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.

Instead of asking broad, open-ended questions about pain, provide prospects with a multiple-choice list of the common problems you solve. This steers the conversation toward your solution's strengths and prevents wasting time on issues you can't address.

Instead of asking broad questions like "What are your challenges?", present a menu of common problems: "Typically, frustrations are A, B, or C. Which is it for you?" This makes it easier for prospects to articulate their pain and guides them toward the specific problems your solution excels at solving.

Discovery has three levels: Situation (what they do), Operational Problem (a day-to-day annoyance for a champion), and Executive Problem (the business impact). Sales reps fail when they solve operational issues without connecting them to the executive-level "so what" that justifies a purchase.

Resist the instinct to explain what a feature is and does. Instead, first explain *why* it was built—the specific business problem it solves and why that's relevant to the prospect. This framing turns a feature walkthrough into a personalized 'test drive'.

To sell effectively, avoid leading with product features. Instead, ask diagnostic questions to uncover the buyer's specific problems and desired outcomes. Then, frame your solution using their own words, confirming that your product meets the exact needs they just articulated. This transforms a pitch into a collaborative solution.

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.

In the first minute of a cold call, resist the urge to pitch your product. Instead, lead with a 'reverse pitch' that focuses entirely on the prospect's potential problems. This approach is three times more effective than using solution-focused language, as it speaks to what the buyer actually cares about.