The surprising truth about what closes deals: Insights from 2.5m sales conversations | Matt Dixon (author of The Challenger Sale and The JOLT Effect)

0:00 We collected two and a half million sales calls and studied them with a machine learning platform at scale. The big insight is that You're losing most of your sales deals not to competition, but to indecision. And that indecision stems from their fear of failure. Dialing up the FOMO backfires eighty seven percent of the time. They're not afraid of missing out, they're afraid of messing up. You just talk about how to actually leverage these insights to improve your sales process. You have something I think you call the jolt method. Yeah, jolt them forward. So the first thing is we've gotta judge their level of indecision. The second thing is we've gotta offer a recommendation. The third thing is we've gotta get them to start trusting us. We call limit the exploration. And the T is we've gotta de-risk the deal, we gotta take some risk off the table. Great segue to the challenger sale, which is basically this on steroids. Most salespeople are trying to figure out what's keeping the custom up at night. The challenger approach is about showing. the customer what should be keeping them up at night. What's a risk that they don't know about, but you do. Holy moly. This is gonna be the most action-packed high density podcast episode we've done.

1:00 Today, my guest is Matt Dixon. Matt is one of the world's foremost experts in sales. known for his groundbreaking research into what makes the best salespeople different from everyone else. His first book, The Challenger Sale, was a number one Wall Street journal bestseller and has sold over a million copies worldwide. His most recent book, The Jolt Effect, builds on his lessons and insights and will change how you do sales. In our conversation, Matt breaks down what you're probably doing wrong in your sales process, based on research into millions of sales conversations. And then how to tweak your process to be a lot more successful. This episode is for anyone that wants to improve their sales skills or improve the rate at which they close deals.

1:40 With that, I bring you Matt Dixon. And if you enjoy this podcast, don't forget to subscribe and follow it in your favorite podcasting app or YouTube. It's the best way to avoid missing future episodes, and it helps the podcast tremendously. Matt, thank you so much for being here. Welcome to the podcast. It's great to be here. Thank you for the invitation, Lenny. It's great to have you here. So first of all, a huge thank you to April Dunford for connecting us. She's a a huge fan of your work. She mentioned you a number of times on the podcast episode that she did.

2:11 She's great. Yeah. She's very nice. She's amazing. Okay, so You basically spend your time Researching salespeople. And digging into what makes the best salespeople different from all the rest.

2:24 And then synthesizing these lessons into these really actionable Pieces of advice. So that anyone can become better at sales, which To me feels like a dream come true, even if I'm not a salesperson, even though many of us do sales Part time.

2:37 But especially if you're a salesperson. So first of all, just to give people a sense of the work that you do, could you just talk a bit about the research that Went into the books that we're gonna talk about. We're gonna be focusing on the challenger sale and the jolt effect.

2:51 What is the research they did? Yeah, sure. Um So uh they to start with uh Challenger,'cause that chronologically came first. So we actually started that research study in I I think it was in late two thousand eight, actually, and um we published the initial results to

3:07 At the time I was working for a company called CEB, which was acquired by Gardner Group uh in twenty seventeen. uh research organization and and I was running the group that served heads of sales, uh business to business heads of sales around the world. We had five or six hundred clients around the world. And we launched that study in oh eight. We published the initial results for clients in oh nine. We kept collecting some data. And then we published the book in two thousand eleven.

3:31 Uh, the book was published off a data set of six thousand salespeople. So we did an in depth survey with uh six thousand salespeople as well as collected performance data on those six thousand sellers. Uh, this was a it was global, cross industry. uh different types of uh companies as well. Product companies, services companies, large, small Slow growth, fast growth, you name it. Over time though, you know, that that research has been ongoing, so we've collected data uh data I think

3:56 to date on roughly a quarter million salespeople around the world, uh that we continue to go back and not just validate the original findings, but look at how things are changing and uh do cuts of the data now that the data set's so big. So that was a survey based piece of research we did. Uh the Jolt effect We started that research in uh twenty twenty actually. It was actually in March of twenty twenty, which I think is a time that everybody remembers with probably

