Frayed

Success Breeds Prospects0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Most sales people tend to ease off on their prospecting when they have a healthy pipeline. They feel that there is plenty to work, they have a number of prospects on the go, and tell me, that their time is better used to drive the opportunities in the pipeline, and figure that they will prospect for more opportunities once the current pipeline solidifies. While the disjointed thinking of that logic is obvious to most, like “lemmings“, many sales people follow a path that ultimately leads less success.

Let’s say you close all the deals in your pipeline, let’s say; what will you work on the next day? We have all been on the pipeline roller-coaster. All kinds of opportunities to close at the peak, desperately prospecting (praying and hoping), at the bottom. Sure, it’s absurd, but sales pros choose to repeat it over and over, even though changing their habits is less stressful in the long run. So, what’s the alternative?

We have all heard the expression, and many of us have experienced first hand that Success does indeed breed success. In sales, the reality is that pipeline success leads to more success. Prospecting when your pipeline is “overflowing”, is one of the most fun things you can do. Sales professionals who take a balanced approach to their pipeline, meaning prospecting, finding new opportunities, is as important as closing any opportunity in your pipeline.

FrayedMost people don’t like prospecting because of the stress of having to add an opportunity sooner rather than later. That pressure is amplified when you have depleted all the opportunities, the emptier your pipeline, the more that silence reverberates the further your quota is out of reach. This pressure is very apparent to your prospects, even when you are hiding behind a phone, e-mail, or LinkedIn. They can smell a desperate seller a mile away in a storm. Mistakes come easier, frustration surfaces faster, and most seller’s results are much worse than they have to be; accelerating the downward spiral.

On the other hand, when your pipeline is full, you can truly forecast a successful month or quarter, there is hardly pressure at all. Every day you are focused on things that are driving deals, allowing you to leverage not just the energy in your prospecting, but the things your buyers responding to positively are the very things you can use in your prospecting. Just as they can smell fear, they can sense and respond to success. The way we carry ourselves when things are good, is positive and attractive. Buyers want to deal with successful professionals, something we can’t claim to be when our pipeline is low, when our energy is drained before we even pick up the phone or send an e-mail.

I suspect one reason people leave dead opportunities is so they can fool themselves out of prospecting. “I don’t need to prospect, look at all the things in the pipeline I can work on”. Right.

The solution is simple, make prospecting a habit. Base on your metrics, how many “meetings” do you need to generate to have enough coverage to get you to goal. Once you calculate that, you can have a good sense of how much time you will need to allocate to the activity each week, all through the cycle. It is usually less than you would think, it is only because we let it build up in our mind that it seems ominous. (Well, that and the rejection). I know how long it takes me to get an appointment, and I know how many appointments I need to succeed. But there is no denying that I am much better when the pipe is full, frankly because the state of my pipeline gives me the confidence to relaxed, focus and successful, which in turn gets me more prospects.

Join me Thursday for:

OBS Sales Experts

businessman on the beach

The “Dog Days” Of Sales0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

There is no denying that summer brings a different rhythm, energy and cadence to sales. Vacations, kids out of school, longer sunnier days are but a few contributing factors. Unfortunately, this just feeds in to tribal notions about selling the summer; no doubt helped by prospects and customers using “summer” to hold sellers at bay and fend off making decisions.

No, It Can’t Wait

While on the surface some of the reasoning presented by prospects (and often accepted at face value by some reps), may sound reasonable, they are not. When looked at in the cold light of time and quota, one can never take their eye off the prize, or assume that time somehow ticks away differently on the summer. A simple litmus test next time a prospect brings up summer, is to explore how tolerant their company is of seasonal short falls or slackness in effort.

Seasonal Adjustments

businessman on the beachOne benefit that the relaxed pace of summer brings, is people’s propensity to do mid-year reviews and status checks, and then adjust course accordingly. If you have dealt with a specific vertical, or set of buyers, you could be in a position to add to this process. Being that you have had greater exposure to best practices, you are in a position to offer value without talking product or sales. Having seen how different people and organisations approach similar opportunities, you should always be in a position to introduce new lines of thinking or tools that will help them complete their task, or enhance the effort. More on another way this can be handy in a minute.

