What’s your best price?  What’s it going to cost?

What clients really want is extraordinary quality, service convenience, and value. They want to work with a salesperson who can save them time and make there life easier.

Yet many clients end up buying price, and do you know why?

Because they find it so difficult to find all that other stuff.

The single biggest reason a client will buy price is that far too often it is the only alternative that you leave them with.

When you call a prospect for the first time, keep in mind you are typically interrupting him or her from something they are doing that they consider to be more important than anything you are about to say.

Everyone is busy.

For this reason, you should almost always expect some sales resistance, if you have the best service or product in the world.

If a prospect is quick to shut you down and says something at the very beginning such as, “Thanks for calling, but I’m not interested,” or “We’re not really looking for something like that right now,” you shouldn’t take it seriously. Your prospect doesn’t know enough to truly judge how good your product or service can be for his or her company. It’s a knee-jerk response, a robotic response to any sales offer.

Confidently come back with these words, “That’s all right. Most people in your industry felt the same way when I first called them. But now they’ve become our best customers, and they recommend us to friends.”

When your prospect hears these words, they will immediately stop what they are doing and start paying attention.  He or she will almost invariably say, “Oh really? What is it then?”

*Adapted from Sales Trainer Brian Tracy, The Psychology of Selling

Metaphors. That’s the secret.

Surprised? You shouldn’t be. Using metaphors appeals the your prospects or customers right brain. It helps them visualize, instantly relate, and connect the dots to what you are saying or recommending. And it’s memorable.

The process behind a recommendation that’s rephrased framed with a metaphor is actually simple.

First, ask yourself: What am I actually recommending?

Second, determine the problem your recommendation will solve.

Third, run through various possible metaphors, selecting the one that communicates most clearly and vividly what you’re urging.

For example, let’s say you are recommending that your team goes through some team building training to improve collaboration on projects. The problem to be solved is lack of communication, morale, and productivity. Here is a sample metaphor you could use:

“It will move us from a company of stray shooters to a team of marksmen.”

Here is another example. You are recommending someone replace their current software system with the one you are selling. The problem is the old system is too slow. An example of a metaphor you could use is:

“When we’re done, it will be like replacing a horse and buggy with a Porsche.”

How can you work on this? Just follow these steps each time:

Step 1 – List out a recommendation you’ve recently made to a client.

Step 2 - What problem does it solve ?

Step 3 -What metaphor can make that recommendation more vivid in your customer’s mind?

Resource: You learned how to construct metaphors in your Neuro-Linguistic Programming (NLP) practitioner training. David Gordon’s book on Therapeutic Metaphors is a great place to start, and while not overtly so in the book itself, it’s just as practical for business applications as it is therapy.

Each Friday I conduct two sales training classes, a basic “fast track” class followed by a more advanced “sales mastery” class on behalf of The Performance Group, a sales development company in Des Moines, IA.

What I’ve learned most, recently, is that salespeople have become really skilled at getting in their own way. Or perhaps letting their “thoughts” get in their way.

Luckily, Neuro-Linguistic Programming (NLP) has taught us some specific ways to use our brain.  That doesn’t mean we always “use” what we know.

Most people do not use their brains deliberately – if you stop and think about it. Instead your responses are automatic. If you have a sales presentation that ended up bad, do you walk away and find yourself re-living the experience? Five hours later and you are still in the same state, re-living it over and over. Beating yourself up over it, mentally. “If only I would have…” “I should have said this…” “I didn’t ask the right questions…” “This damn economy!” Whatever.

I invite students to listen to the voice inside their head. Notice the tonality, the volume (how loud are you talking to yourself!?), the pitch and rhythm. And then notice how you feel when you speak to yourself this way.

I had a salesperson say to me last week, “It’s hard to figure out what I did or what to do differently after I’ve done a bad presentation.” I responded, “No kidding. How could you expect to with all that you have going on inside you head afterwards. There is not room for resourcefulness when you are drowning everything else out.” Literally.

Once you understand, deliberately, how you are thinking, you can begin to do it differently.

It takes a conscious, deliberate effort to think of someone that has said something to you that was particularly pleasing. Then to take those sub-modalities and talk to yourself in that way, with the same critical ‘content.’ Noticing how differently you are able to respond to the same critical words is your test. If you aren’t getting the change of state you desire, change more sub-modalities until you get the results you are after. Perhaps you hear the critical voice in the voice of someone that makes you feel great when they talk to you. Why not?

But is this only for dealing with your “self-talk” after you have a sales call go bad?

No.

It’s for before you have a sales call go good.

So before you sell, “use your brain for a change.” (In the words of RB).

One of the foundational skills of NLP that you begin to hone in NLP Practitioner training (and beyond) is that of pattern detection. Once your sensory acuity sharpens, you can start to apply your new pattern detection skills in a variety of ways.

One of them is in identifying when someone is lying.

A person’s mouth is just one thing to watch when someone might be lying. Whether it’s a subtle covering of the mouth while making a statement, swallowing or gulping at a seemingly inappropriate time, or an inappropriate smile or facial express, all are used to calibrate against a lie.

These tiny physiological signals involving the mouth, often unperceived because they occur so quickly and seem natural, are at times what can be called unconscious “micro-signals.”

Throat clearing in response to a question or statement usually signified disagreement to something that is said or asked, or an uncomfortableness with an unprepared answer to follow.

Gulping is usually a sign of nervousness, which should lead you to question the reason or source for that nervousness.

One of the more obvious signals (but most often overlooked) is when someone tries to cover up their words. Literally. A person will cover their mouth with his or her hand as if scratching or yawning. If someone finds an excuse to rub their lips, scratch their mouth or nose, run an index finger under their nose, or in some other way cause their hand to come between lips and face, it’s typically an outright lie being spoken.

Part 2 of Dealing with Resistance has to do with what you can do to prevent them from occuring at all. Let’s break it down:

2) Inoculating Objections

Inoculation:

in·oc·u·la·tion n.

Informal. 1. A preemptive tactic in which one party attempts to foresee and neutralize potentially damaging criticism from another party by being the first to confront troublesome issues. 2. To introduce an idea or attitude into the mind of.

The ability to inoculate objections is one of the most important skills to develop as a professional sales person and as a recruiter. The top 1% of all salespeople have this skill; the ability to present in such a way that all possible concerns or possible objections are covered or over come inside of the presentation itself. It’s never a “battle at the end” for them. It’s a smooth transition to close. There may be some questions to answer, but rarely is there an objection brought up. The presentation covered anything that would have caused them to resist. Their concerns have been neutralized.

Answer this question: When recruiting a new person onto the team, do you know what the top 2 or 3 objections you typically get are?

I’m guessing you know EXACTLY what they are.

Now, Let me ask you yet another question: If you already know what your most common objections typically are, why have them in the first place? Think about it. 

Do something about it. Change what you are saying, what you are doing, how you are presenting, etc. Change it so it neutralizes their concerns, overcomes their objections before they every have to say something…cover it ahead of time by embedding it inside of your presentation on our company/product/service/opportunity.

“Unless you try to do something beyond what you have already mastered, you will never grow.” - Ronald E. Osborn