Make Every Conversation a Sales Call

By Peter deLisser

Sales people are the best communicators in the world. Why? Because the average business manager handles up to 200 messages a day—including face-to-face, voice messages, e-mails, telephone and video conferences, staff and team meetings. They do so with no planned format for success. Sales executives handle the same 200 messages, but they have a format for success. Their winning formula is called “Make Every Conversation a Sales Call.” Here's how it works:

The Sales Facts of Life

• Every sales conversation has a specific objective
• The real conversation starts when the prospect says “No”
• It takes three to five “No's” to get to a “Yes”
• Practice is required to answer expected “No's”
• The meaning of every sales call breaks down as follows:
  • facial/body gestures (55%)
  • tone of voice (38%)
  • words (7%)
• Every conversation ends ONLY when there is an agreement

Real Conversations Start When the Prospect Says “No”

A skilled sales manager told me this story: He was making a sales call to a large prospect who used one of his competitors at the time. After some small talk, the prospect said, “I assume you know the strengths of your competitor. Please tell me what they are.” The sales manager had a brief reaction of panic. The last thing he wanted to do was build a case against his own company. But he had to answer this first “no,” so he could get to the “real” conversation. When he finished telling the prospect the competitor's strengths, the prospect responded, “Obviously you know their strengths. Now tell me your strengths.” He answered the real question—and walked out with a new customer.

Practice the Expected “No's” Before a Career Sale

Another skilled sales manager lost a big promotion because he forgot to practice his expected “no's.” To win a promotion he had to undergo a two-part question-and-answer session in front of a group of regional sales executives. During the second part, he looked tense and unconfident and answered tersely. (He was upset about having to justify his past accomplishments.) His sales coach told him, “Your next promotion is guaranteed next time, if you plan how you will respond to three-to-five “no's.” The sales executive laughed out loud. He realized that he had blown the question-and-answer part of his career sale because he had forgotten to make it a sales call. Handling three or more “no” questions to get to a “yes” (in this case, his promotion) was a skill in which he excelled. When he next comes up for promotion, he knows he'll be successful.

The Real Meaning of a Sales Call (55% facial/body gestures, 38% tone and 7% words)

A sales executive's most difficult sales call of the week is the sales vice president's meeting. The challenge—how do you make the VP staff meeting into a sales call when you are on the phone in London and the rest of the staff is sitting together in New York City? Research tells us that the communication of every message depends 55% on body and facial gestures, 38% on tone and only 7% on the words themselves. Sitting in London, the executive is at an automatic 55% disadvantage; he misses 55% of everything said in the staff meeting. He cannot see facial and body reactions to his contributions or the contributions of others. To make up for that 55% loss, he has to sharpen his use of tone (38% of the message). His tone is clearer and sharper when he uses tonal sentences like “I am disappointed. I got cut off in the middle of my sentence.” “Is everybody as enthusiastic about that idea as you sound?” “I strongly endorse your suggestion.” Tonal quality is risky. People in New York may react uncomfortably, including the sales vice president. The other risk is losing the sale by misinterpreting much of what goes on in the meeting.

Every Conversation Is a Sales Call—Internally and Externally

Internal prospects—leaders, peers, staff members, etc.—are no different from external clients and prospects. They do not expect to have all their needs met, but they do expect people to understand them, answer their questions and come to an agreement at the end of a conversation. When internal conversations have a defined objective and a full exchange of information, the results will include not only an increase in sales, but the creation of satisfied, trusting, employees. Once three-to-five no's have been considered and an agreement has been reached, all parties will leave the meeting feeling satisfied. They will reap the many benefits of doing what the best communicators in the world already do—making every conversation a sales call.

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