Given that the cast of players in decisions is increasing, used to be 5.4, now it’s 6.7. Given that some of the players will be on vacation, others may be reluctant to make decisions. But that should not prevent you from going full speed into education and influence mode, using their relax stated to introduce elements into the discussion that will rekindle their enthusiasm, revive their energy to levels when they started their journey.

With the pressure gauge down, you will find it easier step back and refocus on things that precipitated the journey. We have had experiences, where mid-way through the year the focus and energy dips to where the project is abandoned, which explains the almost a third of deals that go to no decision. This is your opportunity to not worry about the ultimate decision, and have them emotionally recommit and reinvest in the project, which is an opportunity to review and learn what has changed, what would they do differently if they were to start over again, or at least based on their journey to date.

You must remember that some of these will in fact get back on track this year, others, while they may see merit again, will slip into next year, better than no sale at all.

Taking advantage of the mood of summer also allows you to explore the dynamics internally, and those that will have to be in place to ensure a decision coming out of Labour Day. How and who makes the decision, who can and has killed projects in the past, and other important facts that are much better exchanged in the Dog Days Of Summer.

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Time To Change The Sales Rhetoric0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

You know it’s getting bad when the pundits are spending more time picking at each other, than dispensing advice to the masses who clearly yearn for knowledge and means to achieve quota.

Pundits are no different than other vendors or providers, they want to sell their services, I know I do, to that they need to find an audience, that’s what I am doing right here. Knowing that the old saying that one can catch more flies with honey than vinegar, they tend to spread the honey liberally in the hope of catch an audience. (You know I much preferred the other way of expressing the above, namely, “where there is horse shit, there will be sparrows”).

My concern stems from the number of pieces delivered by pundits that are not about how their followers can change elements of their approach or execution to improve their sales and outcomes, but instead waste time and space knocking some other method of selling or point of view. Given that there are few if any black and white or definitive things in sales, I don’t see how anyone can truly believe that they have the secret, the only way to achieve a specific task or an entire means of consistently and continuously succeeding in every sale they are involved in. Sure, it makes for a good cover, but don’t be sucked in to believing that any single sales approach will prove to be the only one you’ll ever need.

But you suspect that the cupboard is bare when more is thrown at other schools of thought than at the challenge at hand, elevating the state of sales. At one point, it becomes more amusing than bothersome, and if you do have a balanced view on how to continuously expand your toolkit and improve your sales, it can be somewhat amusing.

leader

For example, if you are missing Samuel Beckett or Sartre, just sit back, read and absorb the absurdity of someone passionately litigating the uselessness of social selling, yet doing it all on social media. Or the alternative of a pundit who continues to tell me why cold calling is dead, and I need to adopt a more social approach, all in an unsolicited e-mail, addressed to a generic address they scraped from my website. Although both were more entertaining than the blog post (although it felt like a dissertation when reading), about “personas”, which if I had to give the Reader’s Digest Version, simply amounted to titles being substituted for Persona.

I know people get passionate about things they feel strongly about, but that does not make that view right, unique or absolute. I also understand that despite all the moving parts, good selling comes down to some core concepts, these core concepts don’t multiple or dramatically change over time, how you execute will, but the reasoning has been fairly steady since Eve, the Apple and poor Adam. So, I understand that after a while we may run out of new ideas, but that’s alright there is no need to panic.

I see part of my role as helping reinforce the core elements of execution, the fundamentals. No shame in that, in fact it should be more prevalent in pundit world. So rather than panicking that you may have run out of ideas, and turning to the dark side: “Hey I think I need to poo poo on other’s ideas, and proclaim to have the only game in town”, feel comfortable with your view, the advice that got you this far, and help those interested, in improving their game. Shitting on others may get you points with the malcontents of sales, but these same sellers may not be around to read your next piece, and boy will you be even more pissed then.

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stranger in their own deal

A Stranger In Your Own Deal?0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

It’s interesting to see how different sales people and organisations deal with lost deals. In light of the fact that most sales people including me, have an initial engagement to close ratio of less than 50%, meaning we lose more than we win, you’d think there would be more of a focus on understanding the reason for the outcomes of our opportunities. A better understand of why things turned out as they did, more importantly, how to change things to change the outcome moving forward should be of interest to sales types.

Even among those who do have a formal review process, they at times are limited by their scope and process.

