This is my annual nutcracker post.  I first wrote the article in 2011 and people loved the analogy between the Nutcracker and a sales call.  I make minor modifications to the article each year as current trends, best practices, and recent data dictate.

Last year, The Boston Ballet cancelled their performance of the Nutcracker but we will be in attendance next week and look forward to continuing the tradition.

Please enjoy the article and share it.  It's not only popular, it's one of my all-time favorites as well!

Among all the product shortages we have experienced in the past ten months, there has been no shortage of crappy movies.  It's almost like the movie studios decided to release all the movies filmed in the past several years that weren't ready for prime time and hope that people would stream them at home during the pandemic because we had watched everything else.

One exception to the crappiness of 2020 movies is The Trial of the Chicago 7.  This article is not a review of the movie but it was a terrific film and worth the time to watch it.  As good as this movie is, it comes with a bonus because it also provides three exceptional lessons for salespeople and sales managers.  Let's take a look!

It's Decided

How many times have you worked a sales opportunity when at some point late in the process you finally determined that the decision had already been made and it wasn't you? The prospect invited several competitors to engage, went through the motions, and led them to believe they had a chance. You may have been a better overall fit, had a better solution, more of the needed capabilities, a better warranty, been able to deliver more quickly, had better pricing and terms, better references and more. Despite all that, none of it was going to make a bit of difference because the key decision maker, who they wouldn't let you meet, had a relationship with someone at one of your competitors and for optics, your contact was tasked to involve three other companies.  Another version of this occurs when your contact is the decision maker but engages competitors so that the process has the appearances of being fair and objective to anyone who might be checking in on them.  In either scenario, the decision was made before you got involved and nothing that you said or did was going to change that decision.  In the movie, the judge went through the motions of the months-long trial but it didn't matter how much proof of innocence the defense provided because the judge refused to let any of it be heard.  Someone above him had already decided what the outcome of this trial would be. 

The lesson is that if you are going to fail, you must fail early!  That requires thorough qualifying and inspection as to where you stand versus your competitors, questions and statements that most salespeople fail to ask,  like:

• In my experience, when a potential customer won't let me meet the decision maker it's usually a pretty good indicator that I won't be getting the business
• Decision makers for our solutions usually have a strong existing relationship with companies like mine, and Jim (the decision-maker) doesn't have a relationship with us, so who does he have a relationship with?
• I'm getting the feeling that even if we can prove that we have a superior solution, you won't be working with us

According to the data from Objective Management Group (OMG) and the 2,051,794 salespeople they have assessed, 59% of all salespeople can't ask those questions because their need to be liked prevents them from asking a question that could cause their prospect to no longer like them.

See OMG's data here, filter by industry, see how your salespeople compare.

You're a Pawn

How many times have you worked a sales opportunity where your prospect was so interested that they requested a proposal or quote earlier than you expected?  You probably believed that you had a really strong opportunity, thought this would be an easy one and forecast it to close within 30 days.  Unfortunately, your prospect had an incumbent vendor that they planned to retain but needed the extra quotes to either make it appear that they collected three quotes or they were trying to keep the incumbent honest.  Had you quoted the lowest price, the business wouldn't have gone to you; they would have shown the quote to the incumbent and demanded that they match it if they wanted to keep the business.  In this scenario, you were being exploited. In the movie, the first two jurors that were sympathetic to the defense were removed under false pretenses.

The lesson is that when a prospect moves too quickly to a quote or proposal, you need to ask better qualifying questions, like:

• Who do you usually buy this from? (XYZ)
• Why didn't you call them?  (We wanted to explore our options)
• In my experience, companies that are happy with who they are using don't usually take the time to look for options.  (They get defensive)
• Why did you call us? (You were on the list)

They will probably tell you that yes, they are happy, but if you come in with a better price they would consider moving the business to you.  THAT'S YOUR CUE CARD!  It's not a sign that they're about to buy from you; it's a sign that they're NOT going to buy from you.  You should immediately say, "Based on experience, it sounds like you just need a quote to keep the other guys honest."  If you're face to face I suggest writing a random number on a napkin and handing the napkin to them.  If you are virtual, you can email them the same thing.  The point is, don't take the time to work up a quote, and don't take the time to produce a proposal. Just say, "No thank you." 

