Conversations That Sell

Conversations That Sell Plot Summary

Introduction

In today's fast-paced business world, buyers are bombarded with more information than ever before. They're busier, more stressed, and increasingly skeptical of traditional sales approaches. What they don't need is another pushy salesperson trying to close a deal at any cost. What they do need is someone who genuinely understands their problems, opportunities, wants, and needs—someone who can collaborate with them to find solutions that truly address their unique situation. The most successful sales professionals understand that selling isn't about manipulating or convincing buyers to purchase something they don't need. It's about creating meaningful conversations where both parties work together toward a mutually beneficial outcome. This collaborative approach not only leads to more closed deals but also builds long-term relationships based on trust and value. Throughout these pages, you'll discover how to transform your sales conversations from one-sided pitches to collaborative exchanges that deliver real value to your buyers—and better results for you.

Chapter 1: Embrace Your Role in the Sales Solution

In today's information-rich marketplace, many predicted the demise of the professional salesperson. With buyers having instant access to product details, comparisons, and reviews online, conventional wisdom suggested that salespeople would become obsolete. Yet the opposite has proven true—you, as a sales professional, are more important than ever before. Why? Because with the commoditization of products and services, you are often the differentiating factor in a prospect's decision to buy. While pricing, delivery, and the solution itself matter, what ultimately makes buyers choose your solution over competitors is you—your understanding of their situation, your concern for their needs, your ideas about how they might best use your solution, and the confidence you give them in your company's offering. This lesson came at a significant cost for Nancy Bleeke early in her sales career. Following advice from a mentor who suggested she should focus solely on the product and stay "invisible" during the sales process, Nancy nearly lost her first major opportunity—a multi-year training engagement with a financial services company. While she did land the project, she had to hire another trainer who fit the client's preferred profile, significantly eroding her profits over four years. Later, after a particularly productive meeting where Nancy demonstrated her expertise and insights, one of the decision-makers asked, "Where were you during the sales process?" The client admitted that had they seen her knowledge and personality during the sales stage, they wouldn't have needed the additional trainer at all. The revelation was clear: by hiding her personality and expertise—by trying to stay "invisible"—Nancy had diminished her value proposition. She learned that being authentic and bringing her unique strengths to the conversation wasn't just acceptable; it was essential to her success. The solution wasn't just the product she was selling; it included her expertise, insights, and ability to connect with the client. This doesn't mean you should try to "fake it until you make it." In today's transparent world, buyers can quickly spot insincerity or pretense. Instead, you need to develop genuine competence and confidence, which will allow you to bring your authentic self to every sales conversation. Your expertise, credibility, and experiences are critical components in creating value for your customers. Remember that transparency works both ways. When buyers access information about your product and company, they're also likely checking up on you. One bad experience or questionable action can instantly spread across social networks and forums. There's simply nowhere to hide in today's interconnected world—which makes authenticity and genuine value more important than ever.

