I often encounter salespeople who subconsciously perceive their role as either offensive or defensive. In my teachings, I focus on shifting from creating a divide between the salesperson and the prospect, engaging in head-to-head interactions, to adopting a perspective of walking alongside the client on their journey. So, if you’ve had your cup of coffee today, let’s delve into it.

An offensive sales position resembles staying one step ahead of the client, providing a sense of control. This type of experience for the prospect sometimes feels like a barrage of information they may or may not have encountered, usually including details of triumph in previous sales, specific nuances that are not well known, and/or questions that directly lead to selling points. It’s a comfortable space where the salesperson, an expert in the process, effortlessly pushes each client through. However, this approach can turn objections into obstacles, with the salesperson doing anything to avoid encountering challenges. This may lead to dishonesty, presumptions, and detrimental business practices.

On the other hand, a defensive salesperson allows the prospect to guide the process, relying on them for follow-ups and next steps. Objections are addressed as needed and may catch the salesperson by surprise. This defensive stance can result in an overly emotional salesperson who frustrates easily when faced with setbacks, turning objections into stand-offs rather than a natural part of the sales process. For the prospect to move forward in the process, they will need to ‘care more’ as it may feel that the salesperson is always behind the eight-ball.

So, how do we avoid the pitfalls of being too offensive or too defensive? It requires emotional awareness and intelligence to navigate this tricky slope. While we’ve discussed the importance of removing emotion from the sale, emotional consistency is equally vital.

By eliminating the imaginary line between the salesperson and the client, transitioning from facing them to standing alongside them, a transformative experience occurs. We shift from a football analogy of shoulder pads and mouth guards to a collaborative walk down the sales path. We stop at landmarks to ask questions, address objections, and ensure buy-in. Their buying success becomes our sales success when both parties are focused on reaching the finish line.

The key to being The Worst Saleswoman isn’t about finesse in conversation, but rather guiding the prospect seamlessly, creating a partnership in the process. The goal is to appear as close to an internal team member as possible, fostering a magical connection. So how do you do that?

By quickly mastering and understanding your sales process while simultaneously paying close attention to your prospects buying process, magic happens. You should be doing 90% of the work and asking 10% from your prospect. By listening and concurrently putting in the work on the background, it will make the process feel easy. That way, when you reach the negotiation stages, how could they say no to such a great partner?

At the end of the day, let’s rid ourselves of the football gear, send it to Play It Again Sports for someone else, and lace up your walking shoes. Transform your sales perspective by walking alongside your clients, turning their success into your success.

Until next time,

The Worst Saleswoman