A proper review of a loss is not easy, and may in fact be bruising to the rep involved. Which is one reason, I believe, that the rep involved in a lost deal should not be part of the process for loss review, at least not in parts involving the prospect in question. This is not some form of punishment, it is to ensure you get the best feedback for driving change.

Almost always, when you send the rep in to find out why they lost, you get no usable feedback. First off, the prospect, having made their choice has now shifted to implementing what they just bought (from the other guy). The easiest thing is to tell the rep it was price and product related differences. The reps have egos to protect, so what better than having the convenience of having price and product to blame. “See, it’s just as I and the rest of the team have been telling you….”

You really want this guy walking around the sales floor looking good for loosing?

stranger in their own dealIf you are looking for loss reviews to have real meaning and bring change, not only should you have someone else do it, but have a plan and specific areas that you will probe. Depending on the size of your deals and company, your best option is to go with a third part specializing doing post mortems.

One such professional I spoke to, told me that most of the time they uncover things the rep was not even aware of. As you may expect, reps spent their time on the “product selection” elements, even before the prospect(s) were at that stage of their buying process. As a result, the rep was beat long before price and features were even on the table.

In essence, the rep brought nothing new to the discussion, and early in the buying process was relegated to being the “low end benchmark”. As soon as another vendor/rep took the discussion to a direction that had nothing to do with product, but instead, to place that everything to do with the buyers’ objectives, business realities, and impacts they were seeking, the PP rep (Price Product), became the designated low end comparable, which is why he/she was allowed to stick around, and also why you need someone else to do the post mortems.

While you can’t relitigate the deal, you do have to make sure that you get to the core issue(s). On the surface this may seem like it is about why the rep blew it, but it is really about understanding what needs to be different next time. And if the rep objects, you just remind them that in reality, they were a stranger in their own deal to begin with, so it may as well be so in the post mortem, especially if you really want to learn and change.

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Looking in

Where’s You Next $1,000,000 Deal Coming From?0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

To do something right, you need to set time aside to understand things, to come up with a plan, and then finally doing it. All of these are elements of success, and they all require time to complete. This is why I want the sellers I work with to not think about time management, a really silly concept, but instead focus on time allocation.

To do that you must first know what are the key activities you have to do over the course of a sales cycle, prospecting, research, play-off pools, account management and more. This will vary from seller to seller and impacted by what they sell and to whom. Next you have to figure out and understand how much of your time needs to be allocated to each activity, but again only the activities you need to succeed, so I’m thinking maybe the play-off pool should come of the list. First thing you have to accept is that there is no right number, just your number. Some will have to allocate more to an activity than you, and for other key activities the opposite will be true. The only number that counts is yours, and the only thing that counts is how you improve it, because next year, your quota is going up, but you ain’t getting another second in the day to work with.

Once you have that together, you need to make sure that it makes its way into your calendar, and in the proportions you came to above. So if you had for example 20% of your time allocated to prospecting, (and were able to validate that with your metrics), then over the course of a four week sales cycle, assuming you work a 50 hour week, you will set aside, bank if you will, 40 hours over the four weeks for prospecting. If you don’t block that time in your calendar in advance, like you would with other important things, like say client meeting, pipeline reviews, and oh yes, play-off pools, it won’t get done.

Now some will tell me that they wanted to prospect, but couldn’t get around to it cause too many things came up. Things like what?

Seriously, what’s more important than ensuring you have enough fuel in the tank to take you to your destination? I don’t see a lot of sales guys heading out for Miami with only enough gas to get half way there, and no plans or means of acquiring more fuel before they run out.

The most common things is closing a sales or looking after customer issues. But if you had allocated the time for closing and the time for managing accounts, then why take from an equally important activity. I know closing is important, sexy and rewarding, but wasn’t that once a prospect?

Looking inTalk to wealthy people, and they all say, they put a specific amount away for retirement and other things that were important to them, before they would spend money on other less important things. So what’s important than filling your pipeline with your next opportunities, think of them as baby deals.

If you wanted to prospect, you would set time to do it, just like you do for closing calls, upsell calls, or vacation. These things are all in your calendar now, are the hours you will prospect next week? No!

“I’ll prospect as much as I can, depending what else I have to do”. Wrong, you should prospect as much as you committed to, based on your conversion rates and other metrics.

No, carve out and protect time to prospect, and then fit in all the other activities around it.

