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Do you go into sales meetings – even meetings with your existing clients – with a slew of prepared questions? Do you constantly find yourself asking question after question in a meeting?
You may be thinking, “Duh, of course. Aren’t we supposed to? How else are you going to demonstrate value added, explore hypotheses, prove your expertise?”
But let’s explore this apparent no-brainer. The fact is, Question Obsession can actually be detrimental. Lets explore why and how.
Consultants and salespeople (especially consultative sellers and sellers of consulting) have learned one mantra, and we love repeating it. It is the mantra that says, “Listen first; talk later.” In other words, it’s all about the question. Ask a great question, the logic goes, and all else will fall into place.
That is the great lesson of Sales and Consulting 101. And I have no beef with it. The problem is – if you never graduate from 101, you will end up in quicksand because an obsession with questions alone ultimately leads nowhere.
The Obsession with Questions
There’s good reason for the Sales 101 and Consulting 101 lesson of focusing on questions. Go no further than Neil Rackham’s SPIN Selling, in the case of sales, or Peter Block’s classic Flawless Consulting for consultants. Each one shows with wisdom and data that artfully posed questions generate dialogue and interaction, and that is always superior to pre-emptively beating up the client with the answer.
Of course, we often forget our 101 lesson and go into meetings with answers blazing. But that’s not what this article is about. This article is about the downside of obsessing with questions. It’s what happens when we turn the 101 lesson into a mantra, and we begin to focus on questions alone.
Is questioning an obsession? Try doing a web search on “Top Ten Sales Questions;” you’ll get millions of results.
Now ask yourself whether you recognize these themes:
- Should I ask open-ended or closed-ended questions?
- Should I ask about implications or needs?
- Should I ask about the client’s opinions or offer “challenger” questions?
As one sales website puts it, “Get the answers to these questions, and take action based on those answers, and you’ll get the sale. It’s that simple.”
No, it isn’t.
The sales version of question obsession manifests in lists. The consultant version of question obsession manifests in the Great Keystone Arch Question—what is the central supporting element?
You can recognize this form of obsession because it leads consultants speaking among themselves to say things like, “If we can set the data up right, we can frame the discussion such that when we finally pop the Keystone Arch Question, the whole logjam will be released. They’ll feel the pain, envision the solution, and fall all over themselves in a rush to buy our solution.”
No, they won’t.
That’s because good questions are necessary—but not sufficient. You have to have them, but they won’t get you to the end zone.
If all you do is focus on questions, you’ll end up obsessed with yourself, with your solutions and products, and with how clever you are. That’s called high self-orientation, and it will kill trust and sales both. Question obsession is quicksand for salespeople and consultants alike.
Beyond Question Obsession
The narrow purpose of a question is sometimes to get an answer. But there are broader purposes to most questions, and certainly a broader purpose to the art of questioning itself. One is to create a greater sense of insight for the client. Two others are to improve the client relationship and to give the client a sense of empowerment.
These goals are best accomplished not so much by focusing on the “what” of the question but on the “how.” Some examples:
- Questions to create insight: Consultants often come up with “insights” that only an MBA could understand or that leave the client feeling helpless. These are not useful insights. We don’t want to leave our clients saying, “Gosh, that’s really smart. How will I remember that?” Rather, we want them to say, “Oh, my gosh, of course! it’s so clear when you put it that way, isn’t it?” Our objective is to create insight, not to demonstrate that we have it.
- Improve the relationship: The better the relationship—buyer/seller or consultant/client—the better everything else gets. Innovation, profitability, time to market, and insights all improve with relationships. Great questions allow the parties to get closer together, more comfortable sharing the uncomfortable, and more willing to take risks by collaborating. Questions such as, “Let me ask you, if I may, do you personally find that scary?” have nothing to do with “content” insight, but they are critical to advancing the relationship.
- Create client empowerment: The point of all this questioning is not, ultimately, to understand things. It is to change them. And change will not happen if the client feels the insights are threatening, depressing, or out of his control. The key to action is to help the client see ways in which they can change, take control, own, and improve their situation.
