Most founders instinctively try to "push" sales forward: creating urgency, sending non-stop follow-ups, and trying to convince prospects. The actual physics of sales is "pull." When a customer has genuine demand and lacks good options, they will do the work—scheduling meetings, bringing in stakeholders, and asking for information—to acquire your solution.

Salespeople should shift their mindset from manufacturing urgency to discovering what is already urgent for the buyer. This involves understanding their top priorities and distinguishing between tasks that are merely important versus those that are truly time-sensitive for their business to succeed.

If you've successfully established buyer pull in the first call, the selling is over. Your role then shifts from salesperson to project manager. Your job is to help the buyer navigate their internal hurdles (procurement, security, etc.) to get the deal done, not to keep convincing them.

Before investing time to create a perfect offer, secure a conditional commitment by asking, 'If I can deliver on these specific things we've discussed, do we have a deal?' This tactic prevents the prospect from backing out to 'think about it' and ensures your efforts are aligned with a committed buyer.

As the year ends, customers are less willing to evaluate complex decisions, often deferring them to January. To close deals before the deadline, salespeople must simplify proposals and make the buying process effortless, even if it means a smaller initial sale.

Urgency isn't about deadlines or discounts. It's the critical point where a customer realizes that the risk of maintaining the status quo is greater than the risk of adopting your solution. A strong ROI case that highlights the cost of inaction is the key to creating this realization and closing the deal.

Accelerate sales cycles by focusing conversations on aligning the prospect's vision with your mission and demonstrating clear value. Prospects often don't grasp product specifics in a demo anyway, so solution details should come only after high-level alignment is achieved.

The fundamental force in a sale isn't a seller's persuasion. It's the buyer's pre-existing need to accomplish a task on their mental "to-do list." When your product (supply) fits that task better than alternatives, the buyer pulls it from you, requiring minimal convincing.

To make a sale irresistible, your offer must contain five key elements: a clear transformation (outcome), rapid delivery (speed), fear removal (risk reversal), a reason to buy now (scarcity), and a proprietary method for achieving the result (unique mechanism).