More fundamental, perhaps, is the mindset. Borrowing from Jim Collins's advice in “Good to Great” that the not-to-do list is more important than the to-do list, the biggest not-to-do in sales is trying to achieve a pre-determined outcome, i.e., getting someone to buy. This may sound counter-intuitive, but the harsh truth is that, even though we know our product/service can be valuable for people LIKE this prospect, we don't know whether or not this specific prospect should buy.

Sales is not about persuading, but about conducting, a collaborative, honest, thorough investigation of the prospect's self-interest in relation to a business problem or opportunity via a process that enables stakeholders to make a well-informed, sustainable, self-interested decision. You invest in the legitimacy of the decision, not the content of the decision. If the sales investigation reveals that it's a great idea to do business together, you'll both want to do it; so much for the problem of “closing.” If the investigation reveals that it's not a good idea to do business, I would hope that sellers have sufficient integrity to acknowledge that, shake hands and move on, preserving their reputation and future welcome at the decision table.

As the Cluetrain Manifesto said long ago, “There is no market for pitches.” When you pitch or try to persuade, the buyer is certain that what you urge is good for you. He doesn't yet know whether or not it's good for him, so he must keep you at bay until he resolves that question. That's why salespeople so often get locked outside the decision conversation: If their pitching behaviors show that they're trying to get me to buy, they've proved that they already made a decision based on their self-interest, and thereby have no credible role as objective participants in a decision process based on mine.

Conversely, if the seller's behavior shows that their entire purpose is to help me make a great decision, trust escalates and I welcome their contribution. Even if it turns out that I shouldn't buy this time, the trust they've earned will preserve their seat at the decision table, and increase the odds that I'll refer them to others who would benefit from their decision expertise. A salesperson's most valuable asset is decision facilitation, not product expertise.

Some ask, “But what if too many good of the “good” decisions I facilitate are not to buy from me?” That means that you're in the wrong market, positioned improperly in the right market, or aligned with a problem with too little impact to require a decision, action and investment. “No decision” has had the largest market share for a long time.

More fundamental, perhaps, is the mindset. Borrowing from Jim Collins's advice in “Good to Great” that the not-to-do list is more important than the to-do list, the biggest not-to-do in sales is trying to achieve a pre-determined outcome, i.e., getting someone to buy. This may sound counter-intuitive, but the harsh truth is that, even though we know our product/service can be valuable for people LIKE this prospect, we don't know whether or not this specific prospect should buy.

Sales is not about persuading, but about conducting, a collaborative, honest, thorough investigation of the prospect's self-interest in relation to a business problem or opportunity via a process that enables stakeholders to make a well-informed, sustainable, self-interested decision. You invest in the legitimacy of the decision, not the content of the decision. If the sales investigation reveals that it's a great idea to do business together, you'll both want to do it; so much for the problem of “closing.” If the investigation reveals that it's not a good idea to do business, I would hope that sellers have sufficient integrity to acknowledge that, shake hands and move on, preserving their reputation and future welcome at the decision table.

As the Cluetrain Manifesto said long ago, “There is no market for pitches.” When you pitch or try to persuade, the buyer is certain that what you urge is good for you. He doesn't yet know whether or not it's good for him, so he must keep you at bay until he resolves that question. That's why salespeople so often get locked outside the decision conversation: If their pitching behaviors show that they're trying to get me to buy, they've proved that they already made a decision based on their self-interest, and thereby have no credible role as objective participants in a decision process based on mine.

Conversely, if the seller's behavior shows that their entire purpose is to help me make a great decision, trust escalates and I welcome their contribution. Even if it turns out that I shouldn't buy this time, the trust they've earned will preserve their seat at the decision table, and increase the odds that I'll refer them to others who would benefit from their decision expertise. A salesperson's most valuable asset is decision facilitation, not product expertise.

Some ask, “But what if too many good of the “good” decisions I facilitate are not to buy from me?” That means that you're in the wrong market, positioned improperly in the right market, or aligned with a problem with too little impact to require a decision, action and investment. “No decision” has had the largest market share for a long time.

More fundamental, perhaps, is the mindset. Borrowing from Jim Collins's advice in “Good to Great” that the not-to-do list is more important than the to-do list, the biggest not-to-do in sales is trying to achieve a pre-determined outcome, i.e., getting someone to buy. This may sound counter-intuitive, but the harsh truth is that, even though we know our product/service can be valuable for people LIKE this prospect, we don't know whether or not this specific prospect should buy.

Sales is not about persuading, but about conducting, a collaborative, honest, thorough investigation of the prospect's self-interest in relation to a business problem or opportunity via a process that enables stakeholders to make a well-informed, sustainable, self-interested decision. You invest in the legitimacy of the decision, not the content of the decision. If the sales investigation reveals that it's a great idea to do business together, you'll both want to do it; so much for the problem of “closing.” If the investigation reveals that it's not a good idea to do business, I would hope that sellers have sufficient integrity to acknowledge that, shake hands and move on, preserving their reputation and future welcome at the decision table.

As the Cluetrain Manifesto said long ago, “There is no market for pitches.” When you pitch or try to persuade, the buyer is certain that what you urge is good for you. He doesn't yet know whether or not it's good for him, so he must keep you at bay until he resolves that question. That's why salespeople so often get locked outside the decision conversation: If their pitching behaviors show that they're trying to get me to buy, they've proved that they already made a decision based on their self-interest, and thereby have no credible role as objective participants in a decision process based on mine.

Conversely, if the seller's behavior shows that their entire purpose is to help me make a great decision, trust escalates and I welcome their contribution. Even if it turns out that I shouldn't buy this time, the trust they've earned will preserve their seat at the decision table, and increase the odds that I'll refer them to others who would benefit from their decision expertise. A salesperson's most valuable asset is decision facilitation, not product expertise.

Some ask, “But what if too many good of the “good” decisions I facilitate are not to buy from me?” That means that you're in the wrong market, positioned improperly in the right market, or aligned with a problem with too little impact to require a decision, action and investment. “No decision” has had the largest market share for a long time.

Justin Davis
Disclaimer: Author does not represent any legal position of
Lightspeed Systems Inc. and is the author's opinion only, and
Lightspeed only provides an internet filter to K-12 schools and institutions

I'd also like to add that I was taught that the best time to seek VC funding is when it is not needed. eg. company X is already making money and really doesn't need more. Additional funding will help them grow. I am always talking to an entrepreneur who has an awesome concept but they think they need $500,000 in funding to begin operations. I'd encourage them to find a way to make money and build it up. Grassroots style.

I'd also like to add that I was taught that the best time to seek VC funding is when it is not needed. eg. company X is already making money and really doesn't need more. Additional funding will help them grow. I am always talking to an entrepreneur who has an awesome concept but they think they need $500,000 in funding to begin operations. I'd encourage them to find a way to make money and build it up. Grassroots style.