It’s not what you ask; it’s how you ask it. All three of these broader objectives have little to do with the content of, or the answer to, a business question. Instead, all of them focus on the outcome of the question-answer interaction. From this perspective, it is not what you ask that is important, but how you ask it. We need to get past the Q&A outcome, which is just about knowledge, and focus on the outcome of the interaction, which is how we help our clients drive change.
Avoid the quicksand: get past questions for questions’ sake, and focus on real business outcomes.
When I wrote The Trusted Advisor with David Maister and Rob Galford, it became reasonably successful within several months. (Amazingly, it still ranks #11,014 – as of this morning – on the list of all books on Amazon. That’s all books, including Harry Potter (#218), Capital (#16,000), etc. I’ll take long-sellers over best-sellers any day of the week).
With its success came a happy problem: how to parcel out the leads between the three of us? Let me be clear, the book wasn’t drowning us in leads; any one of the three of us could have happily fielded all inquiries. And while we wanted to be fair to each other, we were also all of us very clearly in competition with each other.
So the question: how do you compete with colleagues?
Competing with Colleagues
What if one of us got a lead based on the book? Did we have any obligation to pass it along to the other two? If so, how? Should we establish a quota system, whereby each of us would get every third lead?
Should we let the market dictate things, and let whomever the client had reached out to handle the response? What if the client had written to all three of us? Should we all respond confidentially, or in some sense share our responses?
The problem was not unique to us, though it seemed so at the time. You may face a similar problem within your organization – who gets the lead? Who gets to present?
Or, you may come face to face with an old friend who has changed uniforms and now works for a competitor. In any case, the tension is much the same – the sensation of being a colleague feels intensely in conflict with the sensation of being a competitor.
How do you resolve it?
The answer to the problem came to us fairly quickly, on reflection, and I documented it as part of the Four Trust Principles in my later books. The answer lies in true focus on client needs.
In our case: we agreed that we should all respond similarly to all client inquiries, regardless of to whom they were addressed. In all cases, we would say words to the effect of:
The Trusted Advisor was written by the three of us. I suspect that each of us could do an excellent job in response to your query, and each of us would handle the work slightly differently. You would be best served by having discussions with each of us, and making up your mind on that basis.
We will each be candid with respect to our own strengths and weaknesses, and answer questions to the best of our ability about the others. Each of us will respect your decision, and we are each committed to you making the best decision possible for you.
The best decision for you is what all three of us seek, and each of us will do our best to help you reach it, regardless of your choice.
This solution made everything easier. It kept our relationship collegial. It removed any awkwardness about responding to clients. It removed any awkwardness that clients might experience in choosing whom to talk to.
And, of course, it resulted in the best decision for clients, as each of us have our own particular skills and drawbacks.
So what’s the answer? Grindingly relentless focus on client service, and the willingness to pursue that logic wherever it leads.
What do buyers really want?
In particular, what is the true role of expertise in evaluating the purchase of complex intangible services?
The head of marketing for a US East Coast major law firm was asked by 3 partners to help rehearse and prepare them for a key sales meeting at a major potential new client. “If only we can convince them that we are absolutely the best in this area, which we are,” the lead partner said, “then they’ll have to go with us.”
This point of view seemed so self-evident to the senior partner that it didn’t feel like an opinion; it seemed like an obvious truth. Unfortunately, not only is it just an opinion—it also is not particularly accurate.
Lawyers, accountants, bankers, actuaries, consultants—all behave more often than not as if the key to selling lies in a powerful display of expertise. Most complex intangible services sales are sold with the implicit, if not explicit, belief that expertise is the issue. But that doesn’t make it right. And if it’s not right, then we must answer three questions:
- if expertise doesn’t sell best, then what does?
- don’t buyers seem to want to buy expertise?
- if selling expertise isn’t the best approach, why is it the dominant one?
Good questions all. The answers lie in the psychology of buyer and seller of complex intangible services, and in trust—which is what really lies at the heart of successful sales.
WHAT’S THE ALTERNATIVE?
If buyers don’t primarily buy expertise, then what are they buying? The answer, in a word, is trust.
Take a simple case. Imagine you have recently moved to a new city, and must find a pediatrician for your 2-year old child. You have a list of 6 doctors, referrals from a combination of health plans, co-workers and neighbors. One doctor clearly has a slight edge in reputation of medical school; another has the most years’ experience; another is on staff at a teaching hospital and has written several articles.
