So naturally, how they sell lacks a certain level of "depth."
Which isn't necessarily a bad thing if this is you — it’s just part of gaining experience.
On the flip side, when you buy, you gain an edge in how you sell.
There’s a new texture you can feel inside your conversations.
It’s like the difference between watching someone ski, and actually feeling how awkward it can be to have a pair of slippery planks stuck to your feet.
A highlight of my year has been working with sales reps who are “skiing” for the first time, by championing Fluint. (We launched a product-led motion focused on AE’s first, then layered in team deals with a focus on selling to CRO’s and VP’s.)
Along the way, I've been asking how they’ll sell differently after buying.
And I’ve saved excerpts from those transcripts with their answers: what they said they knew, but didn’t really know, about selling.
Here’s a summary of the top points they shared:
7 Nonobvious Points on Selling from First-Time Buyers
Sidebar: I wholly appreciate the irony behind reading a post that’s about the difference between watching and experiencing something. So if you’ve never led a buying process before, try it.
Define a problem, develop a buying group, join demo’s, etc.
"It’s been interesting to realize how often my own company’s executives repeat the same stuff, over and over again.
Like, they only care about a really small number of initiatives and they go all in on those.
In my CRO’s case, it was his initiative to shift us to ‘value selling.’ And because we linked Fluint to that, steps like creating budget was easier than I expected. He even told us to double our budget for extra support, because underinvesting was his bigger concern.
So now, when I feel like a conversation is too hard — like when I’m getting a lot of pricing pushback — I go back to the initiative. Have I found one? Am I selling with that? Or are people focused on other things?"
5/ There’s a right and wrong order when multithreading.
"I always thought multithreading was about adding more contacts into a deal. Circling the right contacts on the account map, and then going after them:
"But when I was on the other side, I thought more about the order of who to bring in. There was a sequence to who I needed to get buy-in from first, because then, it was that much easier to get others looped in."
“What I thought was pretty cut and dry was up for all kinds of debate. It was wild to hear the people I work with, who all experience the same thing, define the problem in so many different ways.
Like, ‘losing deals’ is not actually a problem. Why we lost deals and what drove that is the root of the problem, and we had at least four answers.
Even measuring how many deals we lost you’d think was black and white. But that was debated too with some people saying, ‘Some of these weren’t even deals to start with! Our win rate is good but our qualification process is bad!’ Wild.”
Nate is the CEO & Co-Founder of Fluint, the Buyer Enablement platform built for high-velocity sales teams. He's a 3X sales leader, 2x founder, and loves his wife, daughter, dark chocolate, and the Rocky Mountains.