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VIDEO SUMMARY
Dive Into the Vital Steps of Selling Psychology: Transform Your Approach!
Hey there, Sales Superstars! Ever had that moment when you thought you nailed the sale, but then… crickets? 🦗
Or maybe you’ve felt the sting of losing a prospect’s interest faster than you can say “closing deal”? 😅
Well, guess what? There’s a whole psychology behind selling effectively, and it’s about time you cracked the code! 💼
Dive into the secrets of successful selling with our latest guide! Learn how to drop the enthusiasm (yeah, seriously!), ditch the pitch, and say goodbye to the pressure cooker sales tactics. 💡
It’s all about understanding your prospects on a deeper level, making it about them, not you. 🎯
Discover how to quantify the value of your solutions, engage in meaningful two-way dialogues, and master the art of delaying the budget talk until the perfect moment. 💡
Trust us, it’s game-changing stuff! 🤯
Curious to know more? Click the link in our bio and unlock the ultimate guide to selling like a pro🔎
Your prospects will thank you, and your sales numbers? Well, they’re about to skyrocket! 🚀
#SalesSuccess #PsychologyOfSelling #GameChanger
Step-by-Step Guide
Step 1: Drop the Enthusiasm
Description:
Salespeople should avoid being overly enthusiastic or excited when interacting with prospects as it can be off-putting and may repel potential customers.
Implementation:
- When introducing yourself to prospects, maintain a calm and genuine demeanor.
- Avoid over-the-top gestures or expressions that may come off as insincere.
- Focus on being authentic and relatable rather than artificially enthusiastic.
Specific Details:
- Enthusiasm can trigger a psychological phenomenon called reactance, causing prospects to resist or pull back from the sales interaction.
- By being more genuine and less enthusiastic, salespeople can establish trust and rapport with prospects more effectively.
Step 2: They Don’t Want the Pitch
Description:
Prospects are often turned off by sales pitches that focus solely on the benefits of the product or service without understanding their specific needs and concerns.
Implementation:
- Prioritize engaging prospects in a conversation about their needs, challenges, and priorities.
- Avoid launching into a sales pitch before thoroughly understanding the prospect’s situation.
- Focus on active listening and asking open-ended questions to uncover valuable insights.
Specific Details:
- Effective selling involves a consultative approach where the salesperson seeks to understand the prospect’s requirements before presenting solutions.
- Analogize the sales conversation to a doctor-patient interaction, where the focus is on understanding symptoms before prescribing treatment.
Step 3: Pressure Is a “No-No”
Description:
Applying pressure tactics in sales interactions can be counterproductive and may lead to resistance from prospects.
Implementation:
- Avoid using high-pressure sales techniques such as aggressive closing tactics or artificial deadlines.
- Focus on building trust and fostering a collaborative relationship with the prospect.
- Provide information and guidance without imposing undue pressure or urgency.
Specific Details:
- Pressure tactics can undermine trust and credibility, leading prospects to feel uncomfortable and less inclined to make a purchase.
- Emphasize a consultative and supportive approach rather than trying to force a decision prematurely.
Step 4: Focus on Building Rapport
Description:
Building rapport is essential for establishing a connection with prospects and fostering trust throughout the sales process.
Implementation:
- Begin conversations with prospects by finding common ground or shared interests.
- Use active listening techniques to demonstrate genuine interest in the prospect’s perspective.
- Incorporate personalized elements into the conversation to show empathy and understanding.
Specific Details:
- Establishing rapport creates a more comfortable and open atmosphere, allowing prospects to feel more receptive to the sales message.
- Look for opportunities to connect on a personal level, such as discussing shared experiences or interests.
Step 5: Identify Pain Points
Description:
Understanding the prospect’s pain points is crucial for tailoring the sales approach and offering relevant solutions.
Implementation:
- Ask probing questions to uncover the challenges and frustrations the prospect is facing.