But there is one who hits it off immediately with your 2-year old. This pediatrician connects with and seems genuinely focused on your interests as a parent and on those of your child, rather than on getting you as a new patient. In other technical respects, this physician is in the top half, but not number 1 in any category.
What do you do? Not everyone, but a majority nonetheless, will go for the pediatrician who seems to care, as long as he or she is within an acceptable range of expertise. And, they will use the word “trust” to describe their decision. There are exceptions, of course; a few people always buy purely on the basis of technical specifications, a few more buy only on price, and occasionally one seller is overwhelmingly dominant in the technical realm.
But the majority behave as if expertise has an acceptability threshold. Achieving that threshold is a necessary condition for getting hired—but even expertise beyond the threshold is not a sufficient condition. Given an acceptable level of expertise, people prefer—strongly—to buy from someone whom they trust. In other words, expertise serves as a first-order screen in the buying process—but not as a final decision-making criterion.
To put it simply: most buyers of complex intangible services prefer to find an expert they can trust, rather than to evaluate expertise across experts.
THEN WHY DON’T BUYERS BEHAVE THAT WAY?
They do. They just don’t say so. There’s a difference.
First, buyers are a little intimidated by the role of buyer. Usually the seller has greater expertise. There is often a lot at stake, and the services are costly. It is often truly hard to choose between several very competent sellers. So, buyers feel a need to display some level of technical expertise themselves, partly out of natural human ego, and partly to keep the seller on his toes.
Second, corporate buyers of complex intangible services are usually professionals themselves—they worship at the same altar of expertise. And, they are particularly concerned to be able to justify their decision. Justification in business almost always consists of rational, mostly financial, arguments. Therefore buyers drive discussions in the technical direction, even while looking to assess their level of trust with the sellers.
How does this play out? Buyers look for rational reasons to justify what is finally an emotional decision, built heavily on trust. The most commonly accepted rational reasons are price and features. (Price is a very comfortable excuse for saying no—it is quantitative, impersonal, and only the buyer has all the numbers. However, price is rarely given as a positive reason for selection). Very few chief counsels will say to their CEO or board nothing more than, “I think we should go with XYZ because, basically, I think like them better and trust them more.” Yet that is how most of us do behave when buying complex intangible services.
THEN WHY DO SELLERS SELL EXPERTISE?
Professionals over-emphasize expertise for three reasons.
First, that’s what they think (falsely) the buyer wants— and the buyer encourages them in that belief.
Second, expertise is what we professionals are most comfortable with. Very few lawyers went into law because they wanted to sell, or because they wanted to work with people. They went because they love the law, and the vast majority of their learning, development, evaluations and study consist of greater and greater mastery of content expertise. The same is true for consultants, commercial bankers, accountants and actuaries. Why would anyone want to sell on any other basis than what they’re good at and spend all their time and energy at?
Finally, professionals have an emotional vested interest in selling on expertise. It is not comfortable to believe that success in selling might depend on something other than what we spend almost all our time and energy focused on. Still, it’s the truth.
Most buyers of complex intangible services prefer to use technical expertise as a screening mechanism, and then make final decisions based on trust. Sellers who recognize this will listen more, talk less, and focus on the issues of the client at hand (rather than those of past clients). These simple client-focused behaviors are the ways buyers assess trust. Get yourself in the door by focusing on expertise; but once in, drop it and focus on the client, not on yourself.
Sometimes when it comes to sales, we approach it as if there were some specific model or equation to follow in order to result in closed business. A + B must equal C. So, many of us tend to look for this equation over and over again. If we didn’t get it right – it must be because the equation is wrong. We’re missing something. So we take to the white board afresh as if we were Einstein moments away from solving the theory of relativity.
But, what it seems we have yet to admit to ourselves is – there isn’t a set equation. And that’s because there are always variables at play. And mostly, that always comes down to the players: who is doing the buying and who is doing the selling.
If you’re interested in selling, you might plausibly start with trying to understand how buyers buy. It’s a simple enough question. But then why are there so many answers?
Three of the most common answers to that question are:
- People buy when they strongly feel a desire to alleviate a negative situation.
