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Sales EQ by Jeb Blount - Coggle Diagram

- - - - Tell them your story
      - Become a human in their perspective
    - - self-disclosure dopamine loop in their brain
- - - - AQ
      - TQ
      - IQ
      - EQ
    - - Decision
      - Sales
      - Buying
    - - Seekers
      - Influencers
      - Amplifiers
      - Coaches
      - Buyers
    - - Do you make me feel Important?
      - Do you get me and my Problems?
      - Do you Listen to me?
      - Do I trust and believe you?
      - Do I Like you?
- - - - Stakeholder mapping
      - Alignment of the three processes of sales
      - 2 Disciplined qualifying
      - Sales-specific emotional intelligence and human influence frameworks
      - Fanatical prospecting
  - - - Buyers
      - Amplifiers
      - Seekers
      - Influencers
      - Coaches
  - - - how the salesperson advances the deal
    - - how organizations [B2B] or consumers [B2C] vet the deal
        
        linear, rational steps that cannot and should not be ignored
    - - intuitive process through which each stakeholder makes commitments of time, emotion, and action
- - - - Bridge
      - Ask for the next step
      - Discover
      - Turn around objections
      - Connect
      - Implement
      - Prospect
    - - Work through objections
      - Negotiate, don't give discounts
  - - - Winging it
      - Complexity
      - Disruptive emotions
      - No sales process
- - - - Interpret angry person as having a bad day
    - - Interpret angry person as a jerk
- - - - Listen
      - Trust
      - Ask
      - Take action
      - Progress
- - - - Action
      - Reactions
      - Mindset and Beliefs
- - - - Budget
      - Authority
      - Need
      - Time line
    - - Authority, Need, Urgency, Money
    - - Short-cycle, low-complexity deals
      - Mature products and services for which need can be clearly defined
      - High-activity sales roles in which salespeople engage many prospects a day and thus need to make quick decisions about the viability of those prospects
    - - PACT
        
        Pain
        
        Authority
        
        Consequence
        
        Target profile
      - MEDDIC
        
        Metrics
        
        Economic Buyer
        
        Decision Criteria
        
        Decision Process
        
        Identifying Pain
        
        Champion
      - TAS
        
        Targeted Account Selling
      - WOLFE - Contractual Sales
        
        Opportunity
        
        Loyalty
        
        Window
        
        Fit
        
        Engagement
  - - - Stakeholder Qualifiers
      - Technical Qualifiers
      - Fit Qualifiers
    - - High Potential Prospect (HPP)
      - Medium Potential Prospect (MPP)
      - Low Potential Prospect (LPP)
- - - - Dilute the stakeholder's influence
        
        Engage with others in their team
      - Leverage the take-away
        
        “I'm sensing that what I'm saying is not connecting with you. The last thing I want to do is waste your time and my time. Is there something I need to do differently, or should we just shake hands and go our separate ways?”
      - Walk away
  - - - Time
        
        agreeing to meet
      - Emotion
        
        answer our questions and reveal their problems, challenges, and feelings
      - Action
  - - - The first engagement test:
- - - - Ledge
      - Disrupt
      - Ask
  - - - I figured you would be. That's why I want to find a convenient time on your schedule to meet next week
    - - Most of my competitors are willing to do that without a good understanding of your unique situation. My company, on the other hand, builds the box around you. That's why I need to learn more about your unique situation.
    - - “Gosh, I'd love to but we have so many new customers coming on board right now that I don't think I'll have time on my schedule. Why don't we set a time to meet now, so I can give you the attention you deserve?”
    - - It doesn't sound like there is not much we can help you with
    - - I've got a packed schedule next week. Why don't we get a meeting booked before someone else takes your slot? How about Wednesday at 2:30 PM?”
- - - - Steps
      - 2.Stakeholders and their roles
      - 3.Expectations of the stakeholders
      - 4.Timing
  - - - Parent
      - Partner
      - CEO
    - - Derived from something stakeholders want
        
        Information
        
        Comparative pricing
        
        Peace of mind
        
        Competing bid
      - No leverage
        
        Move away
      - Have Leverage
        
        Never give it for free
  - - - “That makes sense—when can we meet?”
        
        High win probability
      - “How much time will this take?” or “Is there any other way we can get you that information?”
        
        They are engaged and negotiating; Urgency is there and only want to negotitate
      - “Look, we really don't have time to meet. If you want a shot at this, send us your proposal.”
        
        Walk away
- - - - What is their language, and how can we speak it so that it makes them feel that we get them and their problems?
      - Why might they be a naysayer?
      - What makes them feel important? How can we tap into this?
      - Why would they be an advocate for us?
  - - - Amplifiers
        
        See or feel the problem to be solved
      - Buyers
        
        Decision Makers
        
        Authorize the deal
        
        Fund the deal
      - Seekers
        
        Marketing
      - Influencers
        
        Advocates
      - Coaches
        
        Insider :star:
  - - - Tell me about your buying policies?
      - Could you walk me through the buying process?
      - How does your organization typically make decisions about bringing in new vendors like my company?
      - How did you make the decision on this service the last time you signed a contract?
- - - - Do I like you?
      - Do you listen to me?
      - Do you make me feel important?
      - Do you get me and my problems?
      - Do I trust and believe you?
- - - - Uncomfortable with silence
      - Impatience
      - Attachment to control
      - Need for significance
      - Fear of the unknown
  - - - neutral and free of regional dialects as possible, friendly, and upbeat
    - - similarity bias
    - - other people's language
- - - - Indecisive
      - Interrogator
      - Passive
      - Listens
    - - Needs to feel important
      - Intuitive
      - Outgoing Talker
      - Heart then mind
    - - Data Driven
      - Linear Thinker
      - Methodical
      - Emotional Wall
    - - Direct
      - Business first
      - Craves Control
      - Results/Action
  - - - Don't fake
- - - - “Five minutes is not nearly enough time for me to learn about you and your company. Pitching my product without understanding your issues would be a disservice to you and waste your time. You deserve better than that. Why don't we reschedule for Wednesday afternoon at 2 PM?” (Notice the assumptive ask—always offer a time.)
  - - - Asking their buying process
  - - - No
        
        You continue with a set agenda
    - - patiently acknowledge the issue or concern, add it to the agenda, and keep moving. You should not, however, address or engage in a conversation about the issue or concern at that point
        
        Psychological reactance
        
        Avoid saying “no” and instead allude to choices and options with phrases like “the choice is up to you,” or “we can explore options.”
      - Gain control
        
        “That's a great question, and I'll make sure to answer it during our conversation.”
        