- Listen attentively to the prospect’s responses and take note of specific pain points mentioned.
- Empathize with the prospect’s concerns and validate their experiences.
Specific Details:
- Identifying pain points enables salespeople to position their product or service as a solution to the prospect’s problems.
- Use open-ended questions to encourage the prospect to elaborate on their challenges and articulate their needs effectively.
Step 6: Provide Value
Description:
Offering value to prospects goes beyond the features and benefits of the product or service and involves addressing their specific needs and concerns.
Implementation:
- Tailor the sales presentation to focus on how the product or service can solve the prospect’s problems or alleviate their pain points.
- Highlight key features or capabilities that directly address the prospect’s requirements.
- Offer insights or recommendations that demonstrate expertise and add value to the prospect’s decision-making process.
Specific Details:
- Providing value builds credibility and positions the salesperson as a trusted advisor rather than just a product seller.
- Emphasize the benefits of the solution in relation to the prospect’s unique challenges to reinforce its relevance and value.
Step 7: Remove Pressure from Sales Interactions
Description:
Avoid putting pressure on prospects during sales interactions as it can be counterproductive and may lead to resistance.
Implementation:
- Refrain from persuading prospects to make immediate decisions or commitments.
- Focus on creating a relaxed and non-confrontational atmosphere during conversations.
- Encourage open dialogue and allow prospects to express their needs and concerns freely.
Specific Details:
- Pressure tactics can trigger reactance in prospects, causing them to withdraw or resist the sales pitch.
- Adopt a patient and supportive approach, allowing prospects to make decisions at their own pace without feeling pressured.
Step 8: Make the Conversation About the Prospect
Description:
Shift the focus of sales conversations from the salesperson or the offering to the prospect’s needs and priorities.
Implementation:
- Ask questions that prompt the prospect to discuss their challenges, goals, and preferences.
- Listen actively to the prospect’s responses and tailor the conversation accordingly.
- Avoid monopolizing the conversation with information about the product or service; instead, prioritize understanding the prospect’s perspective.
Specific Details:
- Prospects are primarily interested in how the offering can address their specific concerns and add value to their lives.
- Engage prospects by demonstrating genuine interest in their needs and showing empathy towards their challenges.
Step 9: Empathize and Understand the Prospect’s Perspective
Description:
Develop empathy for the prospect’s situation and gain insight into their perspective to enhance communication and rapport.
Implementation:
- Put yourself in the prospect’s shoes and consider their viewpoint when discussing potential solutions.
- Ask questions that delve into the prospect’s experiences and emotions related to the buying process.
- Demonstrate empathy and understanding through active listening and genuine responses.
Specific Details:
- Understanding the prospect’s perspective enables salespeople to tailor their approach effectively and address the prospect’s concerns more comprehensively.
- Use empathetic language and gestures to convey understanding and build rapport with the prospect.
Step 10: Create Value Through Strategic Questions
Description:
Generate value during sales interactions by asking strategic questions that prompt deeper reflection and understanding.
Implementation:
- Pose open-ended questions that encourage prospects to elaborate on their challenges, goals, and aspirations.
- Use probing questions to uncover underlying needs and motivations that may influence the prospect’s decision-making process.
- Focus on creating a dialogue that adds value to the prospect’s decision-making journey by providing insights and facilitating self-discovery.
Specific Details:
- Strategic questioning helps salespeople gather valuable information about the prospect’s pain points, priorities, and preferences.
- Frame questions in a way that prompts the prospect to consider the potential benefits and outcomes of addressing their challenges with the proposed solution.
Step 11: Embrace Rejection as a Learning Opportunity
Description:
View rejection as a natural part of the sales process and an opportunity for growth and improvement.
Implementation:
- Recognize that not every prospect will be a good fit for the offering, and that’s okay.
- Reframe rejection as a chance to refine your approach, identify areas for improvement, and better qualify prospects in the future.
- Maintain a positive attitude and resilience in the face of rejection, focusing on continuous learning and development.
