and
Buying Facilitation® is a generic change facilitation skill set, with no content focus, no bias, and is systemic in nature. It involves helping potential clients facilitate change in the area you can help them resolve. It employs a new form of question (Facilitative Question) that enable systems to manage change congruently; a new form of listening that involves Listening for Systems; and Presumptive Summaries to enable people to move outside of their subjective experience and view the entire situation as an Observer/Coach. I’ve trained it to about 100,000 sales folks globally, in several industries and product price points, and generally get a close rate of 8x the control group.
Right now, you’re closing 5% and wasting a lot of resource to find them. You’re hiring too many people to close too few; ignoring real prospects on route to making an appointment – and then going to appointments with a fraction of the appropriate people present, to push content they don’t know how to listen to, and fighting with competitors for the same restricted group of buyers – when if you could enter differently, with a willingness to add a new skill set, you could find/close more buyers.
There are a lot more REAL buyers suffering from lengthy Buying Decisions as they fumble through change. They really could use your help. Read Dirty Little Secrets; why buyers can’t buy and sellers can’t sell, and learn about the systems involved in buying (or any change), and add this to your sales initiatives. You’ll have more clients, shorter sales cycles, meaningful relationships built on trust, and no objections.
Sharon Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, author NYTimes Business Bestseller Selling with Integrity, Dirty Little Secrets: why buyers can’t buy and sellers can’t sell), listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. 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 firstname.lastname@example.org.
Sharon Drew Morgen July 13th, 2020
Posted In: Communication