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Is it something personal?
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"No. We won't buy from you." What do you feel when you're in a sales conversation and hear that? That it's a No against you? That you didn't convince them enough? That you weren't good enough to close the deal? That your offer is sub-par? That you... . . . It's hard hearing a No. Until you seek for it. Hearing a No felt like something against me. That if I didn't get a Yes, then I wouldn't be as good as I could have thought I was. Or that I lacked the competence. It felt personal. Then the flip happened. "No" is the second best answer you want (the first one is "Hell, yeah! Let's close this deal!"). It helps you discern where to focus your efforts. It helps you help them go for something that works for them. It helps you be more confident. It helps you be seen as the expert. It helps you. |
Rod Aparicio
Get one tip, question, or belief-challenge that just might change the way you market, to help your customers buy. A *daily* email for b2b founders on improving your business —without the bullshit.
Anyone with money. Anyone who is willing to pay. Anyone that needs our thing. How do you reach to this specific anyone? If you can’t come up with a very clear specific description of who this “anyone” is, it’ll be hard for them to know you’re talking about them. For them to know of you. For them to recommend you to more like them. At the end of the day, anyone is no-one.
In diving, when you’re overwhelmed, you stop everything. Then, you breath. Assess. Decide. Same is in business. While everything seems urgent, you can only do so much. So stop, breath, assess, decide. And to get to that decision, you’ve already thought of a few ways to go about it.
Just as a band starts playing in a house, to small gigs, to more small gigs... all the way to stadiums with thousands of people. It's the same with decisions. The more controlled, low-impact, and low-risk decisions you make, the easier it is to see the patterns to move upwards. It's simpler to stir the wheel and correct direction with small decisions, than to shift everything from one decision. Quantity over quality first, quality over quantity then.