“This is a very high price,” Rhonda said as she looked at Tom’s proposal.
Tom didn’t expect the resistance he was getting from Rhonda, the vice president of his organization. Tom had just been promoted to manager of a small team and was there to make a splash in the organization. He unveiled a bold proposal to implement new enterprise software that would replace an existing system that had been in place for several years.
“Yes, it’s a high price, but this is cutting-edge technology that will help propel us into the future. Our current system uses old technology that will become obsolete. Now is the time to act.”
“But what we have works and is stable,” Rhonda said.
Tom’s frustration grew with Rhonda’s resistance. “Yes, today it’s working, but what about tomorrow?” Tom asked.
Rhonda looked at her watch. “Tom, we’re almost on time. Let me give you a little training.” Rhonda loved to nurture her people and used situations like this as teachable moments.
“Um, okay,” Tom said.
“I love your passion and creativity. Those attributes will come in handy as you advance in your career. Want to know where you went wrong in this proposal?”
“Insurance.”
“You submitted a solution with no problem.”
“Well I…” Tom stammered as he flipped through his slides.
Round stood up. “It’s not there, Tom. If you want to sell a solution, you have to clearly articulate the problem you’re trying to solve. Give it some thought, okay?”
“I will. Thanks, Rhonda.”
“Take care,” Rhonda said as she left the room.
Sell Toll 2 – I Acknowledge the Problem
Once you’ve passed toll 1, I think it’s credible, now you have to convince the executive that there is a problem. This is where objective facts and data come into their own. The key here is balance. If it comes out like the black and white opening scene in an infomercial with a person feigning utter disgust while trying to peel a potato, then you’ll be seen as jaded and undermine his own credibility.
It is also key to explaining the problem to articulate the consequences of not addressing the problem. When an executive not only understands what the problem is, but also has a clear idea of the tangible consequences of not addressing it, he has succeeded in explaining what the problem is and why addressing it is important.
So what if what you’re trying to sell isn’t a problem that needs solving but an opportunity that needs to be seized? The approach is no different. Support the opportunity with objective facts and data, and explain the consequences in terms of what happens if the opportunity is not taken.
As with Toll 1, look for positive commitment from the executive. Confrontation over stating the problem could mean that you haven’t convinced the executive that a problem exists, and silence on the part of the executive could be a sign of disinterest.
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Executives live in a world of problems to solve and constantly have to decide which problems to tackle and which to put on the back burner. If you want your executive to take action, you need to convince him that not only is there a problem, but it’s worth addressing. The next time you propose a solution, take the deliberate step of clearly articulating the problem you are trying to solve.
We’ve been through two tolls so far:
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Tollgate 1: I think you’re credible
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Tollgate 2: I recognize the problem
Next is part 3 of The 5 tolls of the sale.
