Being Courageous… Five Seconds at a Time
Becoming a great salesperson takes courage—the courage to do things that make you uncomfortable. Fortunately, you only have to exhibit that courage five seconds at a time.
Truly uncomfortable events happen infrequently but usually at critical times. And, when those critical times occur, they typically last no longer than five seconds. The problem is that, for many sales professionals, five seconds feels like an eternity, and they can’t last. Instead, they wimp out and take the path of least resistance. They fail to understand that the discomfort is temporary and, in relation to what they have to gain, worth tolerating.
For many salespeople, the more time they invest in an opportunity, the more they perceive to be at stake. And, at the very moment that they need to exhibit five seconds of courage by planting their feet and not giving in to a prospect’s wishes that aren’t in their best interest, they cave in for fear of losing the sale.
I’ll share with you what might have been my most challenging moment—one that stretched my five seconds of courage almost beyond the breaking point. It was during a closing call with a prospective client. To my surprise, I was introduced to a new last-minute decision maker. He wanted to be brought up to speed about the previous two meetings—and he only had 15 minutes. We provided him with a ten-minute summary of the previous meetings, at which point he asked for my presentation materials.
Thinking about all the time and effort I had already invested in developing the opportunity, and not wanting to alienate a potential client, I started to slide the materials across the table. Thankfully, my five seconds of courage kicked in before the folder reached his side of the table and I asked, "What are you hoping to find in this information?" The new decision maker stared at me for what seemed like several minutes, which I’m sure was only a few seconds, and then he said, "I don’t know."
Empowered by the apparent success (or at least survival) of the first five seconds of courage, I summoned another five seconds of courage and pulled the folder back and said, "Then, you won’t find it." Again, there was silence. As the decision makers stared at me, than at each other, I went to the well for a third time—five more seconds of courage to remain silent. Finally, the new decision maker said, "You’re right." Because he truly had to leave in a few minutes, we agreed to reschedule the presentation for another day when both decision makers could devote the appropriate amount of time and make a decision. I’m happy to report, they are still a client today.
The situation was challenging for three reasons. First, it would have been much easier to simply smile and hand over my presentation materials, then go back to the office and wait by the phone for a call. I was really uncomfortable asking this person, with whom I had but a ten-minute relationship, what he was hoping to find in my materials. Second, I had to summon up another measure of courage almost immediately, despite visions of doom, when I pulled the presentation materials back. Third, it took quite a bit of courage to remain silent as the two decision makers digested what had just taken place. Even though I was the one who was blindsided by a last-minute decision maker entering the process, the pressure about what to do next was on them.
It’s doubtful that I would have obtained the business if I had handed over the presentation materials. Maybe I would have gotten lucky and closed the deal eventually, although I doubt it. But, by summoning the courage—five seconds at a time—to do what needed to be done, I was able to make my own "luck."
Five seconds of courage can mean the difference between success and regret. When facing an uncomfortable situation, and you have the option to either take the easy way out or summon five seconds of courage to do what needs to be done, don’t make the wrong choice.
Who Do You Blame Now?
You invested a lot of time and energy developing the presentation. When you delivered it, you dotted all the "i"s, crossed all the "t"s, covered all the bases, and satisfactorily answered all of the prospect’s questions. Instead of a buying decision, however, all you received was the prospect’s promise to give your presentation "careful consideration" and get back to you within a week or so.
CAREFUL CONSIDERATION!!! A WEEK OR SO!!!
You could blame the prospect for being indecisive or dragging his feet. You could guess that a competitor made an eleventh-hour concession that undercut your offering. You might even suspect that the prospect used you to gather current information to use as leverage with his existing supplier. And, you might be correct. Any one of those situations may have occurred. But, isn’t that what buyers are supposed to do…negotiate or hold out for what they believe to be the best deal?
Rather than assigning blame, take responsibility.
Before you even begin to work on a presentation determine exactly what the prospect needs to see or hear to be comfortable to give you the business. Get the prospect to paint a picture of the "best" deal. Then get a commitment about exactly what will happen when you come back with a presentation that precisely matches the picture. If the prospect is unwilling to commit to a buying decision, then it’s most likely not in your best interest to pursue the opportunity.