According to more of OMG's data, only 30% of salespeople have selling value as a strength.  Additionally, only 36% are able to control their emotions and at this point the sales conversation calls for staying calm and selling value.  Most salespeople lose the business because of the value selling skill gap and weakness controlling emotions.

See OMG's data here, filter by industry, see how your salespeople compare

For Sales Managers - The Expert Debrief

In one scene of the movie, the defense attorney was cross-examining the assistant to the mayor, a witness who said he was offered $100,000 to issue a permit to protest, and the request was a bribe, not a joke as the attorney suggested.  The attorney asked a bunch of questions that sounded something like this (it's from memory so the words that come after "when you called" might not all be exactly what was said):

• When you called the US Attorney General what did he say?  (I didn't call him)
• When you called the FBI what did they say? (I didn't call them)
• When you called the Attorney General of Illinois what did he say? (I didn't call him)
• When you called the State Police what did they say? (I didn't call them)
• When you called the Chicago Police what did they say? (I didn't call them)
• When you told the mayor what did he say? (I didn't tell him)
• So if you didn't tell anyone then you must have believed the offer to be a joke.

This is absolutely the most powerful way to debrief salespeople.  Assume they did what they were supposed to do by asking, "When you asked what it was about their current vendor that they were unhappy with what did they say?" Continue to ask questions using, "When you asked..." about everything they should have asked until your salesperson says, "I didn't ask that."  Then you can learn whether it's because the salesperson didn't know to ask that question or knew to ask but was uncomfortable asking.  And finally, why was the salesperson uncomfortable.  Then, and only then, does the coaching actually begin and it begins with a role play! 

More of OMG's data says that only 7% of all sales managers can debrief, coach and role play effectively.

See OMG's data here, filter by industry, see how your salespeople compare

If you want to learn to coach like that - and there are so many examples of how to properly debrief and coach, join me for my annual public (virtual this year) 3-day Sales Leadership Intensive from May 19-21.  Register here. You'll be glad you did!

There we were, in the dark, in the middle of a hotel parking lot, at 3:45 AM.  Why?  The hotel fire alarm went off and we didn't want to ignore the warning that was so loud my wife and I couldn't hear each other speak.  Why was every other guest in the hotel parking lot with us?  Well, what if the hotel was on fire?  What if our lives were truly in danger?  

Unlike the made up fears that prevent salespeople from asking tough questions, qualifying more thoroughly, or picking up the phone and making a cold call, the fear of burning alive in a hotel fire seemed like a pretty justifiable one.

What are salespeople so fearful of?  Rejection?  Not being liked?  Not getting a meeting?  Not closing a sale?  Oh yes, incredibly scary.  If I had those fears I might not want to leave the house.  Oh wait, most salespeople aren't leaving their houses.  Is it because they're afraid of the virus?  No.  It's more likely that they're home because their companies have asked them to work remotely.  But make no mistake.  Even if they won't admit to it they are afraid of the things I wrote a few sentences back. And today, more than ever, they are loving their convenient excuses for hiding behind their laptop screens, churning out emails instead of making phone calls, and hoping that as Ray Kinsella's daughter, from Field of Dreams said, "People will come."

Why are these imagined fears so debilitating? 

Because we allow them to be.

I'm guilty of having debilitating, imagined fears.  When my son got his driver's license, my wife and I worried endlessly. Where is he? Do you think he's OK? Could he have gotten in an accident? Do you think he is paying attention? I hope he's not playing his music too loud. Could his friends be distracting him? Why isn't he home yet?  Did I ask, "Where is he?"

Turning back to salespeople, suppose the things they worry about were to actually happen?  Who would care?  How would life change?  The only ramification would be their inadequate pipelines.  The only ripple effect would be in the size of their commission checks. Their inaction is the only thing that can hurt them.  Remaining in their comfort zone hurts them.  Failing to change hurts them. 

In his 1933 inaugural address, President Franklin Delano Roosevelt said, "The only thing to fear is fear itself." 

Sir Isaac Newton's third law of Physics states that for every action there is an opposite reaction.  What would the opposite reaction be to the action of not taking action? 

NOT taking action, and that includes not asking the tough question, IS an action against your pipeline, your income and your success. 

NOT taking action due to fear IS an action against your self-worth. 

NOT taking action, whether due to laziness or complacency, IS an action against what your company and your customer expect and deserve from you.

