Sales Discovery Tips

I’ve been in sales for 17 years and managed 100s of AEs. This profession is so full of bad advice and it took me ages to find my mentors. Here are 9 things I wish someone had told me years ago… 1. Buyers Close Deals, Not You It’s easy to obsess over sales meetings. But the real magic happens in buyers' internal meetings—those you’re not invited to. Align your actions with the critical steps THEY need to build consensus. Don't sell. Enable them to buy. 2. Your Sales Process is Meant to Be Broken On that note, your role is not just to execute your process but to offer ‘Project Management Services’ to your buyers’ process. Your process is there to offer a good foundation to build on, but it only covers 5-17% of your buyers’ process. 3. Calendar Overload = Illusion of Control Weekly champion syncs feel great, but the truth is—you’re probably not moving the needle much. If you fail to equip buyers between calls with the right tools or content, you’ll discover your “champion” isn’t championing. Help them build momentum internally—24/7. 4. Budget is Almost Never the Deal-Breaker Stop asking about budget on the first call. It is rarely a reason to qualify out. No buyer only spends on pre-allocated line items. “No budget” simply means “No Justification” to create one for the value you’ve been able to convey. 5. Accessing Stakeholders is NOT Enough Multithreading is not about having many people on your calls/emails. That’s a vanity metric. It’s about building separate relationships to support their specific needs/requirements/concerns. That’s what truly moves the needle. 6. Executives Hate Deep Discovery on Calls Structured deep discovery doesn’t work well in executive calls. You must lead with stories, teach them something new, and let a conversation develop. They have zero patience. If you try to have long conversations first, they’ll tune off. 7. You’ll Fail 99% of Outbound Intro Calls if You Treat Them Like Inbound You lead with discovery on Inbound but lead with insights on Outbound—It’s OK to use slides if they serve the discovery. It’s even OK to demo before you have all the pain points figured out. As long as it all serves the discovery. 8. Drop the ‘Perfect Discovery’ Fantasy A perfect disco only works in a role-play. Try it in real life and you'll end up with no next steps. Worry less about your framework, and more about having a meaningful conversation around ‘why do anything’, ‘why now’, and ‘why you’. The rest only helps you and can come later. 9. Speed is Your Biggest Easy ‘Hack’ to Drive Urgency Nothing cuts down deal cycles like dictating a fast rhythm of communication. Received an email? Answer from your phone right away. Talking next steps? Offer a call tomorrow. Discussed timeline/MAP? Recap that on every follow-up. —— Don’t make it harder than it has to be. Make mistakes. Learn from them. But always learn from other people’s mistakes first. P.S. Check out Aligned-the tech I wish I had https://lnkd.in/dwX_Zizk

At Amazon, we would often spend months working on a single paragraph of the PR/FAQ for a new product idea. This was the "problem paragraph". Done well, it could lead to a successful product. Done wrong, it will lead to failure. Here is how to write a successful problem paragraph: The “problem paragraph” defines the customer problem you’re solving. Without this, you will build a product that doesn’t address a customer pain point. It shows whether you truly understand your customer's needs, not just your company’s capabilities. To write this paragraph, start by precisely identifying the customer segment that will be served by your product. Great products are built for specific people with specific needs. For instance, designing a car for single urban professionals under 35 differs significantly from designing for suburban families with three kids and a dog. If you think your product is for everyone, you’re mistaken. A strong way to begin your paragraph is: “Today, [customer segment] has [problem], which they currently solve using [methods A, B, and C]…” Next, quantify the problem: → How large is the segment? (e.g., 17 million households) → What methods do they use? (e.g., 45% use A, 25% use B, 30% use C) → What are the tradeoffs? (e.g., speed, cost, quality) Here’s an example for a hypothetical robot vacuum product: “Today, 15 million busy urban and suburban professionals earning between $100,000 and $200,000 