Specific Details:
- Rejection is not a reflection of personal failure but rather an indication of misalignment between the offering and the prospect’s needs.
- Analyze the reasons for rejection to identify potential areas of weakness or areas for improvement in the sales process.
Step 12: Qualify Prospects Early
Description:
Efficiently identify qualified prospects early in the sales process to maximize time and resources.
Implementation:
- Establish clear criteria for determining prospect fit based on factors such as budget, need, timeline, and decision-making authority.
- Use qualifying questions to assess whether the prospect meets the predefined criteria and has a genuine interest in exploring the offering further.
- Prioritize prospects who align closely with the ideal customer profile and are more likely to benefit from the solution.
Specific Details:
- Qualifying prospects early helps salespeople focus their efforts on leads with the highest potential for conversion, increasing efficiency and productivity.
- Avoid investing significant time and resources in prospects who are unlikely to convert, and redirect efforts towards more promising opportunities.
Step 13: Qualify Prospects Effectively
Description:
Ensure that the majority of your time is spent engaging with qualified prospects who are genuinely interested in your offering.
Implementation:
- Establish clear criteria for qualifying prospects based on their needs, budget, timeline, and fit with your offering.
- Disqualify prospects who do not meet the predefined criteria to focus your efforts on more promising opportunities.
- Communicate openly with prospects about the qualification process to alleviate pressure and foster a more comfortable interaction.
Specific Details:
- Qualifying prospects early in the sales process allows you to invest your time and resources more efficiently and effectively.
- Be transparent with prospects about your qualification criteria and the rationale behind disqualifying leads that are not a good fit.
Step 14: Practice Transparency and Honesty
Description:
Be candid and forthright in your communication with prospects, expressing your thoughts and feelings openly.
Implementation:
- Trust your intuition and communicate any concerns or reservations you may have about the prospect or the sales process.
- Address potential issues or objections directly rather than avoiding them or glossing over them.
- Foster a culture of honesty and transparency in your sales interactions to build trust and credibility with prospects.
Specific Details:
- Transparency and honesty create a foundation of trust and authenticity in the sales relationship, enhancing the prospect’s confidence in your integrity.
- Be genuine in expressing your thoughts and feelings, even if they may be perceived as negative, as it demonstrates sincerity and builds rapport with the prospect.
Step 15: Understand the Prospect’s Challenges
Description:
Delve deeply into the prospect’s challenges to gain a comprehensive understanding of their needs and pain points.
Implementation:
- Use probing questions to explore the root causes and implications of the prospect’s challenges.
- Encourage the prospect to share specific examples or anecdotes that illustrate the severity and impact of their challenges.
- Demonstrate empathy and active listening skills to validate the prospect’s experiences and concerns.
Specific Details:
- Understanding the prospect’s challenges on a deeper level enables salespeople to tailor their solutions more effectively and address underlying issues comprehensively.
- Adopt a curious and empathetic mindset to uncover hidden challenges and opportunities for value creation.
Step 16: Quantify Value Through Questions
Description:
Quantify the potential value of solving the prospect’s challenges by asking targeted questions about the financial impact and benefits.
Implementation:
- Prompt the prospect to articulate the specific financial gains or savings they anticipate from resolving their challenges.
- Use open-ended questions to allow the prospect to provide their own estimations of the potential value.
- Tie the challenges directly to tangible outcomes such as increased revenue, profitability, or cost savings.
Specific Details:
- Quantifying the value demonstrates the potential return on investment for the prospect and reinforces the significance of addressing their challenges.
- Encourage the prospect to quantify the value in their own terms, making it more relatable and compelling.
Step 17: Facilitate Two-Way Dialogue
Description:
Promote active engagement and participation from the prospect by fostering a two-way dialogue throughout the sales process.
Implementation:
- Encourage the prospect to share their thoughts, opinions, and concerns openly during the conversation.
