Critical Selling. Kane Nick

right mindset if you want to accelerate the sales process and close more deals.

      That means you have to commit yourself to training and practicing. You need to be open to the possibility that there is always room for improvement in your approach to customers. That's not to say that the experience, insight, or wisdom you've gained during the course of your career is without value. Rather, it means that in today's highly competitive marketplace, it's important to recognize that customers are evolving and that, as a result, sales is evolving. And so you, too, have to evolve if you want to keep up with your customers (and with your competitors). To do that, you need to believe that the process will yield tangible benefits – for you and for your customers.

      In Chapter 2, we'll look at the importance of committing to and carefully following the Critical Selling framework. We'll discuss why top performers know that the key to securing more and better deals isn't about “always be closing” but rather about “always be improving.” Why? Because best-in-class organizations – and top-performing sales professionals – know that practice is a key component to success.

      Change can be difficult. Trial and error as you learn the process might feel clunky. But top performers know that believing in the promise of change, and in following the Critical Selling framework from start to finish, is crucial to making it work. Because the Critical Selling framework isn't a buffet. It's a proven, logical, and practical approach to accelerating the sales process and closing more deals while building credibility with customers and developing lasting, profitable relationships.

      Incorporating strategies, skills, and best practices requires planning, which underlies the entire Critical Selling framework. Why? Because planning isn't one step you do at the beginning of the sales process and then check off your to-do list. Top performers know that effective planning matters at every stage during the selling cycle. They also understand that it is important not only to plan ahead for every call but also to reflect afterward. And they understand the benefits of planning and reflecting for each and every call.

      Part of planning requires outlining the critical objectives for each call, and in Chapter 3, we'll look at the importance of setting objectives, how doing so helps salespeople better connect with customers, and how it helps accelerate the sales process. We'll also look at a variety of helpful tools and resources that can make planning work for you – and for your customer.

      From planning, we move to opening. Solid openings don't happen by chance. They don't begin with a canned line or a memorized script. Through our research, we have found that too many sales reps lean all too often on timeworn pitches when opening the sales conversation with their customers. On the other hand, we've also found that top performers understand the importance of crafting openings that are personalized for each individual customer.

      Top-performing sales professionals understand that a solid opening requires specific, intentional steps, things to do in the first few minutes of the call that will set the stage – and the tone – for connecting with the buyer and building the kind of rapport that will put you on the right track to building stronger, longer-lasting relationships with customers.

      Top performers understand the benefits of a good opening. They know that it's not about foisting their personalities upon the customer but rather about understanding the customer's style and adapting the conversation accordingly. Sales professionals who perfect the art of opening find that the rest of the selling cycle naturally falls in place.

      In Chapter 4, we'll look at the elements of a solid opening. We'll look at how so many salespeople struggle with determining the right thing to say to the customer and with getting the conversation started on the right track, and we'll look at how top performers overcome those struggles in order to successfully open interactions with customers and quickly begin the rapport-building process. We'll also examine how delivering a Legitimate Purpose Statement helps you connect with customers, manage expectations, and successfully direct the sales conversation. We'll discuss the importance of confirming to ensure that you and the customer are on the same page. And finally, we'll look at best practices as well as common missteps in this stage of the sales process.

      With a solid opening secured, the next stage in the Critical Selling framework is all about understanding. Our research has revealed that, unfortunately, too many sales reps gloss over this critical step in the selling cycle, sometimes out of haste, sometimes out of laziness, sometimes out of fear. But the discovering phase of the process is critical to understanding your customer and building trust – and getting it right actually helps speed up the entire sales process.

      Discovering what the customer needs and what drives his purchasing decision requires salespeople to do two things: ask questions and listen to the answers. Seems simple, but many sales professionals struggle with these two critical skills, for a variety of reasons. Getting this right is crucial, and doing so puts you in a position to connect with the customer, become a trusted adviser, and offer solutions that are tailored to the needs of the customer.

      In Chapter 5, we'll look at what it takes to ask the right questions and to become a good active listener. We'll examine critical areas of focus that top performers key in on in order to build a solid understanding of customer needs. And we'll explain how getting the discovering phase right can be a key way to differentiate yourself from the competition. Finally, we'll look at what top performers do in order to get this step right – and where average performers get it wrong.

      As we've seen (and will discuss further in the pages to come), today's customers aren't interested in being pitched. Although a lot of sales professionals want to move straight from opening to closing (that old “always be closing” mantra can be difficult to silence), that's almost always a grave mistake. And although a lot of salespeople spend much of their time on perfecting their pitch, presenting a memorized, generic solution almost never works the way you might like to believe it will. The key to presenting successfully is to share a solution that is uniquely tailored to each individual customer.

      Top performers know that getting the opening right and getting the discovering phase right pave the way to making presentations that are well-aligned to customers and their needs. So, in Chapter 6, we'll look at how top performers tackle this stage, from planning their approach to tailoring the solution to asking for feedback. Top performers also understand the power of linking, so we'll discuss why linking your solutions to your customer's needs helps provide the confidence each buyer needs to make the purchasing decision – and to be comfortable with that decision. Part of that requires you to understand customer needs, and we'll look at how the critical areas of focus discussed in Chapter 5 come to bear on this phase of the process. We'll also look at some best practices (such as presenting persuasively) and common pitfalls (such as presenting by rote).

      It should be clear by now that the Critical Selling framework does not espouse the old saying that you should “always be closing,” an obsolete phrase that for far too long has served as the mantra for sales professionals. Closing should be neither pushy nor passive. Nor should it come as a surprise. In fact, top performers who practice the skills in Critical Selling understand that by planning each sales call, delivering a solid opening, discovering the customer's needs, and presenting persuasively, closing the deal comes naturally because they have simply built on the momentum that has already marked the selling cycle.

      In Chapter 7, we'll discuss how and when top performers take the opportunity to secure what already has been done. We'll look at the four critical steps to closing well. And we'll look at the benefits of acting as a trusted adviser at this stage, about speaking directly and frankly with your customer, and about being straightforward.

      When it comes down to it, closing should come naturally. It shouldn't feel rushed or pressured. Instead, it should capitalize on the momentum you and your customer have created during the entire sales process. In fact, getting everything right up to this point actually makes closing that much better – and that much easier.

      Of course, getting