struggle to find the time and energy to keep their homes clean. Approximately 30% of these households use traditional vacuuming, which requires up to 2 hours per week. 55% hire a cleaner at a minimum of $50/week, and 15% use robot vacuums that cost $600 plus $100/year in maintenance, while leaving behind up to 30% of dust and dirt.” This problem paragraph quantifies the customer problem in terms of money, time, and other metrics where possible (in this case, the dust and dirt left behind). The problem should always be quantified; otherwise, how can you assess the potential value of a product that solves it? Well-defined customer problems are built on data-based insights. Insights are gleaned from swimming in data and metrics. This includes customer usage metrics, process or operations metrics, user interviews, demographic data, customer feedback, customer support data and anecdotes. The more data-based and specific your insight, the more accurate and helpful your problem paragraph will be. This is why the process can take months. However, distilling these quantified insights into a single paragraph gives you the best chance at building a truly useful product. At Amazon, this paragraph was always the most debated section in a PR/FAQ. This is because getting the problem wrong is the worst mistake you can make in building a product. Everywhere else, you can pivot. But if the problem is incorrectly diagnosed, nothing else matters. (cont. in comments)

If you are in high ticket lead generation and looking for new clients, then here is the most overlooked principle. Time delay. As I said in the video, in high ticket leadgen scenarios, it takes in average between 60-120 days until an average lead becomes a client.  If we calculate the time between first impression and conversion into a lead,  the process is even longer. Ironically, the more you spent, the longer the cycle becomes. Yes. There will be always between 0.5 % - 3 %, depending on the quality of your funnel, which will buy immediately. But the majority doesn’t.  Too many make the mistake of treating leadgen like an e-commerce purchase. And here’s why it's wrong: Cognitive Load Theory: High-ticket decisions create cognitive overload. This automatically leads to procrastination as a default.  Neuroeconomics Research: Studies show that high-price purchases activate the pain centers in the brain (anterior insula) before the reward centers. This means that pain acknowledgment and reframing must precede benefit presentation in high-ticket offers. Like I said earlier, if you understand your audience and this reflects your in funnel, it has a major impact on the time delay. Up to 3 % immediately and between 10-30% of potential prospects within the next 60-120 days. Example for enterprise sales: the responsible decision maker worries more about the successful implementation of an AI solution and his look in front of the board than all the benefits of the solution for the company he’s working for. Mirror Neuron Activation: Detailed success stories activate mirror neurons, allowing prospects to "experience" the transformation before purchasing. This neurological hijacking is more powerful than logical argument for high-ticket justification. The importance lies in understanding, that not everything happens in one day, one week or one month. But that your target audience needs to observe over time different dimensions of your brand which helps them in making their decision. The truth is: in high ticket leadgen we have to engineer the right psychological journey that mirrors their decision process. We need to engineer a new reality for the target audience.  Where they can see themselves winning.  Hence, why I call this process reality engineering. Your understanding of marketing and psychology plays the most important role here. Why? Simply because it reduces the possible failure points. More failure points -> longer time delays and future opportunity costs. That’s why an individual look at a creative on a daily basis is the wrong metric. It doesn’t matter at all. Performance can be fluctuating. What matters is a 2-4 week period. And the lead quality. This approach is how we built multiple high ticket businesses from very low 7- to multiple 8-figure revenue. With 50-70% profit margin. While keeping lead costs steady and stable. Stop thinking about marketing and start thinking in reality engineering.