- People buy as a response to a clear value proposition.
- People buy most from those who offer differentiated, out-of-the box, creative solutions.
For short, let’s call those Pain, Brain, and Reframe, and examine them in turn.
The Pain Model
Many sales writers say things like these two quotes:
“The customers that are most likely to convert have a pain that they need to alleviate. Now.”
“Solid, smart sales are focused on our clients’ pain points, not on the tech demo.”
Within the Pain category, there is an internal debate about whether the prospect of a better situation can be as motivating as alleviating a painful situation. (One solution: reframe the gain as alleviating a potential pain.)
The Brain Model
Many other salespeople consider “value propositions” to be the key driver. Consider, for example, Investopedia’s definition of value proposition:
“A business or marketing statement that summarizes why a consumer should buy a product or use a service. This statement should convince a potential consumer that one particular product or service will add more value or better solve a problem than other similar offerings.”
Or consider this one from a sales training firm:
“Customer contact professionals must be engaged and expected to adapt a financially oriented value proposition to the customer or prospect.”
Many fans of value propositions suggest they are best used as conceptual maps for marketing and not as sales collateral. But this distinction is lost or ignored by a great number of salespeople.
Note that nearly the entire economics profession is built around the idea of rational economic choices. In my experience, greater exposure of salespeople to economics or MBA programs translates to greater reliance on the Brain model of selling.
The Reframe Model
One constant need among buyers is to de-commoditize their business. “What have you got that’s new?” is a powerful and relevant question for them, and sellers who have an answer will generally get a hearing.
The Challenger sales approach is a good example of this model:
They have “a deep understanding of the customer’s business and use that understanding to push the customer’s thinking and teach them something new about how their company can compete more effectively.”
This approach has some justification in business strategy, where the attempt to gain differentiation is an alternative to the low-cost producer strategy.
So, what is the truth? Are buyers motivated by the desire to remove pain? By a rational statement of value? By a compelling new way of articulating issues?
What’s best? To soothe the pain, appeal to the brain, or reframe the game?
Making the Buying Decision
If clients make buying decisions because of rational calculations, then the Brain model would appear to be the best. If buyers are looking for access to new, differentiated ideas—and the people who bring them—then the Game-reframe model looks best. And if buying is mainly motivated by emotional issues, then the Pain model is best. The question, therefore, becomes: which underlying psychological model best explains the process buyers undergo.
Of course, simple choices like A, B, or C often end up being solved only by rephrasing the question. This is no exception. For example, consider the buying decision as a multiple-step decision, or a multiple-psychology decision, rather than a single-step decision.
Different Buying Stages: In The Trusted Advisor (written by David Maister, Charles Green, and Rob Galford), we note that complex services buying decisions are typically two-step decisions. The first step is screening to identify plausible sellers. The second step is selection. Bill Leigh of the Leigh Speakers Bureau tells the story of one client’s decision process to hire a speaker for a major corporate event:
“They quickly narrowed it down to two—either Michael Porter, a major business strategist, or Lester Thurow, a prominent economist. They went back and forth until finally they agreed on a solution—ex-Chicago Bears football coach Mike Ditka.”
The first step is a relatively rational process of data-gathering. That process sounds very much like the Brain model.
But the selection step is taken much more emotionally, involving a complex set of cross-currents. That sounds more like the Pain model. (Or if you consider Ditka a redefinition of the problem, it’s more like the Frame model.)
Different Buying Psychologies: Another approach to splitting the A/B/C dichotomy comes from a large study by Bill Brooks and Tom Travesano, reported in You’re Working Too Hard to Make the Sale. Looking over thousands of sales across several B2B buyer types, their conclusion was summarized in one powerful sentence:
People buy what they need from those who understand what they want.
In other words, the identification of needs (systems, audits, legal advice) is fairly straightforward—the Brain model. But the actual choice is made on the basis of which seller most deeply taps into buyer wants—fears, hopes, aspirations, wishes, desires. It is not necessary that those wants be satisfied; it is enough that they are recognized, understood, and acknowledged. Doing that drives the decision to buy what, after all, has to be bought anyway.