        “Gosh, I'm so sorry to hear that. I tell you what. If it's okay with you, why don't we start off with a few questions that will allow me to learn more about you and your unique demands and requirements? Then I can show you some of the many positive changes we've made since the last time we worked together. From there we can decide if it makes sense for both of us to move to the next step.”
        
        My rule of thumb with an early objection is to ignore it and not talk about it again unless my stakeholder brings it back up.
  - - - Stakeholder talks.
        
        more your stakeholders talk about themselves, the more emotionally connected they feel to you
      - You bridge.
        
        rather than a generic pitch, you should shape your story so that it bridges or connects the dots between the stakeholder's unique situation and your product or service
      - Ask for the next step.
        
        “Based on everything we've discussed today, my recommendation is we meet with your IT team to do a demo of our new dashboard.”
- - - - You communicate in stories, stories bring emotion
      - Allow the buyer to tell their story
    - - Smile
  - - - Yes, I see
      - That makes sense
      - That's exciting
    - - Count three before talking
    - - They might reveal important info they are holding back
  - - - Reward the stakeholder for talking through active listening and sincere interest.
      - Avoid interrupting, rushing, or talking over the stakeholder.
      - Begin with an easy opening question that your stakeholder will enjoy answering.
      - Pause three to five seconds before speaking. Allow the stakeholder to fill in the silence. (If you start talking you'll break the loop.)
      - Once the loop is running and the stakeholder begins to self-disclose, center your follow-up questions on those self-disclosures (deep listening), and you'll gain complete control of the conversation, move past the buyer script, and uncover the stakeholder's real pain, needs, issues, and problems.
- - - - uncover needs, problems, pain, and opportunities
      - provoke self-awareness
      - to challenge the status quo
  - - - Long time
        
        “I bet you've seen a lot of changes around here!”
      - Short time
        
        “What made you decide to work here?”
    - - Let them talk
  - - - When you hear a question that resonates with a stakeholder, write it down and remember the context.
      - Interview and observe the UHPs in your company, and collect their best questions. Notice how they ask those questions—voice inflection, body language, tone, style, and context.
      - Read books like SPIN Selling and DISCOVER Questions Get You Connected to spark ideas and practice structuring effective questions.
      - Experiment with different variations of the same questions to find more effective combinations that work best with your style and allow you to flex to complement your stakeholder's preferred communication style.
      - Focus on situational awareness and learn when you should and should not ask certain questions.
      - Be strategic. Consider the potential answers to certain questions. Then develop follow-up questions in response to each potential answer. This helps you remain in the moment, because you never need to think about what you will ask next.
      - If sales were football, questions would be the plays. Following sales conversations, review the questions asked and their effectiveness—much like reviewing a game film. Keep the ones that worked and change or adjust the ones that did not.
- - - - What is in it for me?
  - - - Offer solution
    - - And how the solution will solve their problem
        
        Gain their agreement
    - - Articulate the problem in their language
- - - - Ask for the demo.
      - Ask for the decision maker.
      - Ask for the information you need.
      - Ask for the sale.
      - Ask for the facility tour.
      - Ask for what you want.
      - Ask for the next step.
      - Ask!
      - Ask for the appointment.
  - - - Salespeople are afraid to ask for time
      - afraid to ask for the next step
      - afraid to ask to speak with other stakeholders
      - afraid to ask for data
      - afraid to ask the stakeholder to share their competitors' collateral and proposals
      - afraid to ask to go on facility tours
      - afraid to ask for demos
      - afraid to level up higher in the organization
      - afraid to ask for the sale
  - - - Shut up.
      - Be prepared to deal with objections.
      - Ask with confidence and assume you will get what you want.
- - - - Priming
        
        Introduce the net step in the call and not as an end surprise
  - - - “I'm just curious. When you say our prices are too high, from your standpoint what does that mean?”
      - “Okay, got it. Other than that, is anything else bothering you about our proposal?”
        
        Buyer: “I just heard from our current vendor that we are facing a significant cost to make a change. Your cost is already more than what we are paying with them, and I'm not sure I can justify to my boss why making a change is worth it.”
    - - “I'd say with the improved customer retention, increased sales, and better experience for your employees you've got a good case for making the change.”
    - - “I get how you might feel that way. They sometimes do seem a little higher than our competitors, and no one wants to pay more than they should.”
    - - “Based on these numbers, it doesn't make sense to wait, so why don't we go ahead and get this started?”
    - - “I'm going to be back over this way next Thursday. Why don't we get together at 11 AM and make a thumbs-up or thumbs-down decision then?”
      - Fallback request
        
        Beginning the implementation process
        
        Additional demo
        
        Scheduled meeting
        
        Pilot
        
        Smaller purchase
        
        Alternate product or package
- - - - Spelling and grammar check on written documents
      - Be prepared for the meetings
      - Give accurate facts
      - Be organised
      - Considerate behavior
      - Return phone calls
      - Focused listening
      - Follow up