4:21 Mixed. Mixed emotions, most of them bad. Um I thank God though. But you remember March was a time when people were getting into Tiger King and baking sourdough bread. It be much a few months later that got really old, but in the beginning it was kind of you know, surprising and weird and you know, uh this this whole pandemic thing. But um we actually thought because we're huge nerds um that

4:41 this would be an interesting time to do a sales uh research project. We had always been fascinated by uh what Professor Neil Rackham did back in the seventies and eighties and spin selling, and he and his research team sat in on thirty something thousand sales calls, physically sat in uh on these meetings. They took notes, there were a team of psychologists. to produce the research that went into spin selling. And so we always kind of aspire to get at the at kind of if you will, at the coal face or where the rubber hits the road.

5:07 in sales, which is the sales conversation. When that salesperson's sitting across from the customer, the problem with that is It's really hard to get people to pay for that kind of research. Yeah, that kind of undertaking and and then let alone getting invited into those meetings. Took place of course in the client's office.

5:24 until March of twenty twenty, when that all changed and the entire sales process for every company on earth went to Zoom and Teams and WebEx and other virtual platforms. Yeah, so we recruited several dozen companies across industry and around the world. into a large global study and we collected two and a half million uh sales calls. And study them with a uh machine learning platform at scale.

5:46 So that was a very different kind of research project and you know, honestly it's It's fun just as a researcher to look back on Challenger and you know the manual kind of survey based approach and the interviews and all this stuff too. Fast forward to like today. being able to take advantage of large data sets and advanced technology to study you know, millions of sales conversations is is pretty cool.

6:06 Amazing. Okay. So The second book, the most recent book, The Jolt Effect, is based on these two and a half million sales conversations. That's right. I love insights that come from tons of data. So this is Most excellent. This episode is brought to you by Interpret. Interpret unifies all of your customer interactions from gong calls

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8:08 So the way that I understand is the big insight is that you're losing most of your sales deals. Not to competition. But to indecision. Basically. Customers preferring to do nothing versus choosing.

8:21 something because they are afraid of making a mistake. Good summary. Yeah. If you're busy like you said it more succinctly. I've been doing this for a while now, and you said it way more succinctly than I can. I I think You know, we uh just to back up for a little bit, I I think the one of the data points I always start with when I present the research on the jolts effect is that

8:40 Hard analysis showed that anywhere between forty and sixty percent of the average salesperson's qualified pipelines. These aren't just Leads you know, sometimes bad leads are thrown over to us by marketing. These are qualified opportunities. These are Yeah, people we've met with, customers we've

8:56 pursued, we've engaged, they're in the sales process. Forty to sixty percent of them will be ultimately marked as close loss no decision. That's actually I think that number's actually on the rise, uh especially in places like Sass and in the broader tech sector over the past uh year and But that's a really painful thing, right? If you think about a sale as a salesperson

9:15 That y for forty six percent of your deals, you've got to spend a lot of time, energy, resources, a lot of your company's money in their time and resources pursuing these opportunities where you eventually just get ghosted and you don't really know what happened Just like the customer evap the opportunity evaporated on you, they ghosted you, they went radio silent. You don't know really know what happened there.

9:33 And so we um we decided to take this two and a half million sales call data set, which you could have used to answer lots of different questions. But we were really fascinated by this question. Maybe two two questions. One is Why Do Customers make no decision.

9:48 Like Because y you understand it's frustrating as a salesperson, but it's also puzzling for customers to do that. They go through the entire process to evaluate a solution. And many of those customers say, Yeah, I wanna buy. And then they ghost the salesperson and it's just it's so puzzling. Like why would they waste their own time Evaluating a solution and then doing nothing.

10:06 Then the the more important question is probably what do the very best salespeople do differently? What have they figured out to avoid that outcome. Cool. And we're gonna talk about that latter part. To help people understand why,'cause it sounds like okay, I guess this happens, but Help people understand why this happens. Like why are people nervous to make a mistake and not make a decision at all?