Chapter 2: Connect Through the Tribal Types Model

Have you ever noticed how some sales conversations flow effortlessly while others feel like pulling teeth? This variance often stems from the fact that people communicate and process information differently. The Tribal Types model is designed specifically to help you identify a buyer's "type" and adapt how you work with that particular person in the moment. The model identifies four distinct types of buyers: Achievers, Commanders, Reflectors, and Expressers. Each type has unique customs—established practices and thought processes—that influence how they communicate and make decisions. Understanding these differences allows you to adjust your approach to make every conversation more productive and comfortable for your buyer. Achievers are high-energy, quick, and results-focused individuals who often appear impatient. During a sales conversation with Farrell Riley-Sileno, an Achiever and long-term client, she characteristically ended a thirteen-minute strategy discussion by saying, "Okay, you know me, no time to chitchat, send me that information, buh-bye." While this might seem abrupt to some, it's simply how Achievers operate—they value efficiency and direct communication above all else. By contrast, Commanders are reserved, controlled, and analytical. They make decisions based on data and logic rather than emotion. In one telling example, a seller met with a Commander who directed him to his seat, dictated the agenda order, and even reached across the table to review the notes the seller was taking. Though the relationship started awkwardly, the seller succeeded by delivering factual updates and maintaining professional boundaries—so much so that when the Commander moved to a new company, he sought to work with the seller again. Reflectors are patient, careful, and process-focused individuals who need time to think before responding to questions. Laura Erickson, a Reflector, appreciates receiving information in advance of planning calls, allowing her to prepare thoroughly. When sellers wait and allow Laura to process her thoughts without interruption, they find her contributions extremely valuable. Expressers are energetic, social, and people-focused. They build strong relationships and make decisions based largely on how they feel about the people involved. Kristine Amara, an Expresser, connected deeply with her seller on their very first phone call. That connection turned Kristine into an internal advocate who helped position sales training for each decision maker's specific needs, leading to a productive five-year business relationship. To use this model effectively, start by identifying your own Tribal Type to understand your natural communication preferences. This awareness will help you recognize when you need to adapt your approach. Then use the observable clues—pace, word choice, level of detail, and body language—to identify your buyer's type and adjust accordingly. Remember that most people have characteristics from multiple types, and their dominant type may shift under stress or in different contexts. That's why it's best to start from the neutral zone—the center of the model—and quickly adapt based on the signals you receive. This flexibility allows you to speak your buyer's language and provide the type of information and interaction they value most.

Chapter 3: Master the WIIFT Conversation System

How did you make your last sale? Can you specifically identify every action and step, the flow of your conversations, and what worked well? With some reflection, you probably can track how you did what you did—from opening the conversation to closing the deal. That's because, consciously or unconsciously, you're already using a system for your sales conversations. But is your current approach producing the results you want? The WIIFT system—Wait, Initiate, Investigate, Facilitate, and Then Consolidate—provides a road map for reaching a successful closure in every conversation. This systematic approach helps you ensure success with consistent and conscious actions, replicate successful conversations, and diagnose gaps in stalled sales situations. Oliver, a seller in the consumer products industry, experienced the power of this system firsthand. After implementing the WIIFT approach and scheduling a daily thirty-minute preparation block, he found his conversations became significantly more efficient—including one weekly meeting that typically took an hour being successfully concluded in under forty minutes. The system begins with Wait—the only step completed before initiating contact with your buyer. This crucial preparation phase allows you to maximize your time with the buyer, break your preoccupation with other distractions, and mentally focus on the specific conversation. Though often overlooked, this foundation supports everything that follows. When a seller from India adopted this preparation step, he and his team spent time reviewing the buyer's Tribal Type and adjusting their presentation accordingly. They practiced responding to potential questions and built their confidence for the meeting. The result? They closed a $4.6 million sale in a single visit rather than the typical four visits this type of opportunity would require. After preparation comes Initiate—opening the door to a value-filled conversation that connects with the buyer, builds trust, and earns you the right to ask questions. This step includes your greeting, confirming the reason for connecting, and turning the focus directly to them. One top performer shared how properly initiating a conversation with a reluctant prospect turned what could have been a cold call into a warm, productive discussion that eventually led to a sale. The Investigate step follows naturally, where you identify the buyer's problems, opportunities, wants, and needs (POWNs). Using a Four-Point Investigation framework, you explore the facts of Today and Tomorrow along with the emotional and logical aspects of Risks and Rewards. A financial services seller described how this approach helped him uncover a client's underlying concerns about retirement that weren't apparent from their initial request. In the Facilitate step, you make it easy for buyers to connect your solution to their POWNs, proving the value of both your solution and yourself throughout the process. The system concludes with Then Consolidate, where you secure the decision or commitment and clarify the next steps, ensuring the sale moves forward efficiently. Throughout this process, remember that every conversation is an opportunity to demonstrate your expertise and value. By systematically preparing for and executing each step, you'll make every conversation count.

