When selling to what you believe is a single ICP, but some buyers have intense 5/5 "Pull" and others have a mild 2/5, your ICP definition is flawed. The difference in their behavior is the key signal. You must diagnose the non-obvious differences between these groups to define your true, high-intensity ICP.

A potential customer can logically agree with your framing of their problem yet have no intent to buy. True demand isn't intellectual agreement; it's a palpable force. You must sense the pressure of them actively pushing against a wall. A customer leaning back and nodding is a red flag.

Most problems customers describe are "pain points" they won't act on. You can't distinguish these from real, actionable demand ("pull") through interviews alone. The only true test is presenting a viable solution and attempting to sell it. Their reaction—whether they try to pull it from you—is the only reliable signal.

Many salespeople fill pipelines with leads showing mere interest. Elite performers differentiate this from true buyer intent—the willingness to buy now. They actively disqualify prospects who lack intent, allowing them to focus on fewer, more qualified opportunities and avoid wasting time on conversations that won't convert.

A positive vibe on a sales call is misleading. The true signal of buying intent is when the prospect actively requests or initiates the next step. If you, the seller, have to suggest it, it's a sign that you haven't tapped into their 'pull' and the deal is weak.

A purchase is caused by only two things: the customer has a strong 'pull' (a blocked goal) and believes your solution 'fits'. All other factors in the sales process, like pricing, compliance, or demos, can only prevent a sale from happening. They never cause it.

Prospects often express interest to gather information but lack a commitment to solve the problem. Sellers must differentiate by probing for concrete timelines and stakeholder involvement to avoid chasing deals that won't close, rather than hoping to convert interest into commitment on the call.

The "Pull Framework" defines demand not by pain, but by observable action. It requires a customer to have an active, unavoidable project, to have already explored existing options, and to find those options insufficient. This is the signal for a product they will eagerly "pull" from your hands, even if it's imperfect.

Instead of asking about generic pain points, use the 'Pull' framework (Project, Unavoidable, Looking, Lacking) during discovery. The goal is to uncover the customer's single most important, blocked priority, which is the only thing they will act on.