10:24 So let me maybe take us a step back, uh there was a reason we actually even asked that question that you just asked, and the reason was this. You know, when we looked at sales calls, if you think of it the typical sales process or buying journey, it kind of moves through three phases. Phase number one. is the customer in their status quo. It's what they do today, right? They use your competitors product. Maybe they do use a home grown solution, maybe they never saw a need for a solution like yours. But that's their current state.

10:51 Step two is we gotta get them to agree that the current state is no longer acceptable And they've got to move forward in a new and different way. That we call that agreement on a vision. We gotta get their intent. to move forward and to change. And then step number three is you gotta get'em to buy something, right? So that's the action step where they they execute the docusign, they sign on the line that is dotted, and they send the contract back. It's simple three step process. And what we found in our analysis is whether

11:15 the big places where a lot of deals fall out of that process is between intent and action. So it's after the point where the customer says, Yeah, I Lenny, this sounds great. I'm sold. Let's talk. But before the point where that actually deal gets sold. A lot of deals kind of go sideways in that moment. And the way this comes across in sales calls is that customers start

11:35 if you will, relitigating concerns that they had they had asked and you thought you'd address much earlier, like uh what what might go wrong and is this really the right answer for us? And they And these are things that are puzzling to salespeople because like it feels like this thing is slipping through my fingers, like right before my eyes. I thought we had this closed. I thought you said you want to move forward and now you're asking questions that we addressed three months ago. The what's going on.

11:59 And so what salespeople tend to do because they've grown up in a world where they've been told The only reason the customer hesitates Is because you haven't put to bed their status quo bias. So we all know we all human beings, not just customers.

12:12 but perhaps especially customers are uh guilty of status quo bias, meaning we are prone to laziness and doing nothing. Because it's easier. It's inertia, right? It's easier to just keep doing more of the same than to change behavior. Change is really hard. And sales people have been taught that the status quo is their biggest competitor. And if the customers are starting to get cold feet, it's because They still think either What they're doing today is good enough.

12:35 What you are proposing is n not a very a compelling enough reason to change Or maybe it's just not a top priority for them or their organization. It's gotta be one of those reasons. So what sales people have been armed to do is go out and dial up the FOMO, right? uh uh in and kinda make the customer sweat a little bit. So the first thing they do is they say You know, Lenny, remember the demos and the proof of concept trial we how excited you were and like r those those benefits like

12:58 You gotta pay for it. Like it's you're not gonna get all those great benefits for your organization unless you sign the agreement. If that doesn't work, I'll try to kind of scare you into action by dialing up the fear, uncertainty, and doubt and saying, Lenny, you know We you told me about these problems in your your business. You guys are really struggling right now. Um, by the way, Dead mentioned we're working with all of your competitors and they're seeing tremendous benefits from our product, and you're gonna be left in the dust. And those problems you brought up with me, they're not gonna solve themselves. So trying to create that burning platform a little bit for the customer and uh in

13:26 get them to realize the cost of their inaction. Like there is a cost to doing nothing. If those two things don't work. What most salespeople go to is the ten percent discount that's only good this quarter, right? So it's It's like the price driven urgency, like uh maybe this will be the thing you need to just Get you over the finish line.

13:43 What we were so surprised by, which led us to the question you asked, Lenny, was that Eighty seven percent of the time when salespeople do that dial up the FOMO in those moments, especially with a customer who says that they're ready to move forward, but they start to backpedal and waffle and waver and become hesitant. Dialing up the FOMO backfires eighty seven percent of the time. In other words, it increases the odds the deal will be lost to no decision.

14:05 If it weren't for that finding, we never would have even bothered asking the question about like why do people end up Why do we lose deals in a decision? Why do customers make no decision? But this was really puzzling because it flew in the face of everything we talked about, including, you know, in in Challenger, to be totally candid, we talk about How challengers are exceptional at breaking the customer status quo bias by showing them the pain of same. Is worse than the pain of change.

