Sales
Take any live client conversation, say which step it is on, and name the one question that moves it to the next one, instead of sending another follow-up.
Each session has an instructor guide, a learner guide and its chapter of the workbook as a PDF. Read the chapter, then the learner guide.
What a selling system is, and what happens when nobody is running one.
What a selling system is, the four moves a buyer makes when nobody is running a process, the seven steps and what each one decides, the four outcomes that count as a result, and why a no in the first meeting beats a maybe that runs four months.
Comfort, an agreed agenda, the real reason to act, money, how the decision gets made, and the delivery.
Why a truthful answer depends on comfort, the three elements of communication, active listening, the four behavioral styles and how to spot each one, protecting the client's footing, and why our own vocabulary is the fastest way to make somebody feel out of their depth.
Agreeing before a meeting what it is for, how long it runs and what happens at the end of it. The five elements, the four-part opening, and the same structure used on a business technology review, a remote session, an onsite visit and an intake call.
The compelling reason a client has to act, the four buying motives, the three levels from the surface complaint to the reason behind it to the personal impact, the question progression that gets there, and summarising it back before moving on.
The seventy-thirty split, why showing product knowledge early works against you, answering a question with a question and the softening statement in front of it, the rule of three, and never answering a question that was not asked.
Money, time and resources, the two roadblocks including your own beliefs about money, the three steps of the conversation, handling a stall and a put-off, bracketing, and splitting a large engagement into a funded first phase.
How a decision actually gets made rather than only who signs, the six questions that describe it, the three outcomes of the step including what to do with a disqualified opportunity, and agreeing that the presentation ends in a yes or a no.
The presentation as the delivery of an agreement already reached, presenting only to the problems the client raised, the three reasons a sale is lost this late, and the post-sell conversation that keeps a decision from coming apart during onboarding.
The attitude behind the technique, and the prospecting habits that keep the pipeline full.
Why a technique with no plan behind it and no expectation that it works changes nothing, commitment as the link between attitude and action, separating how a performance went from what a person is worth, and what mastering a technique actually takes.
Managing the activity rather than the number, working backwards from a goal to a daily contact count, an activity plan sized to reach it, the questions behind what we are actually better at, a thirty-second introduction, and a low-pressure first call.