I think the first thing you have to do is you've got to keep people focused on the main thing, and let's just call that the why. And my experience is that once a why isn't place, the what and the how are easier to address. You're listening to the Audible Ready Podcast, the show
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It's really geared towards individual contributors, some small teams. We have plans if you want to get a couple of your reps which you've just got a small team ramped up. There's course is on there. There's content every day and posting content similar to the type of topics that we are covering on the Audible Ready Sales Podcast. And we also have a great community where you can ask your questions to get advice on your deal. It's a really great value,
so check it out link in the show notes. Today, let's get to it. We're going to talk about managing conflicting priorities in your buying organization. John Kaplan, how are you doing today? I'm doing good? Another great topic. Yes, we talked so much about getting multi threaded in your deals. You know you need to do it. You get the meetings. Kind of an extra step in getting multi threaded in your deals is getting people to
agree on a path forward. And it's not easy to get these different departments, different people on the same page. No, this is definitely not easy. And with the nature of buying today, there are more and more people involved in the process. So it's just here to stay, I think for at least a while. And I think we should just assume that there's going to be conflict in any buying process that's attempting to solve real business issues.
So the silver lining here is those business issues are causing pains in an organization, So don't be afraid of the conflict. It's a sign that you're working on something important. I like that. I like that, So let's dive into it. You've got multiple influencers decision makers here, they aren't in agreement. How do you circle the wagons to get them on the same page.
Well, I think the first thing you have to do is you've got to keep people focused on the main thing, and let's just call that the why. And my experience is that once a why is in place, the what and the how are easier to address. So I like to start with this question, what's the biggest business issue facing your company? Shocker? Right, If you listen to this podcast, you're going to hear me talk about that
all the time. And remember people are probably going to struggle with this, so they're probably going to give you technical challenges that are more closely related to the area of interest that they represent. So keep asking them questions that implicate the technical pain to the business pain. Stick to the reasons why people buy, solving problems increasing revenue, decreasing costs, or mitigating risk. Just kind of have that be your kind of north star. Don't get caught in the
weeds of personality conflicts. Keep the main thing the main thing. Yeah, that's a really good point. You don't want to get in the weeds. You need to stick to the point, so I don't think we can talk about this topic without bringing up champions. Let's talk about how champions play into getting this collective agreement or the collective yes, as we sometimes call it. I'm glad you started here with this concept because the sales life is so much
more productive and powerful when we have a champion. And I'm a stickler for the definition, so bear with me the definition of a champion. They have power and influence, They're actively selling on our behalf, and they have a vested interest in our success. And one of the things I love most about the concept of a champion is that if I truly have one, then I'm
never alone in an opportunity. There's always somebody on the inside who needs this to happen just as much as I do if I truly have a champion. So you have to utilize your champion when you see these conflicts. You also have to be careful that you don't let the champion just blow off the conflict. I've seen some really strong champions with great power and influence, and we probably all have examples where we've won a deal, but the solution does not
thrive because some of the conflicts never went away. And so there's a simple tool that I think you can stay focused on and we call it the what we heard slide. And if you remember the seller deficit disorder, the data says that most buyers don't believe that sellers understand their business and they don't believe that we listen very well. And in my experience, these are the same reasons why conflicts arise in the buying process. So a big part of human
nature is the need to be heard and understood. So I like to build what we heard slide with my Champion, which lists out three things, the positive business outcomes they're trying to achieve, the technical required capabilities in order to achieve those positive business outcomes, and how they're going to measure success or metrics, and then I analyze it with my Champion to make sure that it's accurate and inclusive. So it's also a great place to spot conflicts, you know,
where people don't agree. The bottom line is you'll never get to a collective. Yes, if you're what we heard is not reflective of a collective? Yes, yeah, really bulleting out. I'm just gonna say, bulleting out. I don't think that's a word, but I think the listeners don't. I mean it works. It works putting the points on a slide as it relates to technical required capabilities, metrics, positive business outcomes, and using that as a tool to say, hey, what do you think about this?
What would you add, what would you change, what would you delete? And using that as a working tool to get to the collective. Yes, can be a really powerful asset. And you mentioned the champion using the what we heard concept is great? With your champion. What advice you have for those people listening out there that are like, that's great, I don't
have a champion. What am I supposed to do? Yeah? I know a lot of concepts out there like if you don't have a champion, your sol But like most of us, when we really really look at it, we're in the process of building champions. When I look at deals with reps on a consistent basis, many times we don't have champions. We have potential champions, but we don't have champions. So it definitely makes selling more difficult, but it's not impossible. In fact, sometimes it can elevate you to
an economic buyer quickly. I'm always building what we heard with or without a champion, and when there's conflict or lack of alignment with the answers, it gives me a reason to engage the economic buyer and ask for their advice. You know, economic buyers are typically always focused on positive business outcomes and metrics, and they should be concerned about a lack of alignment. So you're in pretty warm water there. But don't make the mistake of trying to sell them
your solutions. Not yet, explain your situation and ask for advice. Everybody loves to give advice. Also, don't miss the opportunity to ask the economic buyer who might be a good potential champion for the solution to the business outcome that you're addressing. This is what a lead sellers do. Oh, I like that asking economic buyer who would be a good champion for this does a great almost final point, John, But I'd love for you to give us
a bottom why here before we wrap. Okay, bottom line, conflict is normal, and a collective us focus on the why the business issues. It'll make the what and how easier. You should never feel alone on an opportunity when you have a champion, and use the what we heard slide to guide you to alignment and highlight conflict and highlight where you need work, where your collective yes is in jeopardy. Yeah, thank you, John, You're welcome. Go get them, Go get them. Thank you to all of you
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