 Have you ever heard the phrase “show, don’t tell”?
While it’s a statement most commonly used by writers and editors, the sentiment is just as important in sales as it is when crafting a narrative. Here’s why. When you’re having an initial meeting with a customer, they want to get to know you. “Tell me more about yourself.” “What is it like to work with you?” “Why are your products or services better than competitors?” ‘What makes you different?” The instinct in these situations is to launch into the usual spiel: listing your top attributes, sharing ways you support customers, explaining your philosophies, diving into the details of what you provide… The list goes on and on. In theory, it sounds great. You’re answering the customer’s question while upselling yourself and your company. But when you approach a new customer with a list of corporate buzzwords, you start sounding dangerously similar to the “Big Hat, No Cattle” guy. We all know the “Big Hat, No Cattle” guy. When asked about himself or his company, he responds with a list of platitudes, full of everything he thinks a customer wants to hear. “We have a fantastic company.” “Our products are second to none.” “I’m committed to supporting you.” “We’re the best out there.” “I guarantee you’ll be happy with us.” “We build partnerships that last.” It all sounds great, and yet, it’s an act that customers don’t typically buy into (and that sales managers shouldn’t either!) The reason is obvious: all of those answers are missing any substance. Customers have no reason to believe the “Big Hat, No Cattle” guy is telling the truth or means what he says. That’s why leading with stories is so powerful. Stories help the customer understand who you actually are, the way you work, and what you believe far more effectively and authentically than if you simply tell them. Instead of telling a customer that you’re reliable, tell them about a time when a customer needed you and you were able to show up for them. Rather than saying how flexible you are, give an example of how you’ve worked within a customer’s process to fit their needs. Don’t tell a customer that you’re a creative problem solver - tell them about a problem you’ve solved and the unique, imaginative way you did it. The power of stories doesn’t end there. Stories are memorable. Stories are entertaining. Stories make a meeting between two strangers feel less like an interview and more like a casual conversation between two friends. Stories help the customer feel connected to you, get comfortable around you, and look forward to talking with you again. Here’s how you can start leading with stories:
So, next time somebody asks who you are, don’t give them the classic job interview answer. Instead, ask if they’d like to hear a story.  One of the most challenging parts of a meeting for most salespeople isn’t the greeting, the proposal, or the request to put time on the calendar in the future. It’s the long (sometimes very long) silence when a customer is looking over a proposal.
The detailed document, one you’ve likely spent days, if not weeks, preparing is sitting in front of them. You’ve walked them through your initial ideas, your thought process, and possible variations. You’ve let them know you’re ready to answer any questions they have or to receive feedback. All you can do now is wait. The silence that follows can feel endless. The urge to jump in and ask the customer what they’re thinking or add unnecessary additional details can be hard to suppress. But in order to put the customer’s needs first, you need to give them time to process the information you’ve given them. It's All About the Customer's Experience. You likely know the proposal inside and out. You can answer questions about the content on each page. You can expand on any of the ideas. There are alternatives or slightly different options for each idea in your back pocket, and you’re ready to explain them. Depending on how well you know the customer and how much new information was gained during the meeting, you may even have an idea of which aspects of the proposal the customer will immediately buy into, and which ones will need more co-creation to dial in the perfect solution. Because you’re so familiar with the proposal, it’s easy to forget that your customer isn’t. This is the first time they’re seeing the information, which means they have a lot to process. As they review your ideas, data, and plans, they’re starting to envision what a partnership with you would really be like. Questions are forming in their head. They’re picturing what the solutions would look like in practice. They may even be starting to think of ways you could adjust the proposal to better fit their needs. When you interrupt this process to volunteer additional information that they ask for, prod for questions they haven’t come up with yet, or ask for their initial reaction before they digest the information, it derails their entire experience. Instead of taking the information in, they get overwhelmed. They may even cut the meeting short so that they can review the information on their own - which takes away your opportunity to have an interactive brainstorm. Giving the customer time to process the information may feel uncomfortable for you, but it puts them in the right mindset to have a collaborative discussion and build the right solution with you. What Story Do Your Actions Tell? A salesperson who consistently interrupts the customer isn’t just derailing their own meeting. They’re changing the way the customer perceives them, and not for the better. The customer may feel that the salesperson is impatient, rushing them, or eager for the meeting to end. They may even start to feel like the salesperson views them as a burden for taking up too much time. Alternatively, they might realize that the salesperson is nervous and wonder why the salesperson doesn’t feel confident in the solution they’ve presented. On the other hand, a salesperson who is calm, patient, and waits silently sends a strong, positive message. This is somebody who appears calm under pressure. They feel confident in their work. They’re ready to present the customer with valuable ideas. They’re operating with respect. Just as a customer learns a lot about how you operate from the way you interact with other members of their team and approach their meeting, they’ll gain invaluable information by simply observing your behavior during the sales meeting. The key to building a great client relationship is more than solid ideas: it’s about showing up as the kind of person somebody wants to partner with. Learn More. Iceberg Selling is a technique grounded in the understanding that for every person, organization, and situation, you can only see 10% of what’s really going on. By adopting the right mindsets, prioritizing building relationships, and approaching customers with genuine curiosity, you can start to explore the other 90% and improve your sales performance. Get the book to learn more about Iceberg Selling. Most salespeople are more effective when they are empowered to take ownership, make decisions, and build relations
“Who’s your ideal customer?” One of Karl’s favorite exercises with salespeople starts with that simple question: who is your ideal customer? Oftentimes, the answers he gets are met with a series of traits:
“Okay,” Karl adds. “Imagine you’re on a plane. You’ve got a seat in first class, the weather is great, it’s going to be an easy flight. Your ideal customer sits down next to you. They don’t put on their headphones or turn away. Instead, they say hello and mention that they always end up talking to their seatmate on the plane - let them know if it starts to bother you. It’s a dream scenario. Who just sat down next to you?” A lot of salespeople know exactly who it is. “Oh, it’s Mary Beth from XXX company.” “I’d want it to be the CFO of XXX company.” “Jeremy Brennen from XXX, hands down would be my dream seat mate.” Then, Karl asks them the real question. “If you already know who your dream customer is, why haven’t you reached out?” If you already know who that ideal person is, why are you waiting for a chance encounter when you could be putting some intentional focus towards winning their business? On the Unlocking Sales Success episode of The Cash Flow Contractor podcast, Karl dives into the five steps of Iceberg Selling, why repeating what a customer shares with you helps build your connection, and how the same strategies that help you connect with customers will help you become a better manager for your team. Check it out now on Apple Podcasts! |
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