Integrating Buying Psychologies: Neil Rackham, via his classic SPIN Selling, offers yet another insight, one that integrates the various models. SPIN (Situation, Problem, Implications, Needs-Payoff) operates at one level on a buyer’s emotional needs by forcing sellers to listen to the customer before they start offering solutions. At another level, it is a very rational model, methodically identifying both pain points and alternative, potentially breakthrough conclusions.
What’s the Answer?
Perhaps the last word may come from science fiction author Robert Heinlein, who is credited with saying, “Man is not a rational animal: man is an animal who rationalizes.” Putting it into sales terms, “People buy with their heart and rationalize it with their brains.”
That is not to minimize or discount the role of rational decision making. We all acknowledge rational analyses as important checks against the mistakes we might make if we rely solely on the emotions. At the same time, it recognizes the powerful role that emotions play in human decision making, of which the buying decision is just one.
The most useful answer is, “Develop a rich, insightful, trusting relationship with your client, and be prepared to offer them all the legitimate backup they’ll need to defend their decision to buy from you.”
This is the first in an occasional series on trust in particular industry verticals. This post looks at the consulting industry.
In consulting, some things are changing. And some are not.
The biggest trend is, of course, the digitization of the firm’s service offerings. For example, nearly three quarters of one large consulting firm’s HR practice consists of moving processes into the digital age. Naturally, firms increasingly put more emphasis on technical qualifications of their consultants.
Another change, nearly as big, is the shift in business development practices (this one isn’t unique to consulting). Depending on who you talk to (Marketing Blender, Gartner), something like 50-60% of the buying process is complete before the buyer meets a seller. This number is only going higher. Naturally, firms focus increasingly on managing that non-personal-contact front end of the business development process.
However, the critical role of interpersonal relationships is not going away. Paradoxically, the increasing role of technology and automation does not mean that the role of relationships is decreasing – in fact, it means exactly the opposite. Here’s why.
On the project side, expertise is a commodity. The markets for human capital are efficient, and widely accessible. On the business development side, virtually no client wants to buy a significant project without understanding, and meeting, the people who will staff it.
This is an important fact of human biology. Reducing the time spent on human interaction merely increases the leverage that such time has on final decisions. Those infrequent interactions take on geometrically more importance as their duration declines.
The implication for consultancies? The ability to rapidly and genuinely create trust with clients is more critical than ever. You don’t have the luxury of schmooze time to establish comfortable relationships; it’s got to be done deeply and quickly, and done right.
Trusted Advisor and Trust-Based Selling workshops, are aimed at this need. 60% of our work is done in various professional services clients, with consulting a heavy component.
For a discussion about these issues, drop me (Charles Green, CEO, Trusted Advisor Associates) an email at cgreen-at-trustedadvisor-dot-com. You’ll not go onto an email list; there are no automated follow-ups; no cost, no obligation. Just let’s talk.
Ken Roller is an experienced B2B salesperson; he spent the past 35 years in Corporate America working for 2 industry leaders (including 21 years at Intel), serving Global 1000 customers.
Ken’s classic sales credentials are impeccable: he exceeded his quarterly sales quota for over 20 years straight – 83 quarters in a row – in a time and in industries that faced brutal competition and roller-coaster global economic conditions.
I came to know Ken during his tenure at Intel; he was extremely helpful to me at a time I was writing Trust-based Selling. We’ve stayed in touch; I asked Ken to share with us some hard-earned wisdom from his career.
Charlie: Ken, it’s great to have you ‘here’ on Trust Matters. I’ve always thought you embodied many of the things I write about.
Ken: Thank you. I’ve always thought that we’re kindred spirits in our concepts and feelings on how we work and relate to customers and people. One of the inflection points in my professional career was when I read “The Trusted Advisor.” It succinctly captured the essence of selling with integrity, something that is paramount to my being and who I am.
Charlie: Well then, you’re a great person of whom to ask this question: How do you establish trust with “C” level execs at some of the biggest companies in the world?
Ken: First, I’ve always taken seriously my counsel with my customers and would never jeopardize their livelihood, career and their family’s future with my guidance. That’s not pablum, that’s truth; it is the root of my answer to your question.