- Use feedback loops and probing questions to keep the interaction dynamic and engaging.
- Maintain a balance between presenting information and soliciting input from the prospect to ensure mutual understanding and alignment.
Specific Details:
- Two-way dialogue creates a collaborative atmosphere where both parties contribute to the conversation, fostering trust and rapport.
- Use feedback loops strategically to reengage the prospect and address any potential misunderstandings or objections.
Step 18: Delay Budget Discussions
Description:
Postpone discussions about budget until after thoroughly understanding the prospect’s challenges, needs, and desired outcomes.
Implementation:
- Prioritize building rapport and exploring the prospect’s challenges and objectives before broaching the topic of budget.
- Introduce the budget discussion as part of the later stages of the sales process, once the prospect sees the value and relevance of the proposed solution.
- Frame budget discussions in the context of the prospect’s priorities and the potential return on investment.
Specific Details:
- Delaying budget discussions allows for a more strategic and informed approach, focusing on building value and alignment before addressing financial considerations.
- Position the budget discussion as a natural progression in the conversation, emphasizing its relevance to the prospect’s goals and challenges.
COMPREHENSIVE CONTENT
Intro
Do you ever notice that moment, where you’ve won over that prospect? But, on the other hand, have you ever seen the look on their face when you just clearly lost them? There is truly a psychology to selling effectively. Yet most salespeople don’t know exactly what they’re doing correctly that’s making people more attracted to them, versus incorrectly that’s actually repelling prospects away from them. In this video I’m going to show you the psychology of selling. The 13 steps to selling that actually works, check it out. (clicking)
Number one: Drop the enthusiasm.
This is probably my biggest passion in this sales training space is getting salespeople and to drop the enthusiasm, to drop the excitement when they’re in front of prospects. Your prospects don’t like it, they don’t enjoy it. They don’t feel good about it because it doesn’t seem real, right? If I go up to you, just forgetting a sales situation, but let’s just say I come up to you at a networking event, right? And I come up, and I introduce myself. And I say, hi, my name’s Marc, it’s nice to meet you. Right, simple introduction. What if on the other hand I come up and I say, hey, Marc Wayshak, how are you? You’re immediately like, what, that feels weird. And then, when you add it into a selling situation, immediately your prospect is going to be repelled. It actually is caused by a psychological phenomenon called reactance, where when we’re clearly trying to push someone in one direction they’re going to resist, they’re going to pull back. So we want to drop that enthusiasm, and instead just be real, be genuine.
Number two: They don’t want the pitch.
Some very recent data showed that one of the biggest reasons that prospects and buyers don’t ultimately choose to do business with a salesperson is that they felt that the salesperson didn’t really understand their needs, their concerns. Yet, what most salespeople are doing is when they first meet that prospect they’re coming in with that pitch. They’re coming in with all of the reasons why someone should do business with them in the first place when we don’t actually know if it’s a fit. We haven’t done that proper discovery to understand what’s really going on. So what your prospect really wants at the end of the day is they want to be engaged in a conversation about what’s going on, what’s really important to them. And what those challenges actually look like to them.
Number three: Pressure is a “No-No”
Now, growing up we would always use the term no-no, that’s a no-no. And I still think about pressure in sales as the same idea here. It’s that we don’t want to be putting pressure on prospects because it’s a no-no. Because it is such a taboo, it is such a bad thing. And it’s not just not helpful, it’s actually killing the sale. So what we want to do is remove all pressure from the selling situation. Instead of trying to persuade the prospect to tell us, yes, where we’re immediately as a result putting all this pressure onto them. Instead, we want to take a step back. It’s like I said earlier, there’s this concept called reactance in psychology where in any situation when we’re trying to push someone to do something, and they know we’re doing that, they’re immediately going to want to pull back. Think about trying to get your kids to do something, or your spouse, or someone that you know. Trying to push them into something that they’re not really sold on yet. If they feel like you’re putting pressure there’s a good likelihood that they’re actually going to pull back. Well, that’s the exact same thing with selling to a prospect. If we’re putting pressure on they’re actually gonna pull back. What I suggest is you take all that pressure off. And, instead, just questions to determine whether there’s actually a fit.