Becoming a great salesperson takes courage—the courage to do things that make you uncomfortable. Fortunately, you only have to exhibit that courage five seconds at a time.
Truly uncomfortable events happen infrequently but usually at critical times. And, when those critical times occur, they typically last no longer than five seconds. The problem is that, for many sales professionals, five seconds feels like an eternity, and they can’t last. Instead, they wimp out and take the path of least resistance. They fail to understand that the discomfort is temporary and, in relation to what they have to gain, worth tolerating.
For many salespeople, the more time they invest in an opportunity, the more they perceive to be at stake. And, at the very moment that they need to exhibit five seconds of courage by planting their feet and not giving in to a prospect’s wishes that aren’t in their best interest, they cave in for fear of losing the sale.
I’ll share with you what might have been my most challenging moment—one that stretched my five seconds of courage almost beyond the breaking point. It was during a closing call with a prospective client. To my surprise, I was introduced to a new last-minute decision maker. He wanted to be brought up to speed about the previous two meetings—and he only had 15 minutes. We provided him with a ten-minute summary of the previous meetings, at which point he asked for my presentation materials.
Thinking about all the time and effort I had already invested in developing the opportunity, and not wanting to alienate a potential client, I started to slide the materials across the table. Thankfully, my five seconds of courage kicked in before the folder reached his side of the table and I asked, "What are you hoping to find in this information?" The new decision maker stared at me for what seemed like several minutes, which I’m sure was only a few seconds, and then he said, "I don’t know."
Empowered by the apparent success (or at least survival) of the first five seconds of courage, I summoned another five seconds of courage and pulled the folder back and said, "Then, you won’t find it." Again, there was silence. As the decision makers stared at me, than at each other, I went to the well for a third time—five more seconds of courage to remain silent. Finally, the new decision maker said, "You’re right." Because he truly had to leave in a few minutes, we agreed to reschedule the presentation for another day when both decision makers could devote the appropriate amount of time and make a decision. I’m happy to report, they are still a client today.
The situation was challenging for three reasons. First, it would have been much easier to simply smile and hand over my presentation materials, then go back to the office and wait by the phone for a call. I was really uncomfortable asking this person, with whom I had but a ten-minute relationship, what he was hoping to find in my materials. Second, I had to summon up another measure of courage almost immediately, despite visions of doom, when I pulled the presentation materials back. Third, it took quite a bit of courage to remain silent as the two decision makers digested what had just taken place. Even though I was the one who was blindsided by a last-minute decision maker entering the process, the pressure about what to do next was on them.
It’s doubtful that I would have obtained the business if I had handed over the presentation materials. Maybe I would have gotten lucky and closed the deal eventually, although I doubt it. But, by summoning the courage—five seconds at a time—to do what needed to be done, I was able to make my own "luck."
Five seconds of courage can mean the difference between success and regret. When facing an uncomfortable situation, and you have the option to either take the easy way out or summon five seconds of courage to do what needs to be done, don’t make the wrong choice.
Who Do You Blame Now?
You invested a lot of time and energy developing the presentation. When you delivered it, you dotted all the "i"s, crossed all the "t"s, covered all the bases, and satisfactorily answered all of the prospect’s questions. Instead of a buying decision, however, all you received was the prospect’s promise to give your presentation "careful consideration" and get back to you within a week or so.
CAREFUL CONSIDERATION!!! A WEEK OR SO!!!
You could blame the prospect for being indecisive or dragging his feet. You could guess that a competitor made an eleventh-hour concession that undercut your offering. You might even suspect that the prospect used you to gather current information to use as leverage with his existing supplier. And, you might be correct. Any one of those situations may have occurred. But, isn’t that what buyers are supposed to do…negotiate or hold out for what they believe to be the best deal?
Rather than assigning blame, take responsibility.
Before you even begin to work on a presentation determine exactly what the prospect needs to see or hear to be comfortable to give you the business. Get the prospect to paint a picture of the "best" deal. Then get a commitment about exactly what will happen when you come back with a presentation that precisely matches the picture. If the prospect is unwilling to commit to a buying decision, then it’s most likely not in your best interest to pursue the opportunity.
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