I lost 22 of my first 23 opportunities when I first joined Gong. I focussed on our 10+ competitors and learning every unique feature we had. Since then, my win rate shot up and it all centers around one principle: 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗶𝗻𝗴 𝘀𝘁𝗮𝘁𝘂𝘀 𝗾𝘂𝗼. Before any selling is effective, you need to deeply understand their problem. You need strong mutual buy-in on 'why change.' 6 non-negotiables for me to uncover: 𝟭. 𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝗮 𝗰𝗼𝗺𝗽𝗮𝗻𝘆-𝘀𝗽𝗲𝗰𝗶𝗳𝗶𝗰 𝗼𝗯𝗷𝗲𝗰𝘁𝗶𝘃𝗲 How to ask: ↳ "Gong aside, what are the top 2-3 strategic priorities you're most focussed on." ↳ "What company-specific objective does Gong align most to, in your eyes?" Example: ↳ New product being launched 𝟮. 𝗔𝗿𝗲𝗮 𝗼𝗳 𝗢𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝘆 𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝗶𝗲𝗱 𝗪𝗶𝘁𝗵𝗶𝗻 𝗜𝘁 How to ask: ↳ “For this new launch, through your lenses, what's the biggest single risk to making this a success?” Example: ↳ Sellers are all over the place demoing + messaging it 𝟯. 𝗧𝗵𝗲𝗶𝗿 𝗖𝘂𝗿𝗿𝗲𝗻𝘁 𝗦𝘁𝗮𝘁𝗲 How to ask: ↳ "What metric is that most affecting today?" ↳ "Where is that at today?" Example: ↳ 20% win rate 𝟰. 𝗧𝗵𝗲𝗶𝗿 𝗜𝗱𝗲𝗮𝗹 𝗦𝘁𝗮𝘁𝗲 How to ask: ↳ "In an ideal world, where would you want to get that to?" Example: ↳ 25% win rate 𝟱. 𝗤𝘂𝗮𝗻𝘁𝗶𝗳𝘆 𝘁𝗵𝗲 𝗥𝗢𝗜 How to ask: ↳ "If you bridged that gap, have you done the math on what that would be worth? Example: ↳ Growing 5% in win rates, is worth $2M / annually 𝟲. 𝗪𝗵𝗮𝘁 𝘁𝗵𝗲𝘆'𝘃𝗲 𝘁𝗿𝗶𝗲𝗱 𝘁𝗼𝗱𝗮𝘆 𝗮𝗻𝗱 𝘄𝗵𝘆 𝘁𝗵𝗮𝘁 𝗱𝗼𝗲𝘀𝗻'𝘁 𝘄𝗼𝗿𝗸. How to ask: ↳ What have you already done to try and solve that? Example: ↳ Having managers sit in on more calls which has been time intensive. You won't uncover all 6 of these on the first call and that's okay Build on each and uncover them through the entire cycle Discovery is a never-ending process Not just a sales stage 😁 P.S. Join 700+ sellers who've grabbed my full discovery blueprint: https://lnkd.in/dmYbzPGi

I've spent 10 years perfecting the art of discovery calls: - reviewed over 2,500 discovery recordings - analyzed millions of discovery calls with AI - personally run (estimated) 3,000 disco calls Here's 5 of my best discovery call tips for 2023: 1. Discovery is a process. Not an event. It’s not a STAGE during the sales cycle. It’s a process. Your buyer’s situation is in flux. If you do “set it and forget it” discovery, you lose. Bad salespeople treat discovery as “check the box." They "front load" discovery. Great salespeople do continuous discovery. Don't set it and forget it. 2. The best discovery CREATES value. It makes buyers THINK. "Most" discovery CONSUMES value. It merely gathers info. Yes, you need to uncover things. But if that's ALL you do? You build a transactional relationship. Don't settle for transactional. Settle for transformative. - challenge your buyer - diagnose the cause of issues - make them consider new angles $500k+ earners do that. 3. Uncover the 'need behind the need.' For whatever reason: Most buyers share surface-level info. I'm not sure why. I suspect it's just how humans crystallize thoughts. Try asking this: "Thanks for sharing that. Do you mind if I ask what's going on in your business that's driving that to be a priority to begin with?" Or, ask them to take you back in time. Your buyer once had a meeting with colleagues to discuss the issue they're trying to solve. That triggered them to reach out to you (among other actions). Ask them about that: "I have to assume you had a meeting with colleagues where you discussed the issue, and agreed to act on it. What did that meeting sound like?" There's gold behind that question. 