Chapter 4: Turn Objections into Collaborative Opportunities

You're in a conversation with a buyer and it's going well. You've initiated a positive connection, investigated their needs, and facilitated a collaborative presentation of your solution. The buyer agrees your solution will work, but then raises an objection or concern. What happens next often determines whether the sale moves forward or stalls indefinitely. Most people react to objections with either fight or flight—either bombarding the buyer with more information to persuade them, or avoiding the objection altogether. Neither approach advances the sale, trust, collaboration, or relationship. Instead, top performers view objections as opportunities for problem-solving rather than confrontation. The Stop, Drop, and Roll strategy provides a framework for transforming objections into collaborative opportunities. First, Stop what you're doing, saying, and thinking to give the objection your full attention. Listen to the buyer's tone, observe their body language, and pay attention to their words. This pause allows you to engage your mind before your mouth. Next, Drop your defenses, agenda, assumptions, and ego before responding. An international seller demonstrated this approach during a product demo when the buyer raised an expected objection. Instead of becoming defensive, the seller calmly acknowledged the concern, asked for clarity on specific points, and then invited the buyer to help identify potential solutions. The next day, the buyer sent several ideas his team had brainstormed, effectively resolving his own objection and moving the sale forward. Finally, Roll forward by working as a problem resolver using the three A's: Acknowledge the objection; Ask clarifying questions; and Answer collaboratively. When acknowledging, focus on what you hear rather than agreeing or disagreeing with the buyer's position. For example, say "I understand that the timing of implementation doesn't work for you" rather than "I agree that our timing is problematic." When asking clarifying questions, seek to understand the root cause of the objection. Open-ended questions like "What makes the timing of delivery challenging for you?" often reveal that the stated objection isn't the real issue. As American author Dorothea Brande said, "A problem clearly stated is a problem half solved." The way you respond to objections significantly impacts how the buyer perceives you and your solution. Be particularly mindful of saying "but" or "however" after acknowledging an objection, as these words can negate your acknowledgment and signal that you're about to tell the buyer why they're wrong. Instead, pause after your acknowledgment or use "and" to connect your thoughts. Remember that buyers' Tribal Types influence how they express and respond to objections. Achievers want quick resolutions and may grow frustrated with detailed discussions. Commanders analyze objections thoroughly and want factual, logical responses. Reflectors need reassurance that their concerns are valid, while Expressers may avoid stating objections directly to avoid potential conflict. By approaching objections as collaborative problem-solving opportunities, you differentiate yourself from competitors who use outdated, confrontational techniques. You demonstrate your expertise, strengthen your connection with the buyer, and often uncover valuable information that leads to a better solution for everyone involved.

Chapter 5: Build Your Success Drivers

What does it really take to be successful in sales? This question sparks endless debates in the sales community. Is selling an art or a science? Are salespeople born or made? What's the one characteristic all sellers must have? While there's no single definitive answer, what consistently emerges are the "Skill and Will" factors for sales success. Skill represents your competence—the knowledge of what to do and your effectiveness in putting that knowledge into productive and consistent action. Will is your confidence and drive to take action—why you do what you do. Though both are essential, the Will factor often distinguishes top performers from everyone else. In most sales teams, the person who knows the most isn't necessarily the one who sells the most. The most successful sellers combine required knowledge with necessary actions: they prospect consistently, prepare thoroughly, build relationships, make daily contact with potential buyers, ask for decisions, follow up diligently, and continuously learn. Their commitment to these actions stems more from the Will factor than the Skill factor. This principle was visibly demonstrated by the Green Bay Packers football team in January 2012. Despite having all the skill they needed to reach the Super Bowl for a second straight year, when they walked onto the field for a playoff game, their Will seemed lacking. Their energy was low, they appeared tentative, and they weren't fired up. Within minutes, observers could tell they wouldn't win—and they didn't. The Success Drivers model helps explain the Will factor that propels top performers. At the center are Integrated Beliefs—your confidence in yourself, your role in sales, and the value of your solution. These beliefs drive the other three Success Drivers: Goal Transparency, Initiative, and Emotional Intelligence. Goal Transparency means having written goals that are specific, measurable, and visible to you and others. Top performers are upfront about what they want to accomplish and create accountability by sharing their goals and plans with stakeholders. Initiative is the self-directed, proactive energy you spend daily on productive activities. Top performers take initiative on even mundane tasks because they understand how these activities contribute to their success. Emotional Intelligence (EI) is your awareness of and ability to manage your emotions and their impact on your actions. With the roller coaster of emotions that comes with sales—rejection and success often happening within minutes of each other—strong EI allows top performers to maintain consistent action regardless of circumstances. As Colleen Stanley, author of Emotional Intelligence for Sales Success, explains: "Most salespeople know what to do. However, during stressful selling situations, emotions take over and skills go out the window." The good news is that both Skill and Will can be developed. Whether or not you were a "born" sales professional doesn't matter as much as your willingness to develop yourself into one. By strengthening your Success Drivers—documenting your achievements to build belief in yourself, participating in ongoing sales development to enhance your role, making a list of the value your buyers receive to reinforce belief in your solution, writing down specific goals with action steps, taking immediate action on difficult tasks, and maintaining emotional intelligence even during challenging times—you can significantly improve your sales performance and satisfaction.