Number four: It’s about them, not you
Now, again, this goes back to one of these really old ideas. There was a boss that I had who used to say prospects listen to one radio station. And that one radio station is WIIFM. Now, do you know what WIIFM stand for? It’s what’s in it for me, that’s what prospects care about. They don’t care about you, they don’t care about your offering. They don’t care about your products, or your services, or how great your service is. What they care about is themselves. Is this conversation going to be, A, worth my time, and, B, is their solution going to actually help me solve a problem that I care about? If they can’t answer affirmatively to either or both of those questions, then you’re in trouble. We’ve got to make the conversation about them. Understanding their concerns, asking questions about their challenges, the things that they care about. And then, when they see that it’s about them, now they’re going to be engaged in a conversation. Because people like to talk about themselves. People like to talk about their concerns, or their goals, or whatever it is that they’re looking to accomplish. By making it about them and not your offering, now we’re in a position where we’re much more effective.
Number five: Get in their shoes
Some really powerful data has shown that top performers are much more effective at taking the perspectives of their buyers.
Number six: We need to create value through our questions.
When you watch those scenes in The Sopranos, if you’ve ever watched the show The Sopranos. And you watch the conversation between Tony Soprano and his psychologist. It’s really interesting from a sales perspective as I watch it. Because she’s never really, the psychologist, is never saying the solution. Tony says he’s got a problem where he’s concerned about this. And then psychologist says, well, help me understand why you say that. Or, how’s that make you feel? Now, these aren’t necessarily the exact questions that we want to be using in sales. But what you see is that most salespeople when a prospect comes to us and says, oh, I’ve got this problem, most salespeople say, well, you’re in the right place. We’ve got this awesome new suite of products that are gonna help you. Instead, take a step back, and create value not through what you’re saying, what you’re pitching, but instead create value through the questions you’re asking. Help me understand why you say that. What would you say this challenge is costing you? Or if you were able to solve this problem what would it mean in additional revenue or additional profitability? Create the value through the questions, not through the pitching of your ROI, or the pitching of the value that your service offers. Really, do it through the questions, not through just the actual statements you’re making.
Number seven: “No” isn’t bad.
Let me repeat that, no isn’t bad.
Number eight: If you feel it, say it.
Let me repeat that, if you feel it, say it. One of my mentors used to always say this. And it’s just stuck with me as so true. Quite frankly, even more true in today’s selling environment where there’s just no time for wasting time with tire kickers or people that just aren’t a fit. If your prospect is talking in a way that’s making your gut say, you know what, there’s something not right here, rather than just push through just say it. Just get it out on the table, whatever it is that you’re feeling. And I don’t mean to say that this has to be confrontational. But let’s say your prospect, it just seems like they’re just not into this. Maybe the timing’s not right, or they’re not interested, or they just seem distracting in the meeting, say it. Say, George, I really appreciate your sitting with me today, but it seems like you’re pretty distracted right now. Is this maybe not a good time to be talking about this? And watch them suddenly say, oh, no, no, no. I’m sorry, I was distracted, but no, no, I do want to have this conversation. Or if they seem like they’re just not interested in what you’re talking about. You say, George, I get the sense that this just doesn’t seem to be of a lot of interest to you, is that fair to say? Now, they may say, yeah, you know what, no, I’m not interested. And then you can say, okay, well tell me why you say that, right, so you dig in there. But they may also come back and say, no, no, no. No, this is definitely something that I want to talk about. It’s amazing how you get to the point so much quicker by saying what you’re feeling. If you feel it, say it.
Number nine: Get deep into their challenges.
