Ask why, why and why again

One of things many sales people struggle with are solid, effective questioning skills. This might seem a little odd when many sales people are great talkers, but herein lies the problem.

First of all, sales people who talk a lot are often extraverted. From an early age they were show offs, planning talent shows in the local neighbourhood. They weren’t shy but soon learned they were funny, could grab attention when they wanted it and told great stories. They like people and find it easy to get on with others. Everyone says they have the gift of the gab. This is a gift, if it’s used correctly.

This type of sales person (and there are many) are so excited about their product, so caught up in themselves and their hilarious self absorbed stories, and so keen to show their prospective client just how much they know, that suddenly all the client is doing is listening.

Now think about it folks. You walk into a shop and need a specific item of clothing , say a new suit for an interview. And the bright, bubbly sales person comes over and makes you feel welcome. Good start. They ask you one question – what are you looking for, and that’s the last time you get to speak.

Ms Sales Big Mouth is off regaling you with her stories and giving you the run down on so many suits you are confused. Besides, she hasn’t asked you anything else. You’re confused, bombarded and don’t feel particularly cared for. And as customers, all we want is to feel CARED FOR.

I am a question Nazi. Ask, ask, ask. Especially on the first meeting, where the client should be doing 80% of the talking. Think of a time you met someone nice at a party. You know why you thought they were nice? I’ll bet it was because they asked you lots of questions and you were allowed to talk about you, which ultimately is everyone’s favourite topic. 

Yes, even you Limes who see yourselves as introverts like to talk about the things that are important to you.

So what happens when we meet a client and spew feature vomit at them? They clam up and decide very early on that they’re not going to buy from us. You are prescribing before you have diagnosed!

Start with open questions that allow your client to expand on their situation. And each time you get information, ask, why is this? (Be careful on overuse of the why word; you can sound like a 3 year old). Then when you’ve gathered all the information you can start using closed questions (those that give you short or one word answers) to control the conversation.

Here’s the sort of questions I would ask when I first meet with someone about training.

LS:                  So can you tell me the sort of training you are looking for?

Client:         Oh, presentation skills, communication, everything

LS:                  Has something happened recently to provoke you into looking for training?

Client:         You bet. I just sat in on one of their training sessions and was embarrassed.

LS:                  Can you tell me why you felt that way?

Client:         Are you kidding! Sloppy speech, poor stance, bad eye contact.

LS:                  Tell me about the training they’ve had previously?

You’ve got the idea. Dave Kahle calls it peeling the onion. Keep asking questions until you get down to the root of the problem. Don’t take things on face value.

You might make a sale without much questioning but you won’t build long term relationships, which means they won’t come back and they won’t tell their friends. You have to make an impact.

So the next time a potential client gives you an answer, think and then ask why? And remember, once you ask a question, stop talking!

Get good at asking good questions and listening to your client. You’ll be able to offer the right solution AND you’ll stand out. Everyone’s happy.