Shut Up and Start Selling by Steve Adubato, Ph.D.

When we think about a typical salesperson, we envision someone pushing a product or service whether we want it or not. We picture a salesperson that is adept at overcoming any objection or obstacle. We perceive a hard driving sales “presentation” as a lecture of sorts or a “let me tell you why my company is so great” monologue. Finally, we recognize the “strong close” from the prototypical sales person who won’t take “no” for an answer. None of us like it, which is why a recent poll found that the sales profession is the second least respected behind politicians. Some questions to consider:

Q—Why, then, do most people buy from a salesperson?

A—It’s because you sense the salesperson actually cares about you. He makes an effort to know you and your company. You see him as a problem solver or consultant that you can turn to for advice. Ultimately we buy because we trust that a salesperson is looking out for us and our interest as opposed to simply hitting his sales quota.

Q—But what exactly is so wrong with the typical sales approach you described above?

A—Some potential buyers are so turned off that they often shut down and refuse to give the salesperson any valuable information. Further, prospects may not understand or even care about a lot of what is said in a generic sales presentation. Even though the prospect may be polite and appear to be listening, he has decided he is never going to buy from you no matter how long you talk.

Q—If what you say is true, then why do so many salespeople utilize such an ineffective sales approach?

A—Because it is what they’ve been taught. Traditional sales programs often promote this hard-driving, don’t-take-no-for-an-answer, philosophy. Many sales people have come to believe that everyone is a potential customer and therefore the salesman’s job is to be persistent until they find the key that unlocks buying possibilities. Further, sales managers put great pressure on salespeople to hit their quotas, which in turn causes sales people to press unnecessarily, thereby turning off potential buyers. It’s a vicious cycle.

Q—You criticize “overcoming objections,” but isn’t this a critical part of persuading a sales prospect?

A—Instead of overcoming a so-called objection, why not consider that the potential buyer has a legitimate concern with your product, service or price? It may not be a good match. The smartest and most effective sales people delve deeper in an effort to understand more; “Bob, why is it that you feel this way?” Then they shut up and actually listen so that they can learn more, which will in turn help the salesperson solve the prospect’s problem or address his concern. This builds trust. Interestingly, this is also when real selling and relationship building actually occurs—when the prospect feels acknowledged, understood and appreciated.

Q—So you are saying instead of talking first in a sales pitch, you should get the other person talking about his interests and concerns?

A—Exactly. The typical sales presentation consists of a 15-20 minute diatribe followed by an awkward and often artificial Q&A segment. That’s not the way we converse and engage with other people. The more the prospect feels they are not being “pitched” or “sold” by the sales person, the more likely they are to feel comfortable with you and what you are selling. It’s amazing how few sales people actually understand this.

Write to me and describe your selling approach and what you’ve learned over the years that we can share with others in a future column.

Dr. Steve Adubato coaches and speaks on the subjects of communication and leadership and is the author of the book "Speak from the Heart." Write to him at The Star-Ledger, 1 Star-Ledger Plaza, Newark, NJ 07102, or click here to contact him through this web site.