In my last post I discussed why thorough discovery is critical to effective selling (more so than “closing”). In this post I dig into what good discovery looks like and dispel a few misperceptions along the way.
Discovery, an early stage in all good sales processes, is often short-changed or even completely overlooked by many sellers (and sales managers). Their focus tends to be on the back end of the pipeline, seeking to figure out how they can close those deals and put them in the win column. This is to an extent understandable, as both seller and manager need to drive results (meet quota) and put commission checks in their pockets! The problem is deals are typically won or lost at the front end of the process, not the back end.
The problem is sometimes exacerbated by one or more of the following:
1. A rush to get quotes or proposals generated or “paper on the street” as I call it (“The more lines I have in the water, the more fish I will catch”). Often their attempt at discovery is just a cursory check the box exercise so they can get to the pitch.
[Truth: While volume is certainly important, only quality volume drives real results. Otherwise sellers just fool themselves (and sometimes their managers) with pipelines full of low quality deals (i.e. garbage) that will likely never close.]
2. They don’t see the value to them and their prospects.
[Truth: They miss the benefits of getting a good grasp early in the process on prospects’ true needs and priorities (beyond the obvious) and whether they can effectively address them. And they set themselves apart from their competitors who may not engage in thorough discovery. Prospects similarly benefit. They can be confident all their needs and criteria are completely understood by the seller. And they get the benefit of the experience, insights and guidance a good consultative seller provides. See this excellent post by David Brock.
3. The misperception that it lengthens the sales cycle.
[Truth: It actually often shortens the sales cycle. Establishing detailed alignment with key decision stakeholders up front reduces misunderstandings, confusion and “uncovered bases” that create rework later in the sales process, benefitting both the seller and the buyer.]
4. They are not confident regarding how to conduct effective discovery (it’s not easy and they’ve probably never been taught).
[Truth: They need to learn how and practice.]
5. They aren’t comfortable controlling the dialog and managing resistance from the prospect.
[Truth: They need to learn how and practice.]
Good discovery requires what I call “insatiable curiosity”. It’s not an interrogation where the seller asks a bunch of rapid fire questions and records the initial response. Rather, it is a two-way dialog where they “peel the onion” together. The seller is certainly asking questions, but continues to probe deeper to gain more insight into the prospect’s situation. They want to understand the “why” behind the first response, really getting to root issues and consequences. While some of their questions fall into the category of “information gathering” (decision process, decision influencers, etc.), most of their questions are thought provoking, getting the prospect to perhaps think differently about their problems and needs, maybe helping to better see the negative consequences of not acting soon. And they are not just asking questions, they are also sharing their expertise and knowledge (a.k.a. “insights”) to expand and influence the prospect’s thinking about their challenges, priorities and potential solutions. Again, it’s a mutually valuable conversation.
The responsibility for enabling and ensuring sales teams conduct thorough discovery falls squarely on sales leaders and sales managers. Are your teams sufficiently equipped and skilled?
If you’d like to have a conversation about what good discovery looks like, just drop me a line at dmulhern@pvgsolutions.com.