It’s easy to tell somebody about your experience and the benefits of your products and services. It’s harder to demonstrate that you “truly care.” That has always been a differentiator for me. You quote the late great George Burns as saying, “you can’t fake sincerity.” He’s right, and the continued attempt to do so is why there’s a pervasive view of salespeople being the proverbial “used car salesperson,” with their only concern being themselves and their company.
Charlie: Now, let me just get this straight. I ask you about selling to the C-suite, and your answer is “you have to care?” I don’t think that’s the typical canned response from most sales ‘experts,’ is it? Maybe you can give an example of how you showed a customer “you cared” in this manner?
Ken: Sure. I was blessed that the companies I worked for had world-class products. Even so, the reality is that not all products are always great – or even good.
I was working closely with the CTO and his staff at one of the largest Financial Services companies in the world. Our competitor’s product was 78% faster than our comparable product out of the box! That was the context in which I put together a several day meeting at our facility in Ireland, and had this company’s entire senior staff fly in from Europe and the US for a strategic update.
During the meeting, I asked them if our technical team could work with them to ensure that they implemented our solution properly so we could have a fair bake-off – and, I told them, if our competitor were to beat us, they should purchase their product and shame on us.
When I said that, you could hear an audible gasp come from my company’s execs. They had a look on their face of “Did Ken really just say what I think he said”?
The thought that my career was over suddenly crossed my mind.
However, my customer’s CTO noticed the ruckus I caused and immediately stood up. He said, “Thanks, Ken, for putting together this wonderful 3-day gathering; you’re a breath of fresh air in an industry that is polluted with unscrupulous salespeople.”
“You educated us to the fact that your next generation product, coming out in a few quarters, will have a new micro-architecture that will enable you to leap-frog the performance of your competitors. We believe you, and trust you, and are looking forward to testing your new platform ASAP. We want to work with you Ken.”
He basically told my executive management that my candor and “caring” should be applauded; and if anything were to happen to me, my company would lose their future business.
And…our next generation product did perform as promised, and has been the industry leader ever since.
Charlie: What I called the Acid Test of trust is whether you’re willing to recommend a competitor to a client. In effect, that’s what you did here.
Ken: It’s not that hard if you have a long-term perspective. If you want to build a long-term strategic relationship, and have faith that the next iteration of your product will fix your issues, you’d do what I did. If not, you might sell them your current product, but your reputation will be ruined forever.
Be honest and live to sell another day!
Charlie: Switching gears: I think when a lot of people find themselves in the C-suite, they get tongue-tied. Their pulse rate goes up, they get flustered, and they end up making any number of rookie mistakes. Advice?
Ken: Senior executives have no time for those who are in “awe” of whom they’re meeting.
Confidence – especially, confidence in yourself – is critical. You don’t have to be an expert in everything – but you’d better be expert in something, very clear about the boundary lines – and just as forthright about what you don’t know. Be prepared, and do your homework: then tell the truth. Honesty trumps ignorance.
You have to have great respect for them – but also remember they’re your equal! Deal with your insecurities and don’t psyche yourself out.
Talk about what’s important to the executive. Being STRATEGIC and not tactical is critical. Don’t discuss problems, just solutions. The higher up you go, the more you’ll find people who are surgically focused on growing revenue, innovation, and garnering a competitive advantage.
Charlie: Any additional tips?
Ken: Creating long-term relationships with senior executives is like shooting a good game of pool – you’re always shooting for the next shot!
As we discussed earlier, listen more than you talk, but be prepared based on your research to share some 30-second “nuggets” that will be of interest to them that also demonstrates your reputation as a known expert in your specialty.
Ultimately, if you want a trusted advisor relationship with executives, you have to make sure they see you as a “Player” that a) constantly educates them to things that they and their staff don’t know, and b) does so respectfully but in an insightful, direct manner that clearly shows you have the customer’s interest at heart.
Charlie: In your experience, what’s the single biggest obstacle to a salesperson building trust with their customers?
Ken: That’s an easy one! Sorry for my politically incorrect answer, but it’s imperative that salespeople learn to STFU and LISTEN!
So many salespeople are myopic – enamored with themselves and their voice when the conversation is not about them; it should be about their customers and helping them solve their business / OPEX problems and issues.