I ask reps, if you had a call set, where they were going to sign a $1,000,000 deal, what would I have to do to keep you from going? Yet when it comes to finding the next $1,000,000 deal, ah, that’s not that important.

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Pensive businessman sitting at the table with ball in office. Looking away

March Sadness0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

I recall reading Skip Miller’s “ProActive Sales Management”, where he states: “If you, as a sales manager, do not know if you are going to make the year after the first quarter, the battle is over. Now you better be lucky.” I should think we can include front line sales people. Given the “advancements” in sales technology since the above statement was made, there is no reason why sales people should not be in a position to know how their year will turn out and what they have to do to make sure it turns out above quota. But based on numerous sources, many do not have a clue where they are at the end of Q1, and are destine to continue to travel the rest of the year in the same clueless bliss.

Well, whether you’re a manager or a rep, Q1 ends this Friday, where are you going to be come Monday?

Reps need to have much greater control of things in their pipelines than they do over events in their brackets, where they have no direct control. There are two key things reps need to do to avoid March Sadness, have a clear positive view of the path forward, and exceed quota.

 

Your Quota Is Not A Plan

Part of the challenge is that many do not take the time to plan, either in a big picture way at the start of the year, quarter, and each month. Sure everyone has a strategy, but your architects aren’t gonna build your building, you need construction guys to do that, with their tactical plan and skill to translate the architect’s output to a viable structure.

Too many sales people see their quota as a plan, it is not, it is a destination, and should be leverage as such. It is still up to you to plan your step by step success and execution that leads to it. Despite the talk of ABM, many reps do not extend that work into a territory execution plan or account plan. Activity based on KPI’s is not execution of a plan, sure things get done, sometimes even according to “plan”. Given that the prospect/client is yours, the quota is yours, should not the execution plan and actions taken also be yours? If you answered yes, then why are so many sellers achieving less? Sure a paint by numbers painting is a picture, but it is hardly art. Hitting KPI’s set by someone else, is not selling.

Who is the Villanova in your Pipeline/Base?

I had a number of conversations with reps last week looking at the end of Q! and forward. One common factor is the lack of a viable pipeline. I know people don’t like to bring numbers in to sales, seems to confuse the issue with facts, but it is not hard to look at people’s pipelines to see that much of their sorrows can be addressed with a bit of prospecting. But there is no shortage of excuses as to why they can’t or won’t prospect at sufficient levels to drive quota. If you have a close ratio of 4:1, it is not hard to know what you should have in your pipeline, and if you’re short, you gotta prospect.

Instead many tell me that they can make up the gap from existing clients, or they have a big opportunity they are working on, “a sure thing”.

You know what they say, a picture is worth a thousand words, just substitute brackets with pipelines, and then take a look at yours:

brackets tweets

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businessman with umbrella and thumb down rain

Rejection In Your Face4

By Tibor Shanto – tibor.shanto@sellbetter.ca 

In the late 1990’s or early part of the last decade, I remember reading a piece about a study in one of the Scandinavian countries, who were early adopters of text messaging, SMS. It pointed to the fact that more and more young people were choosing to initially interact with potential dates using SMS, one of the key reasons that rejection was easier to deal with when it was not direct, in your face. The rate of rejection or acceptance did not change much, may have even gone up as it is easier to ignore a text message. But the lack intimacy, direct contact, not having to be in direct contact at the time of rejection, made it more bearable, despite the result.

There is no doubt that the reason sales people do not like to prospect, specifically direct prospecting, for instance telephone prospecting, is rejection. Who can blame them, no one wants to be rejected, and it is only compounded when that rejection directly impacts one’s ability to earn a living, eat and generally succeed in their chosen vocation. This is why so many sales people and companies spend time and money trying to avoid objections. The thinking being, “if we can avoid rejection, we will have greater success.” Understandable but hardly practical, if you are going to make unsolicited calls (cold or pre-warmed), you will face rejection. If you are going to play football, you will get tackled, you will get bruised, and if you have any intention of succeeding, you will get back up and ready yourself for the next play. Not so for many in sales.

This became even more clear during an unsocial discussion with a proponent of social selling. He was trying to convince me that there is less rejection with his approach than with telephone prospecting. While neither of us had the stats to prove or dispute, what was clear is that his focus was not the rejection itself, but more how he did, or did not, have to deal with it. Much like the adolescent lovers in Scandinavia, for this person, and I suspect for many who exclude telephones from their prospecting routine, it was more about how direct the rejection was.

