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TitleThe Lost Art of Closing: Winning the Ten Commitments That Drive Sales
Author
LanguageEnglish
File Size1.4 MB
Total Pages191
Table of Contents
                            TITLE PAGE
COPYRIGHT
DEDICATION
CONTENTS
FOREWORD BY BRENT ADAMSON AND NICHOLAS TOMAN
PROLOGUE: A SORT OF APOLOGY TO THE READER
INTRODUCTION
Chapter 1: A NEW PHILOSOPHY OF COMMITMENT GAINING
Chapter 2: CONTROL THE COMMITMENTS AND CONTROL THE PROCESS
Chapter 3: TRADING VALUE
Chapter 4: THE COMMITMENT FOR TIME
Chapter 5: THE COMMITMENT TO EXPLORE
Chapter 6: THE COMMITMENT TO CHANGE
Chapter 7: THE COMMITMENT TO COLLABORATE
Chapter 8: THE COMMITMENT TO BUILD CONSENSUS
Chapter 9: THE COMMITMENT TO INVEST
Chapter 10: THE COMMITMENT TO REVIEW
Chapter 11: THE COMMITMENT TO RESOLVE CONCERNS
Chapter 12: THE COMMITMENT TO DECIDE
Chapter 13: THE COMMITMENT TO EXECUTE
Chapter 14: GUIDELINES FOR CLOSING
Chapter 15: TRANSFORMATIONAL CONVERSATIONS AND FEARING THE WRONG DANGERS
Chapter 16: MANAGING COMMITMENTS
Chapter 17: IN CLOSING
WITH GRATITUDE
INDEX
ABOUT THE AUTHOR
                        
Document Text Contents
Page 95

Much of the time spent calling on a single stakeholder—even one whom you
believe to be the decision maker—ends with a decision to do nothing. This is
true even when the single decision maker you are working with needs the
outcomes you sell, and even when she may be able to say yes without anyone
else’s consent. More and more, decision makers refuse to go it alone and decide.

If you look at the deals you are working on now, in how many of them are
you working with a single stakeholder? If what you sell is strategic, comes with
a good bit of risk, and requires a relatively large investment, being single-
threaded is a mistake. The decision to buy will not be made by a single person.
Not knowing who is really making the decision to change is a mistake, and it
puts your deals at risk.

Look back over your notes from the last few meetings you’ve had with your
dream clients. How many times did you meet with one stakeholder alone? If
there were more people in the room, have you had the necessary conversations
with them to be absolutely certain you have their support? If you don’t know that
you have their support, then your deal is at risk.

If you know you are going to need to bring other people into the sales
conversations that lead to change, you want to talk about that with your contact
very early in your process. You want to gain an agreement that building
consensus is going to be necessary, and that you are going to help your
prospective client get that consensus. Remember, control the commitments,
control the process. Lose control of the process, lose control of the outcome.

This is how you control the process. You preview the commitments you
need by sharing your process, and then you work to earn the right to ask for
those commitments. When you lose control of the process, bad things happen.

Early in the process, you need to gain the agreement to build a consensus
from your prospective client. You might say, “At some point, we’re going to
need to bring those who will be involved in making this decision into the
conversation. Who are we going to need, and when does it make sense to bring
them into our discussion?”

There is a lot in this ask. You have presupposed that other people will be
involved, that you need them to be involved, and that your prospective client
agrees to both of these. Then you return control by asking your prospect when it
makes sense to bring other people into the conversation. You hope she will

Page 190

* If you are unsure how to understand the trends and factors that would be causing your dream client to
change, go back and read Chapter 16: Business Acumen in The Only Sales Guide You’ll Ever Need.

Page 191

* If you need help with this, go back to The Only Sales Guide You’ll Ever Need and read Chapter 14:
Diagnosing. That will help you find the root cause of what needs to change, as well as the ground truth
about its real impact on your dream client’s business.

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