HOW TO HANDLE THE I WANT TO THINK ABOUT IT OBJECTION

Speaker A: In sales, we always get delays. Customers are apprehensive to take action and sometimes we just need to nudge them. Even in the B2B sale, we have to kind of guide people to the direction that they need and should take instead of just senseless delays. Uh, there are times where there is a purpose built delay, but when you sense, when you're past that, when they just aren't taking action, here's the words that I use. You never know what's going to happen. What this does is it puts fear and doubt into people's minds and it'll elicit, uh, what's really in the way. Sometimes there really is an action, sometimes it's just time based. But you typically are working against a timeline and they should kind of work against the timeline too. Uh, there's too many things in our lives that we just delay, delay, delay until it becomes obvious and then it's hurry up and rush. And in sales we run into this all the time. So by telling them that you never know what's going to happen, they immediately have some doubt. Like, what do you mean, Brian? What do you mean you never know? Well, prices can go up, product availability can slip. Uh, the product as a standalone may go away. Uh, the different offers are going to go away. Um, what is in the way of taking action now? And try and elicit from them what's in the way and try and distinguish it between something that's real and something that's imaginary. And even if you're talking to the right person too often in the complex sale, people treat it like the simple sale, thinking that there's one person, what they call a single threaded deal. In the B2B world, this is death and everyone does it. It's natural, it's, it's hard not to do it. But what you want to do is surround the account. Uh, when I get a partnership or a company that I want to really work with, I start talking to everybody there. And you will get pushback. Some people, well, I don't want you running around talking to people here. It's like, no, our typical policy is that we talk to the CEO, we talk to the cfo, we talk to the cmo, the cso. Well, I don't want you doing that. I go, I understand. It doesn't mean I'm not going to do it. I don't work for you. I work for me. And you can say you might step on some toes, but if you do it nicely and I go, I expect you to do the same. I mean you can always talk to my boss, other people at the company. Um, I understand. I do nothing but flatter the work that you're doing and promote you and how much you've helped us. But, um, I can't tell you that I will not be talking to other people in the company. My job is to have the two companies work together to accomplish the goal, and you are the key player. I love working with you, but, um, you got to respect my need to talk with other people. And a lot of reps don't want to do this. I'll upset them. They will not get the order through. They're my champion. Well, uh, I'll tell you, I've met a lot of false champions in my life. These people basically will just run it by their manager. And the manager goes, ah, I don't know. They'll let it drop right there. Oh, you have to write something up. Uh, I'll do it next quarter. Anytime they hit any little friction or resistance. They don't care about you. They don't care about us. They care about them. This arrogance among reps that it's like someone cares about you other than you and your mama, we have to get over, because I'll tell you, nobody cares. We'll learn it the hard way. At the end of the day, they care to the extent that you care about them. Pretty much is how every relationship in human life, and that may seem harsh, but it's the truth. It's the brutal truth. So what we have to do is create urgency, create action at every step. Know how much action and how big of a step that we can take at every point. So. So that we don't overextend it. But we do have to be the deal Sherpa. It is our job to guide them through the buying process. They do not have a buying process. Their buying process seems like a good idea. Yeah, Good. What do we do? I don't know. Do you know that's their buying process? And you're gonna work with that, or you're gonna learn what it really is, Tell them to write up a goddamn purchase request, get their manager to sign it. Call their manager, get their manager to sign it, get the VP to sign it, get the CEO to sign it, get it over to the procurement, have it work through legal, and get it into your hands. That's the buying process. We have to guide them through that process and push it and walk it and handle it. Or you can sit around and wait and hope. Sit by the phone, the email box, and pray that it's going to happen. But uh, and some will. A lot will, but not enough to make the type of income that you really want to. So we as salespeople have to create and build urgency, build action at every step. Closing for the next step is the critical part. I've seen pretty mediocre salespeople who just do that. Just keep walking the deal, the next step through it do insanely well. So why don't you be one of them? Thanks for listening. Make sure you're checking out the website b2brevenue.com and tell a friend about the Sales questions podcast. Just ask any question you want, ah, via LinkedIn or email. Brian G. Burnsme M.com hey everybody, thanks for listening to this episode and I really appreciate everybody who goes onto LinkedIn, connects up with me or follows me there. If you happen to see some of my content flying by, if you could throw a little thumbs up or a comment or a share, I definitely appreciate it. It helps spread the word about the podcast and make sure you're checking out my website b2b revenue.com you can get my free book on how companies make product selections. It's a real book. Uh, it is on Amazon but I give it away for free. Just register there. It'll email you a link to it and you can just download the PDF from there. Also, if you want to check out the courses, start the conversation, get the meeting. We're closing the complex sale and you have more questions about it. The short answer is there are video courses. You get access for a year, but it's also a community. What does that mean? You can ask questions anytime. So via voicemail or email, I answer them within a week, put them into the course. We have office hours every other week. It's an hour long course where you can basically I pick a topic, answer questions. You can ask questions. Also you can schedule one on ones for free and we just talk through your particular use case and that gets shared with the course. So if you don't have time for office hours or the timing doesn't work or you just want some more one on one help, that's all included for a whole year. So it's really a year to go from where you are to where you want to be. So it's not just videos, it's not just knowledge, it's practice. It's getting feedback. You can send me emails, you can send me, uh, your presentation. I'll help you with anything that you need to close the complex sale or get the meeting and you can check out them and to be revenue.com. so that's it. I really appreciate it. And please tell somebody about the podcast and let me know if I can help you in any way. Oh, and you want to hear some results from the course? Well, here you go.

Speaker B: You know, I love the approach. It's working for me. Just fantastic. Uh, if I sent you some of the emails, which I should. The conversations that I'm having with people, I think you'd be blown away because they're not really about work. I've figured out if you can kind of get personal with them, like one lady, it's all about her family, kids. And then I sprinkled in a little bit around work, and she's LinkedIn sending me messages on LinkedIn photos of her family. Um, no, I'm not even kidding. I should show this to you. You'd be stunned. I was shocked. And we're going. She, she even. We're going to lunch on September 6th. And yesterday she shot me a LinkedIn message and said, hey, Ron, why don't we get on the phone and do a video call beforehand so our lunch isn't so awkward. We're, like, barely not meeting each other for the first time. Oh, holy cow. Right? This is unbelievable. So this is not the first time that this has happened. She's kind of an extreme. But, um, I'm starting to figure out a pattern where I can actually make this process, you know, so good. Yeah, I'll show you that. So it's getting to that point. Every time I do this, I'm like, this is unbelievable. You know, so.

Speaker A: And it feels better, too, doesn't it?

Speaker B: Oh, Brad, let me tell you something. To be able to go, go to lunch with her, I'll even talk to her on the phone, right? We're going to talk about, uh, family, kids, work, life, harmony. Because we read. I shared a thing with her from Bezos about work, life, harmony. This is where the conversation will start. Now, at some point, we're both not stupid, right? We know we're going to talk about work. We know why we're both there. But to kick it off this way is so much better. And to end that lunch with the last five to eight minutes of, uh, telling, well, what are you guys doing with digital.