Chapter 6: Create Your Action Plan for Results

Throughout this book, we've explored the methods and mindsets that make sales conversations count. But information alone doesn't produce results—action does. As Ernest Hemingway wrote, "Never mistake motion for action." Even though you may fill your days with activity, a scattered approach is ineffective and benefits neither you nor your buyers. The goal achievement process—Get Ready, Take Aim, Act to Succeed, and Celebrate—provides a framework for turning knowledge into results. This process works for any outcome, from increasing sales to implementing specific techniques from this book. In just thirty minutes, you can significantly increase your likelihood of achieving your desired outcomes. The process begins with Getting Ready—identifying what's truly important to you across various life domains including work, financial, relationships, health, learning, rewards, home, and leisure. This preliminary work ensures you set relevant goals that align with your values and priorities. Next, Take Aim by defining specific, measurable goals with clear timeframes. For example, rather than a vague goal like "increase sales," write "On 12/31/xx I have twelve contracts signed for $2.25 million of delivered product in January 20xx." Make your goals realistic and write them in the present tense, as if you've already achieved them. Then identify specific actions you'll take to reach each goal, with deadlines and the names of others who need to be involved. The Act to Succeed phase leverages several powerful tools to maintain momentum. First, share your goals with stakeholders—people who care about or are affected by your goals. This transparency creates accountability and provides support when challenges arise. One goal-setter found that sharing details of a challenging international project with her husband led to unexpected support and valuable outside perspective when she got stuck. Next, identify the resources needed to achieve your goals, including money, time, people, and supplies. This "budget" helps you stay realistic and adjust your plans if necessary. Then take action, review your progress regularly, and be willing to adapt. Using the 4R's—Review, Renew, Revise, or Replace—ensure your goals remain relevant and achievable as circumstances change. Finally, Celebrate by identifying rewards that motivate you and acknowledging your progress. Define what achievement will mean for you personally—the What's in it for You that drives your efforts. Whether it's a special dinner, time with friends, or simply a "happy dance," rewards reinforce your commitment to your goals. Remember that goals aren't set in stone. When one goal-setter realized she hadn't made progress on learning golf after three years, a colleague asked, "If you haven't done anything about this goal in three years, how important is it to you?" She recognized the goal was based on someone else's suggestion rather than her own values, and felt immense relief when she gave herself permission to replace it with something more meaningful. The key to achievement isn't perfection but action. As Walt Disney said, "The way to get started is to quit talking and begin doing." By applying this structured process to your most important goals, you'll transform your conversations and your results.

Summary

The essence of collaborative selling lies in transforming your sales approach from a one-sided pitch to a meaningful exchange where both parties work together toward a win-win-win outcome. As Nancy Bleeke discovered through her journey from sales-reluctant professional to successful business owner, "Everyone wins when you stop trying to fit a round peg into a square hole." The collaborative approach isn't about manipulating buyers or forcing solutions; it's about becoming a genuine problem-solver who creates value in every interaction. The time to implement these principles is now. Choose one technique from this book—perhaps the WIIFT conversation system, the Tribal Types model, or the Stop, Drop, and Roll approach to objections—and commit to practicing it consistently for the next thirty days. Document your experiences and adjust as needed. Remember that sales success isn't about perfecting every technique immediately but about making incremental improvements that compound over time. Each conversation is an opportunity to create value, build trust, and move closer to your goals. Make every one count.

About Author

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Nancy Noel Bleeke

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