That’s why I feel the “Trust Equation” is the single most important sales theory ever created. With Self-Orientation in the denominator, the more you talk about yourself, the less trust you build! So in the words of the Kevin Spacey character from “Swimming with Sharks”, Shut-up, Listen and Learn!
Charlie: Thanks Ken for sharing with us your thoughts and ideas.
Ken: Thank you, as always, it’s been a pleasure!
What’s your favorite sales movie? Glengarry Glen Ross? Wall Street? Jerry Maguire?
Here’s one that might not have made your top ten list for sales, but that may help you take a fresh look nonetheless.
September 1961 saw the release of the classic The Hustler. Starring Paul Newman as “Fast Eddie” Felson and Jackie Gleason as Minnesota Fats (with great performances by Piper Laurie and George C. Scott), it portrays what happens when great talent meets self-destructive impulsivity.
Small-time pool hustler Felson takes on the legendary pool shark Minnesota Fats in an epic all-night duel of young talent vs. old savvy. As the game continues into the early daylight hours, they take a break. Felson, nearly exhausted, collapses sweaty and drained into a chair with yet another pack of cigarettes.
Fats, meanwhile, goes into the men’s room and emerges minutes later freshly shaved, wearing a newly laundered tux. Felson’s confidence is shattered by this show of confidence, and he goes on to lose disastrously.
Never let them see you sweat. That’s the wisdom Minnesota Fats employed, and in a game that’s intensely mental (what games aren’t?), it gave him a decisive edge. A great pool strategy, to be sure.
And a terrible sales strategy.
Unless you’re selling widgets B2C at $19.99, there are three principles that we don’t talk enough about in sales: your objective, your character, and your relationship to the customer. Never letting them see you sweat violates all three. Here’s how.
- Your Objective
A game of pool is a zero-sum game, pure and simple. There is a winner, and there is a loser. There is no win-win, and there is no synergy outside the game itself. Within the boundaries of the rules, psych-out strategies to beat the opposing player are fair game. And if that’s how you view sales, you’ll be seduced by Minnesota Fats’ clever stratagem.
But that also means you think of your customer as the enemy. You think your entire customer relationship is a series of one-off unrelated transactions, all win-lose, so there can be no accrued trust or synergy. You will also, quite naturally, seek out more ways to put one past your customer.
What’s the alternative? Think of your customer as your partner. Think every transaction is connected to every other transaction, past and future, in an ongoing narrative of relationship. There are economies of scale and levels of relationship, each adding more and more financial and psychic value at every step.
In this view, your objective is to help your customer, long-term. Period. All else follows.
- Your Character
If you believe “never let them see you sweat” is a great strategy, then you have adopted duplicity as a core value. That can be a treacherous decision.
It means you can’t be authentic. It means you can’t relax and let down your guard, lest the customer see your true motives or objectives. It means there is a limit to how much trust, information sharing and collaboration can go on between you and your customer.
Our beliefs drive our actions, and our character drives our beliefs. If you continue to hold a duplicitous perspective in all your customer relationships, you will behave duplicitously and be seen as a duplicitous person. And in a world that is increasingly online, transparent, and available to all, it’s more and more likely that duplicitous behavior will be exposed.
- Your Relationship
If you believe “never let them see you sweat,” then you’ll never have a rich relationship with “them” no matter who “they” might be. All human relationships are characterized by a degree of shared risk and vulnerability. There is a reason why in all cultures there is a set of rituals we go through in business before “getting down to business.” They may be as short and simple as, “How ’bout them Bulls,” and “I see you went to State also,” or they may be as complex as late night drinking bouts on successive visits, but they are there for a reason.
The reason: we do not trust people who never let us see them sweat. We interpret their guardedness as secretive, threatening, fearful, and unfriendly, masking motives about which we know nothing but which are suspect. If you don’t let me see you sweat, I conclude you’re probably hiding something, and you’re not the type I can trust. That’s no way to win a sale.
Never let them see you sweat? Au contraire. In Finland, they literally invite customers into the sauna to sweat together! Other cultures have their own approaches, but the aim is the same. Good selling means customer-focused objectives, a habit of transparency, and a commitment to relationship.
If you get those right, you won’t have to sweat in the first place.