I'm sounding the alarm.  This is why salespeople fail.

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You're famished and someone suggests that you go on a 2-day fast!

You're late, it's a two-hour ride by car to your destination and someone suggests that you walk!

You're exhausted and ready for a nap and someone suggests you should clean out your basement!

You've decided to eat better and lay-off carbs, and someone suggests ordering pizza!

These are all crazy opposites of what you were focused on and they cause you to ask, "whaaat?"

So now you'll understand how I responded when, during a two-day training program, I was asked about messaging for a talk track.

A talk track?  Given that we are trying to get them to take a more consultative approach to selling, shouldn't we be working on a listening track?

Salespeople don't think in terms of listening.  They think like, "OK, I'll ask a few questions so that I can talk about what I know."  There it is - the talk track.  They think they can control the call when they're talking.  They can't.  They think they can lead and direct the prospect.  They can't.  They think that they're selling.  They aren't.

But a listening track - now we're (not) talking! Listening informs our next question.  Listening helps us direct the conversation with our next question.  Listening puts us in control because we're the one asking the questions!

My favorite video for the power of asking questions is this one from the comedian Louis CK.  [note - after 11, 271 views I received an email complaining about my use of a Louis CK video clip to illustrate the power of questions. Louis CK took advantage of women, admitted it and this reader was offended that I used his material.  For this I apologize.  I was not and am not condoning Louis CK's behavior.]

The top 10% of all salespeople are 304% more effective at listening and asking questions than the bottom 10%.  Good salespeople don't need talk tracks.  They use listening tracks to ask great questions.  

How do you get yourself to ask better and better questions?  Leave your comment in the LinkedIn discussion.

When you hear a phrase like the hard sell, do you instantly think of car salespeople?  Insurance?  Replacement windows?  No offense intended to those of you in one of those three industries!

While someone's reference to a hard sell may differ, the perception of the hard sell is fairly universal.   After prospects state an objection, say they're not interested, or tell the salesperson, "No," prospects tend to raise their resistance.  Most salespeople have been trained to handle these objections and put-offs and therein lies the problem.  There are proper and effective ways to handle these, and there are improper and ineffective ways to handle these.  When you use the wrong approach it will appear to the prospect as if you are using the hard sell and their resistance will go up even further.

Most salespeople think that the hard sell consists of arm-wrestling, hammering or pressuring their prospect.  While all three of those approaches are variations of the hard sell, most salespeople overcompensate so much that they wouldn't be caught dead using them.  Instead, salespeople are guilty of the hard sell when they aren't aware of it.  All it takes to be perceived of using the hard sell is to attempt any of the following ten things in response to a prospect's increased resistance:

1. Recite talking points
2. Attempt to overcome an objection
3. Share product features
4. Explain the benefits
5. Tout their capabilities
6. Use logic to make a point
7. Make the prospect wrong
8. Try to close after a prospect says, "No" or "Maybe."
9. Attempt to continue the conversation after hearing, "Not interested" or "We're all set."
10. Fail to listen to the prospect and continue talking instead

That's right, most of you, without realizing it, are guilty of what you try so hard to avoid, the hard sell.  It's not so much that you are using the hard sell, as it is your prospect perceives it as the hard sell.

So what can you do instead?

Lower. Their. Resistance.  Watch this very short video about lowering resistance.

Lowering resistance must always be your first order of business.  

How?

Phrases like, "You're right," "I understand," "I agree," "Makes sense," and "Of course" all work fairly well.  And then you should ask permission to ask a question.  Just make sure that you don't do any of the ten things I listed above!

The actual question you ask is less important than whether or not you ask one.  Your question should be based on something you just heard, like, "You just said that you don't think this is something that you need. Can you tell me why you feel that way?"

Managing and recovering from resistance is the real art of selling. 

I just released my online, self-directed, on-demand, advanced selling skills program featuring nearly 30 lessons with recorded, actual role-plays that demonstrate the most difficult selling scenarios of all - the art of selling.  Subscribe here.

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I pulled up to the entrance of the Doubletree Hotel, greeted Chris, and we walked into the hotel restaurant.  As we approached the table, a well-meaning server asked, are you an Honors member?  I said, "yes."  