4. Re-validate everything. Never assume that what you uncovered remains true. Priorities change. Buyers’ needs are transient. When things change, you’d better know. If you followed the last tip, you’ll uncover priorities. But if you treat discovery as “set it and forget it," you’ll miss. Here’s how to re-validate: Start every follow up sales meeting with this: "What’s changed since the last time we talked?" 5. Phrase questions to get LONG answers Hate it when buyers answer with one-word responses? It sucks. According to data, successful salespeople get LONG answers to questions. Here’s how: SIGNAL to your buyer that you want a long response. Do that by phrasing your questions the right way. Start your question with one of these phrases: - help me understand... - walk me through... - talk to me about... This phrasing signals that you want your buyer to answer in depth. You’ll get richer answers. I'm out of space. If you want more, let me know? Until then, know this: Questions are the most powerful tool you have to sell. I spent 10 years collecting the best sales questions in a Google Doc. I tested them. I refined them. Now you can use them. Here's the mega list sales questions: https://lnkd.in/g-VRcCsq

Yesterday I had a call with a VP of Enablement And what she shared, blew my mind. "We fed Ai our top rep's calls," she said. "What we discovered changed everything." I had to know more. Her company: 400+ rep SaaS org The problem: Only 3 reps consistently hit 150%+ of quota The question: What makes them different? So they ran an experiment. Fed 6 months of call recordings into Ai. Top 3 performers vs everyone else. "Find the patterns," they told it. 45 minutes later, her entire enablement strategy was in the trash. Here's what they discovered: Discovery #1: Top reps talk 28% LESS Average rep: 64% talk time Top performers: 36% talk time But when they do speak? Surgical precision. Discovery #2: They "lose" more deals Top reps disqualify 41% of opportunities in discovery. Average reps disqualify 12%. Her reaction: "We've been teaching reps to save every deal. Our best reps are doing the opposite." Close rates tell the story: Top reps: 68% Everyone else: 24% Discovery #3: The 17-minute rule No top performer mentions product features before minute 17. Not once in 6 months of calls. Instead, they talk about: - The prospect's competition (38% of discovery) - Industry disruptions (29%) - Personal career goals (21%) - Team dynamics (12%) "We train feature-benefit from day one," she told me. "Our best reps ignore it completely." Discovery #4: They use one phrase repeatedly "The best companies in your space are..." Appears 4.2 times per call for top reps. 0.3 times for everyone else. Always followed by strategic silence. Prospect fills the gap every time. Discovery #5: Their follow-up is backwards Average rep: "Here's what we discussed" Top rep: "Here's what your competitor just announced" Top reps lead with market intelligence. Never with meeting recaps. She showed me what happened next: They rebuilt everything. Scrapped their 40-slide onboarding deck. Threw out their talk tracks. Redesigned training from scratch. New approach: Week 1: Master strategic silence Week 2: Practice disqualification Week 3: Industry intelligence training Week 4: Competitive positioning No product training until week 5. But here's what really got me— "The hardest part wasn't changing the training," she said. "It was convincing leadership that everything we believed was wrong." Her parting words: "If you're not using AI to audit your top performers, you're training your team to be average." She's right. We assume we know what works. We document what we think happens. We scale the wrong behaviors. Meanwhile, top performers are breaking every rule. And crushing quota doing it. CSOs, here's your assignment: Pick your top rep. Feed their calls to AI. Prepare to be shocked. What "best practice" would AI prove wrong in your org?