“I don’t mind if they don’t respond, I just don’t want to have to deal with the reality of it.”

Which is another example of where the driving factor in executing a sales is not the desired outcome, but how it “feels”. It feels good when someone puts a like on your LinkedIn or Facebook post, allowing us to pretend that those who choose not to like it, who ignore and reject the message, just don’t exist. But from a desired outcome perspective, no different. So why not go direct?

One of my first sales jobs required that I make 160 dials per day, speak to 30 people, and get a yes from ten. My manager helped me by highlighting that if the 100 people who “rejected” me through the week were all in the subway car with me on my ride home Friday, they would have no idea it was me who they blew off on the phone. To this day, I look at the people in the Starbucks line, and wonder which one blew me off on the phone that morning.

While rejection may not be fun, it is part of sales, and will happen no matter which approach you take, it just a question of how direct, and how you deal with it, choosing not to deal with it does not change things. The real question is what is more important, achieving desired outcomes, or???

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Sales_Cartoon_sales process

Never Let A Good Plan Get In The Way Of Success!2

By Tibor Shanto – tibor.shanto@sellbetter.ca 

In some sports and other skills based endeavours, for example figure skating, you can score points for artistic merit, and you also get scored on execution. Sales on the other hand is more like hockey or football (North American), while Artistic Merit is admired, execution is key, but the only measure that counts at the end, is the outcome, did we win, or, well really, what else is there? Execution is a means to an end, not an end on to itself, which is why teams and coaches use playbooks to help their teams execute better, but better execution without the results, i.e. winning a client and the revenue that leads to, does not lead to long term sales success.

Sales_Cartoon_sales processWhile I have always been a proponent of a good sales process, and having a playbook to assist and improve execution, let’s not lose sight of the overall objective: Revenue! I worry when I see sales managers and leaders put a greater emphasis on process and playbook than results. I have seen to many mistake one for the other, where sales people who delivered results were questioned about why they did not follow the process, rather than given credit for assessing the situation and acting.

You can see the opposite of this when sales people who continue to underperform, but are maintained (and rationalized) because they were “compliant”, followed the process. Don’t be that seller who continuously achieves also-ran status with high artistic merit, and low points for execution.

A process and playbook are meant to be dynamic and evolving, the only way to improve and to ensure that it is effective in the only thing that counts, Revenue, to continue to evolve it based on market realities. The market and out prospects continue to evolve, treating your playbook and process as though they are impervious to change will only lead to more work, and over time diminished results.

Playbooks are a collection of best practices, which requires we continue to test, examine, deploy, review and execute again. They are guidelines not divine declarations, every day your process does not evolve in some way, is a day you fall behind. We cringe when prospects say “because we have always done it that way”, yet we seem to be comfortable with allowing that thinking when it comes to playbooks and processes.

Too many sales managers and organization spend too much valuable time on pipeline reviews, a deep dive of ass covering. Instead they should be doing process and playbook reviews, after all what is in your pipeline is a result of how good your process is and how well it is executed. In fact, they should be doing Pipeline Previews, this allows my clients to look ahead, and understand which elements of their playbook and process will help move the sale forward, and which need to evolve to ensure they win the sale. Good execution of a bad process or playbook means nothing at the end of the day; may look good, but little more.

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mANAGER - lEADERS

Are You Developing Managers Or Leaders?0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

We have all witnessed situations where an outstanding sales rep is “rewarded” with a promotion to sales management, leading to two compounding problems. The previously successful contributor flounders in the new role, and you have an underperforming territory where you had a star you moved. There is no doubt that you’re a+ Primo players, should be recognized, even rewarded for their contribution, (which is what I thought the incentive plan was for), but that reward should be one that resonates with them, not with current company leadership.