A moment later she returned and said she couldn't find me in the system.  She asked me to spell my name, went back to her computer, and returned again, saying, "I can't find your reservation in the system."

I explained that I wasn't a hotel guest and we were here for breakfast.  "Oh, then you'll have to pay for your breakfast!"  

"OK," I said.  After all, I was expecting to pay for breakfast!

Can you imagine how much simpler it would have been if her first question was, "Are you staying with us?"

Salespeople make the exact same mistake.  How do I know?  I can prove this with several examples.

Personal - In any given year, I might engage in role-play with as many as 500 salespeople and before they know any better, and sometimes after, they nearly always begin with the wrong question.  And it's not limited to only the wrong opening question, there are tremendous odds that they'll ask the wrong follow-up questions too.

Evaluation Data - Objective Management Group (OMG) has evaluated and assessed 1,833,484 salespeople from companies.  If we zoom in on the data related to asking questions, we find the following differences between elite salespeople and weak salespeople.

Elite salespeople are twice as effective as weak salespeople at asking good questions. 
Elite salespeople are three times more effective than weak salespeople at asking tough questions.
Elite salespeople are twice as effective as weak salespeople at asking enough questions.

These three questioning skills are attributes of the Consultative Selling competency, one of the 21 Sales Core Competencies that OMG measures.  See them here and see how you stack up.

Another Sales Core Competency, when it appears as a weakness, prevents salespeople, even those with good questioning skills, from asking the questions.  Salespeople who Need to be Liked are unable to ask a lot of questions, ask tough questions, or have the difficult conversation that nobody else has had with their prospect. 

Elite salespeople are four times more effective in this competency than weak salespeople!

Pay attention to your questions.  If they don't move the conversation closer to uncovering a prospect's compelling reason to buy, don't ask the question.  At the same time, don't skip over important questions and milestones - it rarely works. 

Remember that milestones are the foundation of a staged, consultative sales process and it's difficult to be effective if you attempt to sell without one.

Contribute to the discussion of this article here on Linkedin.

Finally, I leave you with two offers.

Steven Rosen interviewed me for his Fireside Chat series and sales leaders will find our discussion extremely beneficial.  Register here to watch this episode when it's released on February 19 at Noon Eastern Time.

My awesome 2-Day Sales Leadership Intensive is filling up fast.  As of February 15 there are just 7 seats remaining for the March 19-20 event. First come, first served.

Learn more here.

Here's a two-minute video of me explaining why the event is rated so highly.

Here's a testimonial from a recent participant.  

Here's a quick video with a bunch of participants.

I would love to see you there!

In September I wrote this article on the difference between asking good, tough and great questions.

I included examples all three types of question in the article.

There is also a proper sequence:  Good question.  Tough Question.  Great question.

You will get immediate feedback on how effective your questions are:  Your prospects will say, "Good question" when you ask one.  They will say, "Great question" when you ask one.  And they will stop and struggle before answering one of your tough questions.

Many salespeople make the mistake of preparing questions in advance. Salespeople who do that might be able to stumble onto one good question.  But great questions and tough questions must be spontaneous and in response to something your prospect already said when they answered prior questions.  

I'll share a role-play from a training program that wonderfully demonstrates what I'm talking about as well as the kind of listening skills required in order to ask good, tough and great questions. 

The role-play sheds much needed light on what salespeople tend to do on their calls, even when they have been trained to use a consultative approach to selling.  Instead of listening, they skip ahead, and rush to the close.  Ironically, the proper approach is counter intuitive. You will shorten your sales cycle, improve your win rate and gain traction by slowing down, while speeding up leads to longer sales cycles and lower win rates.

The role-play runs for about 26-minutes but please don't let that discourage you from listening.  You'll learn so much about listening and asking questions, you'll learn just how impactful role-plays can be, and you'll better understand the the most useful approach to training salespeople; powerful, interactive role-plays.

You can watch and listen to the role-play here.  The actual role-play begins at around 50 seconds in.  Early on I reference developing SOB Quality.  You can learn more about what SOB Quality means by watching this 3-minute video.

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It's a family tradition that each December we attend the Boston Ballet's performance of the Nutcracker.  It's truly a magical show and even though the primary dancers change from year to year, the execution of the show's script and musical score is flawless.