There is something that I’ve been saying for years, that we need to think like a doctor. We need to stop thinking like a salesperson, and start thinking like a doctor. This idea of getting deep into their challenges I think addresses that exact concern. It’s that the typical salesperson, prospect comes to them and says, oh, you know, we have this operational challenge. Do you think you can help us? And the typical salesperson says, absolutely, we can help you. We’d happily give you a suite of offerings, whatever, you know. But they’re not going into the challenges. They just identify a surface level challenge, and then they offer the solution, versus the professional salesperson who thinks like a doctor. So, the prospect says, yeah, we’ve got these operational issues. Do you think you can help us? And the doctor says, well, tell me more about those challenges. Help me understand what’s going on, dig deeply. Think of it as an iceberg, right, most prospects are willing to discuss what’s at the very top of the iceberg to anyone. And what we want to do is go deeper and deeper, and understand what’s really going on to get deep into those challenges. Really, using psychology, using effective questioning to get into the core challenge that they’re facing.
Number 10: Tie those challenges to value.
Tie those challenges to value. Tie those challenges to value. We talked about going deeper to really understanding what’s going on. Now what we want to do is tie those challenges to a specific value. What is it that if they could solve this challenge what would it mean in value to them in upside revenue, or profitability, or savings? Here’s an example, prospect is talking about their marketing challenges, right? And they’re saying, yeah, just our marketing is not as effective as we’d like. We just feel like we’re not getting the number of leads that we’d like.
Number 11: Make it a two-way dialogue.
Psychology shows us that when people are actually speaking that’s when they’re most engaged. When they’re listening they’re maybe engaged, but they’re less likely to be really engaged. So what you want to do is even when you’re presenting you want it to be a back and forth. You want it to be a two-way conversation where there’s never a period where you’re just going, on, and on, and on, and on. And talking about your service, or your product, or your offering, or the value that you create. You want to only be going on for a little bit, and then reengaging them back into the conversation. If it is truly a two-way conversation you are going to close a lot more of your sales because it means that they have to be engaged if it’s a two-way dialogue. Keep that back and forth, anytime you present something say something like, so now that I’ve shown you that I want to understand, does that make sense based on what we’re talking about? Get them back into the conversation.
Number 12: Budget comes later.
This is one of the most important things is that we don’t want to start our conversation by talking about our price or talking about money at the beginning of the conversation. We want that to come at the end of the discovery process. What that would look like is we’ve gone through the challenges, we’ve gone through what the upside value is. We’ve gone through really understanding the whole issue. And now it’s time to talk about budget. So you might ask a question like, you know, George, typically a solution based on
Number 13: Feedback loops.
I said earlier we want to make our presentation a two-way dialogue. And the feedback loops are simply those little questions when we’re talking to people that are pulling them back into that conversation. And feedback loops are something that I use all the time with every single person in my life because it’s so effective. If you ever find yourself going on and on, or talking for more than, you know, let’s say 60 seconds, stop and just say, so before I go any further, does this make any sense? Or do you see what I’m saying, or does that work for you? Right, these little questions that are pulling people back into the conversation. The data shows that these little questions are not only reengaging people in the conversation, but it’s also creating little moments of buy-in. Little, basically, think of them as almost like a mini close in the conversation. You’re pulling them closer, and closer, and closer. That way by the end of the presentation, assuming they’ve been on the same page with you, and they like what you’re saying, then the only question to close is, what would you like to do next? There is no hard close because you’ve used these feedback loops all throughout the process. And now all you’re doing is just establishing what’s the next step.
There is the psychology of selling, the 13 steps to selling that actually works. I want to hear from you, which of these ideas did you find most useful? Be sure to share below in the comments section to get involved in the conversation. And if you enjoyed this video, then I have an awesome free eBook on 25 tips to crush your sales goal. Just click right here to get it instantly. Seriously, just click right here, it’s free. Also, if you got some value, please like this video below on YouTube. And be sure to subscribe to my channel by clicking my face right here to get access to a new video just like this one each and every week.
