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Whenever you sell something new, there’s a learning curve.
For both buyer and seller.
I’ve been reminded of this over the past six weeks as we’ve introduced our new Sales Managers Guild to clients, friends, and strangers.
It’s new.
It has a funny name.
Its mascot is an octophant.
Why?
Because an animal that’s part octopus and part elephant captures the reality of the sales manager’s job: juggling eight things at once while plodding ahead through an ever-changing competitive landscape.
The Guild gives sales managers monthly training and a peer group where they can learn from one another, share ideas, and solve problems together.
Recently, an acquaintance reached out because he thought his general manager would benefit. He set up a lunch with the GM and me.
The conversation started with the Guild.
Then it expanded.
“Could you help us with a year-long engagement?”
We discussed a six-figure consulting project.
We met again.
Then came silence.
Then another meeting.
Then another lunch.
More silence.
Eventually I asked what was really going on.
Cash was tight.
The year-long engagement wasn’t realistic.
The Guild still made sense, though.
“Send me an email,” the owner said.
I did.
I waited a week.
Nothing.
Then a call.
Nothing.
A week later I texted.
Nothing.
Three weeks later I sent one final message.
“You in or out? No worries either way.”
“We’re in!”
Then he confirmed the investment.
At 80% of the price tag.
I paused.
Then corrected him.
More silence.
The following Monday I reviewed my pipeline and realized this opportunity had consumed far more attention than it deserved.
Our pipeline was healthy.
There were plenty of opportunities.
Dozens of conversations deserved my attention.
Why was I hanging onto this one?
Because I’m competitive.
I wanted the win.
My team and I often talk about “reviewing game film,” pausing to reflect on what happened. In doing so here, they reminded me of something: sales requires us to think like detectives.
Detectives hunt for evidence.
They pay attention to what people do.
Not simply what people say.
The question I should have been asking throughout the process was simple:
What evidence do I have that this opportunity is real?
The BANT framework is helpful here.
- Does the buyer have the budget?
- Do they have decision-making authority?
- Is there a legitimate need?
- Is there a timeline?
In this case, though, BANT wasn’t enough.
The prospect checked every box.
That left me asking another question: how can I be smarter about where I invest my limited time, attention, and energy?
A few ideas emerged.
ONE
Get a different point of view.
Jeff Bezos often quotes computer scientist Alan Kay: “A different point of view is worth 80 IQ points.”
Once I reviewed the facts of the case with my team, they saw something I had missed. I’d been focused on what the prospect said, not what they actually did.
New evidence was rolling in and I was ignoring it.
TWO
Assume there’s plenty you don’t know.
Everyone is fighting a battle you know nothing about.
Maybe cash flow tightened?
Maybe priorities shifted?
Maybe something changed inside the business?
I don’t need to know every detail.
All I can do is redirect my attention toward those I can help.
THREE
“Care, but not that much.”
This is negotiation legend Herbie Cohen’s classic advice.
A perpetually healthy pipeline matters for one reason: it lets a seller simply move on when a deal stalls.
One opportunity shouldn’t hijack your calendar.
Or your attention.
Or your emotional state.
When you overinvest in a deal and lock in on it, you run the risk of bathing yourself in the worst-smelling cologne ever: Desperation.
One final thought.
Several years ago, I had another prospect run a very similar playbook.
Big opportunity.
Several conversations.
Engaging in-person meetings.
Long periods of silence.
Nothing happened.
I moved on, kept my attention on the pipeline.
But today?
They’re one of our best clients.
Turns out the timing wasn’t right.
And that’ll happen.
So, review your pipeline every week.
Hunt for evidence.
Invest your time where the evidence supports it.
Deliver value first and you’ll earn the right to ask for the business.
And then . . . leave every conversation in a place that allows a prospect to come back to it when the time is right.
Thanks for reading.
I’ll see you back here next week.
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Bradley Hartmann & Co.
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