Several years ago, during one of the performances, it dawned on me that the orchestra's role in the show correlated very nicely to an effective sales presentation.  There were 3 fantastic lessons that I presented then and as I have done each year since, will present again here.

If you attend a Nutcracker performance or simply listen to some of the orchestral suite during the holiday season, one of the selections you'll hear is the "Dance of the Sugar Plum Fairy".  Perhaps you can't match the music to the title, but I'm sure if you listen to the first 30 seconds of this version, you'll recognize the melody regardless of your religion or ethnicity.

Even though you've surely heard it before, can you identify the four primary musical instruments at the beginning of the selection?

In this version, you're hearing the glass harmonica, while most orchestral versions and performances feature the celesta, oboe, bassoon and flutes.  Can you hear them?

Just as the "Dance of the Sugar Plum Fairy" sounds familiar to you, your salespeople find familiarity in the sounds, questions, comments and discussions on their sales calls.  As much as you may not be able to distinguish the specific instruments creating those sounds in "Dance...", your salespeople may not be able to differentiate the credible comments and questions from the noise on their sales calls.

During a first sales call, suppose your salespeople hear one prospect say, "This has been a very interesting and productive conversation and we might have some interest in this."  And imagine another prospect at the same meeting says, "We'll get back to you next month and let you know what kind of progress we've made."  And still a third might say, "In the meantime, please send us a proposal with references and timeline."

Lesson #1 (based on Objective Management Group's data) - Of every 100 salespeople:

• 70 rush back to the office to begin work on the proposal and tell their bosses that their large opportunity is very promising because all 3 prospects in the meeting were very interested;
• 19 leave the call and make 2 entries in their journals - "propose" and "follow-up" - and they'll do both eventually;
• 11 are still at the meeting, asking more questions.

Lesson #2:

• Prospects' voices are like musical instruments.  Each instrument in "Dance..." has a specific role in the performance.  If the wrong instrument or notes are played or they're played at the wrong time, the entire selection is ruined.  Prospects' comments in the scenario above have different meanings depending on their business titles and their roles in the buying process.
• If "please send us a proposal", "we're interested" or "very productive" are spoken from an Executive - the CEO, President or VP of something - it has a far different meaning than if the comment were to come from a buyer in Procurement.
• When any of those 3 comments are spoken by a user - an engineer for example - rather than a buyer or an Executive, the comments may be far more genuine, but carry much less authority.

Lesson #3:

• Sometimes it's more fun to listen to a song, symphony or simple melody and to figure out how and why the composer or arranger selected the particular instruments to play the particular parts of the selection.
• Your salespeople must apply that wonder and analysis to their sales calls.  The prospect may be the composer (started the initiative), arranger (selected the vendors to talk with), director (charged with the initiative and conducting the process) or musician (following directions of the conductor).  It's the salesperson's job to figure out who they're dealing with, what role they play, what influence they'll have and how to get the various players aligned on the compelling reasons to buy and your ideal solution.

Homework Assignment - Return to Lesson #1 and answer 2 questions:

1. Which of the 3 sales outcomes do your salespeople typically find themselves doing?
2. Which additional questions do those 11 salespeople stay to ask?

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Yesterday, a sales manager I was coaching asked me to explain the difference between a great question and a tough question.  I gave him the one-minute version but this article has the expanded version of that answer.

I'll use my world as an example and ask you to translate accordingly.  

In my world, while I might occassionally be on a first call with a Senior Sales Leader, I am most frequently speaking with the CEO.  With CEO's, the most common issue they articulate is, "I'm not sure we have the right sales leader."

We have 3 levels of questions and it's important to understand that you must be patient enough to ask them in the proper sequence, and not one right after another.  The proper sequence is:

• Good Question
• Tough Question
• Great Question

There should probably be a few questions and answers between your good question and your tough question and there should be a few more questions and answers between your tough question and your great question.  If you don't get as far as asking and getting the answer to your great question, I can promise you this:

• You didn't get to the compelling reason they would buy
• You didn't get to the compelling reason they would buy from you
• You didn't differentiate yourself from the competition
• You didn't get your prospect emotional
• You won't be able to quantify and/or monetize the impact of the problem
• You may not get the business

So let's start at the beginning, where we heard, "I'm not sure we have the right sales leader."

A good question could be, "Why are you concerned?"  A good question not only allows you to ask for more information, but it must also be relevant to the discussion at hand.