Successful leaders create an environment where they understand what the rep in questions considers to be a reward or recognition. Many companies default to either monetary rewards or hierarchical promotion. The challenge with the former, is that real A+ Primo players can generally achieve the financial results they want, especially if, as mentioned, you have an effective incentive plan in place. But even then, money is an interesting aphrodisiac, it is a lot like gas, which fills the entire space or volume of its container regardless of the container size, no matter what the volume, it will fill a bigger container. Even a substantial increase will have limited lift, limited change in behavior.

mANAGER - lEADERSThe challenge with promotion is that some don’t want it as much as those higher in the hierarchy believe. Clearly those in senior roles, those who enjoy and are successful at it, find it hard to understand why others don’t get turned on by the same thing. But many don’t, we have all known career sales people, who continuously make more money than their managers or even directors, but and have no desire to take on the role. Promote one of these reps, as many do, and you not only face the issues presented above, but a bunch of collateral damage. Damage on the other members of the team who now lack a leader, this will manifest in either lower revenues or mass departures, sometimes both. Not to mention the countless dollars spent with experts to try “reprogram” the rep, mentor, coach, and all the other programs invested in, with little or no impact.

The answer is determined a lot earlier, at the time of hiring. Organizations should be hiring for the role, not hoping that some will evolve into it, especially when they were hired to do a specific thing. I don’t see a lot of football team bringing on a lot of placeholders with a goal that they will one day make great field goal kickers or quarterbacks. With all the talk about Account Based Management, perhaps we should extend the concept to how we construct a successful sales team, put some focus and energy in to Role Based Hiring and Development. I do apologize to those who sell programs to help people make the “transition” from one role to the next, but more often than not the result is the creation of a managers not leaders. Bureaucrats who excels in explaining and enforcing a process, but are useless at leading their teams in executing and continuous improvements in that execution. Manager is a great title, but it is leadership that will drive results both in the short and long term. Don’t settle just because it is easy, convenient, or always done that way.

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Concept of afraid businessman like an ostrich

The Power of Denial0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Wanting to understand “why” and “how” are a curiosity we are all born with. Just look at infants and toddlers, they are always asking “why” and “how” questions, something may be mundane or old hat to me, is brand new and completely unimagined to them until they see or experience it. But as they enter the school system, things change; a small minority maintain their constructive curiosity, not settling, they continue to push the envelop to discover more, discover “how” things work, and “why” things have to be the way they are, “why” not different. are keen to change, add to, or take away from a technique, to see what incremental change will lead to incremental gains that add up over time. Even when they succeed, win first prize, they are never satisfied, because they know more will be required tomorrow, and certainly the next fiscal year.

And then there is the rest, the majority, those who from the time they enter school, seem to look for little more than the opportunity to exist and sustain. They are taught and quickly learn to “fall in line”, accept how “things work”. Their success (as such), is based on, and thrives by continuing to tow the line and play to the current wave. Rather than leveraging curiosity to propel them further, they wait to be told “how” to do things and “why”. Success here of course is not measured by quality of output, but by how well they play within the lines and being able to deny any and all things outside those lines. They learn how to rationalize and deny; and with years of practice, they are ready to move into the work force, prepared to deliver. Needless to say, some of these people grow up to be sales people, where playing between the lines and denial as an art form, seem to be core and sought after capabilities.

If you doubt this, ask yourself why so many underperforming reps continue to be employed, while continuing to miss quota. Or why the Pareto Principle, the 80/20, is so entrenched, and unchallenged in the sales world; rather than challenging the principle it, people operate as though it was divinely ordained. Interestingly, someone was sharing some data with me recently, that suggested that it is now 13% of reps delivering 87% of the revenue.

It takes a lot of attitude and effort to avoid the seduction of denial. As we progress from school to post secondary, the art of denial is fine tuned and reinforced. Speak to the “average” students, and they have learned to rationalize their results much better than learning the subject matter they “averaged” in. They point to those A+ students as anomalies, denying the facts at hand. By the time they arrive at work, their habits and attitudes are set, faced with a choice of taking a different tack than their peers or denying results, and the latter wins with most. Their managers, themselves plucked from the pool of deniers, just reinforce the whole mess, and cycle continues.

Don’t disperse, while the power and seduction of denial is great, there is a way to overcome it, and it is a tactic that will help your interactions with buyers as well. Make a difficult, but important change. Rather than telling people, including prospect, “why” and “how” things are, change to asking “why” and “how”, and then deal with the answer. Most exceptional sellers I know, the 20% (13%), fear failure, and are willing to go a path less followed; while the 80% (87%), fear success, and everything that brings, and opt for the power of denial!

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