Stop asking discovery questions like - What's your budget? - What's your timeline? - Who's the decision maker? - What are your decision criteria? - Are you looking at other solutions? They make prospects feel interrogated. ↳ And add zero value throughout the sales process. Start asking discovery questions like • If we solved (insert problem), what would be the impact for you & your team? • What's an ambitious but attainable timeline for go-live? • Are we okay missing that date - and what would be the consequences if we do? • Who else needs to be involved to get this on the radar of the executive team? • What are must-haves vs. nice-to-haves for you when it comes to choosing a new solution? • Have you taken a look at what else is out there? 2 key takeaways: 1. Discovery is not an interview. ↳ It's a process of guiding the buyer in their decision process. 2. Buyer experience is a differentiator. ↳The more value you add during the sales cycle, the more deals you will close. What else would you add?👇

After 214 closed deals, here are my top 6 disco questions (no 4 saved my last deal) If you don’t go deep on pain, you don’t close. You just build pipeline that looks good- and goes nowhere. This happened to me in one of my 1x1s with my manager. He asked me, what is their pain? I answered, they are "chasing receipts". My manager: “this is no pain, this is process description. Dig Deeper." Of course, this deal went nowhere. So I stopped settling for surface-level answers. 𝗔𝗻𝗱 𝘀𝘁𝗮𝗿𝘁𝗲𝗱 𝗮𝘀𝗸𝗶𝗻𝗴 𝘁𝗵𝗲𝘀𝗲 6 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀 𝗼𝗻 𝗲𝘃𝗲𝗿𝘆 𝗱𝗶𝘀𝗰𝗼𝘃𝗲𝗿𝘆 𝗰𝗮𝗹𝗹: 1. “𝗪𝗵𝗮𝘁 𝗵𝗮𝗽𝗽𝗲𝗻𝘀 𝗶𝗳 𝘁𝗵𝗶𝘀 𝗽𝗿𝗼𝗯𝗹𝗲𝗺 𝗶𝘀𝗻’𝘁 𝘀𝗼𝗹𝘃𝗲𝗱 𝗶𝗻 𝘁𝗵𝗲 𝗻𝗲𝘅𝘁 3 - 6 𝗺𝗼𝗻𝘁𝗵𝘀?” → Why it works: It surfaces urgency or kills the deal early. What to listen for: Real impact, deadlines, strategic goals. Use it when: The prospect says “it’s annoying” or “not ideal.” 2. “𝗪𝗵𝗼 𝗲𝗹𝘀𝗲 𝗶𝘀 𝗳𝗿𝘂𝘀𝘁𝗿𝗮𝘁𝗲𝗱 𝗯𝘆 𝘁𝗵𝗶𝘀 𝗶𝗻𝘁𝗲𝗿𝗻𝗮𝗹𝗹𝘆?” → Why it works: Pain spreads across teams. Use it to multithread. Follow-up: “If this stays broken, how does that affect their targets?” 3. “𝗪𝗵𝗮𝘁 𝗮𝗿𝗲 𝘆𝗼𝘂 𝗱𝗼𝗶𝗻𝗴 𝘁𝗼𝗱𝗮𝘆 𝘁𝗼 𝗺𝗮𝗻𝗮𝗴𝗲 𝘁𝗵𝗶𝘀?” → Why it works: Shows how painful the workaround is. If they say: “Spreadsheets,” “Manual work,” “Email chains” → Dig in: “How much time does that take weekly?” 4. “𝗪𝗵𝗮𝘁’𝘀 𝘁𝗵𝗲 𝗰𝗼𝘀𝘁 𝗼𝗳 𝗸𝗲𝗲𝗽𝗶𝗻𝗴 𝘁𝗵𝗶𝗻𝗴𝘀 𝘁𝗵𝗲 𝘄𝗮𝘆 𝘁𝗵𝗲𝘆 𝗮𝗿𝗲?” → Why it works: Forces them to quantify pain. Prompt with: - Lost time - Delayed reporting - Missed revenue - Frustrated teams 5. “𝗪𝗵𝘆 𝗶𝘀 𝗻𝗼𝘄 𝘁𝗵𝗲 𝘁𝗶𝗺𝗲 𝘁𝗼 𝗳𝗶𝘅 𝘁𝗵𝗶𝘀?” → Why it works: Helps you understand if this is just interesting or a priority. If unclear: “What changed recently that made this worth looking into?” 6. “𝗪𝗵𝗮𝘁 𝗸𝗶𝗻𝗱 𝗼𝗳 𝗽𝗿𝗲𝘀𝘀𝘂𝗿𝗲 𝗱𝗼𝗲𝘀 𝘁𝗵𝗶𝘀 𝗽𝘂𝘁 𝗼𝗻 𝘆𝗼𝘂 𝗮𝗻𝗱 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺?” → Why it works: Emotional pain matters - especially with CFOs and decision-makers. Follow-up: “What would change for you if this were off your plate?” The result? - More urgency - Fewer slow deals - Better qualification = More real business cases that close My take: Most reps hear one pain point and jump to the demo. But the best AEs slow down - and dig deeper. If there’s no pain, there’s no deal. And if there’s no urgency, it’s your job to find it—or walk. What's your best follow-up question when someone says “Yeah, it’s a bit annoying”? Let’s build a stronger discovery toolkit below. Happy Monday y'all. JBTHE(backonstockholm)AE PS. Want my demo prep sheet? Comment DEMO below.

