Your sales reps must be your prospects' doctors. Avoid misdiagnosis.

This article appeared in one of my partners' publications, Finance Innovation, and discusses the importance of questioning and the difference between a symptom and the cause of a problem.

From Knee Pain to Root Cause: A Lesson in Diagnosis

I couldn't walk anymore. The pain in my right knee was too intense. I didn't really believe in the value of seeing a physiotherapist: "He'll just give me a massage and that's it. What's the point?" But I had set myself an objective: I wanted to run London Half marathon but couldn't run anymore. So I had to decide to make an appointment.

After a thorough examination and lots of questions, the physiotherapist was categorical. My problem in my right knee was caused by a muscle called the "IT band" in my left leg. This muscle band was too stiff due to my running regime and was no longer functioning properly. My body was reacting and an imbalance was created that caused this pain on the right side. My scepticism towards the physiotherapy profession only increased.

And yet. After starting the recommended exercises (including rolling on the floor to massage my thigh with a bottle, ouch!), the pain in my knee began to disappear. Beyond resolving my pain, I had also discovered what is known as an indicator of the problem. I had expressed a problem to my physiotherapist. And through his questions and expertise, he had noticed that the real problem was not in my right knee. But elsewhere...

Why sales problems are rarely what they seem

This dynamic is exactly the same as that encountered in sales processes. And the work that salespeople have to do. Indeed, how often do our prospects articulate one or two problems and, sensing an opportunity for a new deal, we jump on it and offer our solution?

In reality, the problem that our prospects express is only an indicator of their real problem. Let me give you an example from my own business. One of the many things I hear from managers and heads of sales is that their salespeople too often find themselves in negotiation situations. They are not selling, they are negotiating. One might think that the primary issue is that their product or service is too expensive (the usual excuse sales people come up with "our product is too expensive"…).

The reality is, of course, quite different. More often than not, they have a good product, but there can be a whole host of reasons why a salesperson finds themselves in a negotiating situation and can't sell at the expected price point. For example, they may not have established a trusted advisor relationship with their prospect. Or, through their posture, language or approach, they have made it too obvious to their prospect that they really need this contract. Or they struggle to talk about money, in other words, a problem of mindset. Or they have failed to engage the prospect on an emotional level, they've only on a rational one. Or they have been afraid to ask their prospect difficult questions to quantify the impact of the problem. In short, there are a whole host of reasons why the prospect has what is known as "the upper hand" over the salesperson and leads them to negotiate.

 The trap of “Happy ears” in sales conversations

So, salespeople have what we call 'happy ears', they hear a possible opportunity and switch into presentation or demo mode. Forgetting (or more exactly not knowing) that the problem the prospect expresses and the problem that customers actually have. These two things are different.

This is probably not the case in your organisation, but the dynamics of a sales meeting are generally as follows:

1. A round table discussion

2. A brief qualification by the salesperson during which the prospect explains a few superficial needs they have and that they are "very interested" in what their interlocutor does.

3. Having heard this interest, the sales representative then gives a presentation on what he or she does, highlighting the many benefits. Even throwing in some case studies for good measure.

4. The prospect asks lots of questions, which the salesperson is more than happy to answer. These questions are taken as proof of their interest.

5. At the end of the meeting, the prospect states that they need to think about it and will get back to the salesperson.

6. The sales rep then explains to his boss that he had a "very good meeting" with his prospect.

7. The prospect disappears, stops responding to emails, and the chase begins :)

If the physiotherapist I went to see to fix my knee pain had taken the same approach as most salespeople, he would have started by asking me where it hurt. I would have said my knee, and he would have launched into explaining everything he does, his career path, his qualifications, and given me a few exercises for my knee. Fortunately, he started by asking me lots of questions to really understand my problem. He knew full well that the knee problem was just an indicator of pain.

A questioning strategy that builds trust and clarity

However, salespeople find it difficult to adopt an approach similar to that of healthcare professionals. From the outset, they have been taught to know their excellent product and service inside out. And they want to talk about it. So when they hear that their prospects have a need, rather than launching into a tirade, they need to keep their cool. Every situation is unique, but one possible approach could be:

1- Ask for more information. There is usually much more to say than what has just been said. This is where curiosity comes into play. Why is this problem occurring? When was the problem first identified? Try to understand in which situations the problem arises.

2- Try to understand what has been done to resolve the issue. If nothing has been done, why do something now?

3- Probe the impact of inaction. If the prospect explains that there is no impact, either there is no relationship of trust between the salesperson and their prospect and the prospect does not want to appear vulnerable. In this case, it is unlikely that the opportunity will materialise. Either the problem is not yet a priority for the prospect, and it is time for the salesperson to gracefully move on to another prospect.

After being extremely sceptical about the need to see a physiotherapist, I admit that I now put myself entirely in his hands. He can ask me anything he wants and I will answer him with complete confidence. This relationship is something that can also be developed between a salesperson and their prospect through a well-defined questioning strategy. I assume you have this strategy in place to help your sales representatives. But if not, let me know and I will be happy to set aside some time in my schedule to discuss it.