Several questions later, after hearing the CEO's concerns and getting much needed clarification, a tough question might be, "With all of these concerns, and him not responding to your challenges to step it up and make the requested changes, why is he still here?"  A tough question is usually one where, as with this example, you challenge your prospect. You could also push back against what was said in an effort to change outdated thinking or an incorrect assumption.

Several minutes later, after additional conversation, questions and clarification, the CEO says, "He's my son-in-law - that's why he's still here."  Now it's time for a great question.  A great question might sound something like, "So, even if you found the perfect replacement, the challenge for you is how do you replace your son-in-law as the sales leader without ruining the relationship you have with your daughter?" You'll know it's a great question because your prospect will say, "Great question."

The 3 levels of questions, the sequence and your ability to go wider and deeper are examples of the consultative approach to selling.  The consultative selling competency is by far, the one where most salespeople are the weakest.  Objective Management Group's (OMG) latest statistics, from the evaluations and assessments of salespeople, show the following:

Only 35% of all salespeople have Consultative Seller as a strength.

The top 10% have an average score of only 66

The bottom 10% have an average score of just 36

The average score for all salespeople is just 50.  The average salesperson has only 50% of the necessary attributes of the Consultative Seller competency which means that they suck at the consultative approach.

 There are four reasons why salespeople are so inherently bad at this:

1. They need to be liked so they won't ask a question if they think the prospect will get upset with them for asking.
2. Good questioning requires good listening skills and the only thing most salespeople are good at listening to is the sound of their own voice.
3. Most salespeople have never been trained or coached to sell consultatively.
4. Most salespeople are best at presenting and just can't wait long enough for the opportunity to present.

Here is another good article on consultative selling. 

Here is one more good article on consultative selling.

If you still have an appetite for more reading on the subject, here is another good one.

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One company is attempting to create a compilation of best sales practices by sending out a weekly survey to sales leaders and asking them to choose from multiple choice questions what they most often do and teach.  The topic changes each week.  This is silly because (1) it just isn't that simple, (2) it's different for each selling role, each vertical, the decision makers they call on, their price points, the length of their sales cycle, and their respective competition, just to name a few.  In addition, when you ask multiple choice questions like this, the answers will be so varied that there won't be even a few, never mind a single best practice.  Here is an example of what they asked this week:

• Proactively ask customers about the “decision criteria” 
• Directly ask customers about their buying criteria 
• Develop a set of questions salespeople can use to uncover customer decision process and time line
• Conduct after sales reviews with customers to determine the real value
• Develop a set of questions to ask customers at each step in the sales process
• Develop account plans 
• Ensure that your sales process is adaptable 
• Identify and prioritize your high growth and high potential accounts
• Gather feedback from customers on a regular basis
• Train sales representatives in active listening and empathy
• Ensure salespeople are always asking customers questions about what they want and why 
• Ensure sales and marketing teams are fully aligned on value proposition / messaging
• Annual review of accounts 
• Align compensation with the behavior you want 
• Develop a list of potential objections at each stage in the sales process and a playbook of specific responses to them

So what should the best practice be relative to context of the question and responses provided?

1. You must have the correct opening questions,
2. You must know what to listen for,
3. When you hear it, you must be able to ask a countless number of follow up questions,
4. You must be able to repeat steps 2 and 3 until you have uncovered their compelling reason to buy,
5. You must know the consequences for them if they don't move forward with a solution
6. There must be emotion associated with the consequences
7. You must quantify or monetize the consequences.
8. You must be able to leverage this information through the remainder of the sales process.

This sounds a lot easier than it actually is!  This is the consultative approach to selling (follow that link and also follow the links to the two additional articles for more on the consultative approach) and it takes months for salespeople to master.  The question is, do you want them to continue selling the way they sell? That leads to inconsistent and even decreasing sales each year and within two years they may become obsolete.  Or do you want them to be challenged to learn the proper way to sell?  That leads to more predictable results, increasing revenue and a valued, or trusted adviser status with customers and clients.  As always, the choice is yours. 

Three times each year, we offer a comprehensive, live, interactive, 12-week online training program that brings Baseline Selling alive. This training teaches salespeople to utilize the 8 steps I outlined above.  If you are interested for yourself or any of your salespeople, please respond to me directly.