A rep called me frustrated. "I ask all the right questions, but they clam up after 10 minutes. Discovery feels like pulling teeth." I listened to her last call. She was doing everything "right" according to most sales training. Except for one thing. She was treating discovery like an interrogation instead of a conversation. Here's what I told her: Stop trying to get everything in 30 minutes. You're not a police detective gathering evidence. Instead, go deep on what matters most → their pain. Three questions that changed her entire approach: "What's driving this to be a priority right now?" "What happens if you don't solve this in the next 6 months?" "How is this impacting you personally?" Notice something? No questions about budget. No stakeholder mapping. No buying process. Just pain. Deep, emotional, get-them-talking pain. Here's what happened on next call: Prospect spent 20 minutes explaining their challenges. Shared things she never heard before. Got emotional about the daily frustration. Old Rep would've panicked: "I didn't get the buying process info!" New Rep said: "Based on everything you've shared, this sounds complex. Let's schedule another call to walk through how companies typically solve this." Prospect immediately agreed. Why? Because she proved she understood their world. The follow up call? Prospect brought their boss. Shared budget range. Outlined their evaluation timeline. All because the first call was about them, not about her information gathering checklist. Look, I get it. Sales methodology says you need certain data points. But prospects don't care about your methodology. They care about feeling understood. When you nail the pain, everything else flows naturally. The reps's close rate went from 18% to 29% just by changing her discovery approach. Same questions. Same product. Different mindset. Sales VPs: teach your reps to be consultants, not interrogators. The reps who master this thinking close bigger deals because they uncover the real emotional drivers behind every purchase decision. Ever noticed how your best discovery calls feel more like therapy sessions than sales calls? Strange, isn’t it? 😎 — How 700+ clients closed $950 million using THIS 6 step demo script: https://lnkd.in/eVb32BUx

I’ve done 350+ discovery calls in the past 3 years and closed 7+ figures in contract value. I always structure my 1st call in the same 5-step format: Great sales is nothing more than a structured approach to help prospects make a decision. It shows them that I’m understanding and have their best interest at heart. I consider sales to be part of the service. It’s consulting. Here's how my discovery calls look: 𝟭. 𝗚𝗲𝘁 𝗧𝗵𝗲𝗶𝗿 𝗦𝘁𝗼𝗿𝘆 I want to find out as much as possible about them. My goal is to understand their journey & personality, and also make them feel heard & understood off the bat. They talk, I shut up. If they jump straight into business, I gently steer them back. ___ 𝟮. 𝗔𝗻𝗮𝗹𝘆𝘇𝗲 𝗙𝗶𝘁 Next, I dive into their business model, bottlenecks, and top goals: • Who’s your ICP? • What do you offer? • What’s your marketing status quo? • etc. I figure out if a collaboration makes sense and whether they need our help or something else entirely—like coaching, a new tool, a different vendor, or just advice on improving their current setup. ___ 𝟯. 𝗜𝗻𝘁𝗿𝗼𝗱𝘂𝗰𝗲 𝗠𝘆𝘀𝗲𝗹𝗳 I recap what they’ve shared and then introduce myself. Here, I try to mirror how they shared their story: • what topics did they focus on? • how far back did they go? • what did they highlight? At the same time, I look for similarities between us to create relatability. Then at the end, I explain what I do on a high level. ___ 𝟰. 𝗞𝗲𝘆 𝗧𝗵𝗲𝘀𝗲𝘀 & 𝗥𝗼𝘂𝗴𝗵 𝗕𝘂𝗱𝗴𝗲𝘁 𝗥𝗮𝗻𝗴𝗲 From there, I introduce the 3 key theses they need to believe for us to work together. • Thesis 1: The decisions we make are influenced by the people we trust and the content we consume. • Thesis 2: Content helps build relationships & trust at scale. • Thesis 3: Content is an infinite game If they're not aligned with this thesis, it usually indicates we're not a fit. At the same time, I also discuss the rough budget range to make sure we're on the same page about expectations early on. ___ 5. 𝗕𝗼𝗼𝗸 𝘁𝗵𝗲 𝗡𝗲𝘅𝘁 𝗦𝘁𝗲𝗽 If it feels like a fit, I lock in a follow-up call right then. I never leave this for later—it just adds uncertainty and hassle. If it’s not a fit, I still try to offer value—maybe I send some free resources or give advice. ___ 𝗕𝗲𝘀𝘁 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗲𝘀 𝗜 𝗙𝗼𝗹𝗹𝗼𝘄: • I call out any elephants in the room. • I recap what they say to confirm my understanding and give them a chance to add details. • This also helps me process what they’ve shared. • I always leave room for their questions. • Their needs are #1 priority. #b2bsales #founderledsales #consultativesales