Instead of starting with intros and a list of questions, ask the prospect why they accepted the meeting and what they hope to get out of it. This simple question cuts through the noise and gives them an opportunity to state their intent and priorities upfront, revealing their 'pull' from the very beginning.
Related Insights
Prospects often describe wants (e.g., "a more efficient system"), which are not true problems. Asking about the motivation behind their desire forces them to articulate the underlying pain that actually drives a purchase decision.
The discovery phase of a sales call isn't a generic interrogation or a prelude to a demo. Its only goal is to understand the customer's PULL: their specific Project, its Urgency, the other Options they've considered, and the Limitations of those options. Only then can you effectively position your product.
If a prospect deflects an opening discovery question by saying you initiated contact, re-center the conversation on their decision-making. A good response is, 'Yes, but you don't take every call. Was there anything in particular you were hoping to get out of it?' This redirects focus to their needs.
Adopt the mindset that the meeting's purpose is for you to determine if the prospect qualifies to be your customer, not for you to convince them to buy. This posture shifts control, positions you as the prize, and forces the prospect to prove they are a serious potential partner.
A breakthrough for new salespeople is changing their mindset on initial calls. Instead of trying to immediately find a problem to sell against, focus on making a human connection and leading with genuine curiosity. This approach lowers pressure and fosters a more collaborative discovery process.
A successful sales call is not about pitching; it's about asking two simple questions: "Why did you take this call?" and "What do you hope to get out of it?" The entire conversation should be structured around the customer's answers, rendering any pre-planned agenda secondary and potentially counterproductive.
Instead of asking prospects to educate you with generic questions, conduct pre-call research and present a hypothesis on why you're meeting. This shows preparation and elevates the conversation. Even if you're wrong, the prospect will correct you, getting you to the right answer faster.
Reframe the objective of a sales meeting to be getting a 'no' as quickly as possible. A 'yes' is simply a byproduct of failing to get a 'no.' This counterintuitive approach helps identify non-decision-makers instantly and forces qualified buyers to justify why the conversation should continue.
Instead of pitching a customer, ask them, "Why did you decide to get on this call?" and "Why now?" This forces the prospect to articulate their own pain and why they believe you are the solution, reversing the sales dynamic and revealing core buying motivations.
Shift the first meeting's goal from gathering information ("discovery") to providing tangible value ("consultation"). Prospects agree to meetings when they expect to learn something useful for their role or company, just as patients expect insights from a doctor.
