Sales conversation basics

A sales conversation is diagnosis before prescription. You are trying to learn whether you can genuinely help before you propose anything. Spend the first two-thirds asking and listening: what are they trying to accomplish, what have they tried, what does the problem cost them, who else decides, and when do they need it solved. Then summarize back what you heard before you propose. If your summary is wrong, the proposal was going to fail anyway. A frequent mistake is jumping to a recommendation as soon as the prospect mentions a problem you can solve. This feels efficient but skips the diagnosis that makes the recommendation credible and correct. Prospects can usually tell when a proposal was written before they finished explaining their situation, and it reads as generic even when the underlying solution is right. To decide whether you have asked enough questions, check whether you can restate the prospect's goal, their timeline, and what they have already tried, all in their own words. If any of those three is still a guess, keep asking before you propose anything. Moving to a recommendation with one of the three missing is the most common cause of a proposal that misses the mark. You can judge a good sales conversation by how much the prospect talks compared to you. In a strong first conversation, the prospect does most of the talking while you ask short, open questions and take notes. If you find yourself talking more than listening, that is a sign to slow down and ask another question instead of continuing to explain your services. If you propose something and the prospect's reaction is confused or lukewarm, do not push harder on the same pitch. Go back and ask what part of your summary was inaccurate. A catering company once proposed a full-service package to a client who actually just needed drop-off trays for a smaller event; asking one follow-up question after the flat reaction uncovered the mismatch and saved the relationship.

Key takeaways

• Spend the first two-thirds asking and listening: what are they trying to accomplish, what have they tried, what does the problem cost them, who else decides, and when do they need it solved.
• Then summarize back what you heard before you propose.
• Diagnosis is what makes the eventual recommendation credible.

Sign in to complete activities, save progress, and use the AI Coach.