14:29 It and again, overcoming that inertia. that not just individuals but organizations suffer from. Challenger is really good at that. And so here we see that the tactics that you might associate with challenging actually kind of backfire. Which was as the author of the challenge was still a little bit troubling to me, but we'll come back to that. But uh I I think what we realized was we got it right, but we got it kinda half right. And so

14:50 We went back into the data and we asked a slightly different question, which is Why are deals lost to no decision? What drives that? And we found that actually There is uh there are a lot of deals that are lost because the customer does actually prefer their status quo. So that is status quo bias. Like they believe what they're in say is good enough. What you're talking about's not a compelling enough reason to change, or it's this is not a top priority. Those are all status quo preference reasons. But it turns out those are only forty four percent of the no decision losses. Fifty six percent of no decision losses

15:19 Our customers who are who want to buy But can't buy Because they're stuck in this no man's land of indecision. And that indecision itself stems from their fear of failure, which you put your finger on earlier. And this is the part I found so fascinating. So we we dug into the psych research. We we read probably thirty years of of um

15:40 cognitive psychology journal articles, many of them from uh Dutch universities, which I find very interesting. But Fairly very big into this stuff. You know, a lot of the condomin and Saversky work around um loss aversion and prospect theory, et cetera. And one of the big findings we came across is that there's actually a more powerful human bias, even more powerful than status quo bias.

16:01 that rears its ugly head and causes indecision. And that is called the omission bias. The omission bias is if you get down to it is is the fact that People don't want to be blamed for making decisions that lead to a loss. In the in the human mind, There are two types of loss that we think about. We all like to avoid loss, but not all losses created equal. There are losses that happen when we do nothing.

16:23 And then there are losses that happen because we did something. So we made a decision, we picked a vendor. We we executed a contract and then something bad happened. And it turns out that in the human mind people are okay with missing out.

16:37 They are not okay with messing up and being blame. And this is really powerful. It's even more powerful than status quo bias, as I said. And so the shorthand for salespeople is this. Dialing up the FOMO. can be very effective to overcome status quo bias.

16:51 But knowing that every human being, including all of your customers, well include in that definition of human beings, are um definitely afraid of being personally blamed if things go wrong. The faux mu actually matters more than the faux mo. The faux mu is the fear of messing up or in the not safe for work version of your podcast, I'd say faux foo, but your listeners can figure out what that stands for on their own. But this is really powerful for customer for salespeople, right? To understand

17:16 Look. If you are trying to scare your customer into action. You're gonna miss out on these benefits. You're gonna miss out on solving these problems. You're just gonna pay more later if you don't say yes now. What you're what you're really doing is using scare tactics, but you're trying to scare somebody who's already afraid The problem is they're not afraid of the thing you think they're afraid of.

17:33 They're not afraid of missing out, they're afraid of messing up. And so we've got to address that as salespeople. We've got to help instill the confidence in the customer. That You you're making a great decision. I've got your back. This is gonna all you're gonna look like a hero, not like a fool.

17:47 And that's really what the jolt effect is about. It's about how the very best salespeople Execute that. So it wasn't that we were wrong with Challenger, it's just the story was kind of incomplete. You gotta break status quo by so if you don't do that. you're never gonna have an indecision problem. But even once you overcome the customers' indifference and their status quo bias. you got a second battle you've gotta fight, which is you've gotta instill the confidence and make them feel good about this

18:09 frankly, leap of faith they're about to take and their fear, you gotta deal with the fear that If something goes wrong, they're worried that they're gonna be blamed for it. We're gonna talk about this method you developed for how to actually do all the things you're talking about, but First, to make this even more real, what I'm thinking about is Uh an example. So maybe is a good example maybe a CRM, like a better CRM product. Say someone has Salesforce installed and now they're like

18:31 There's probably something better out there we should probably evaluate. And then I'm thinking from the perspective of a startup trying to build a better serum, there's always this advice you have to be ten times better for anyone to pay any attention. And I think that feeds into exactly what you're showing is like it needs to be so much better that the sphere is reduced. You just talk about maybe an example, whether it's that one or a different one to make this

18:51 More concrete. We encountered a a ton of examples. It it's so interesting. You mentioned uh startups and I think Sometimes I was actually with a big enterprise software company and I think um when and I presented this research to some of their sales leaders. in the room said, I'm really glad we are who we are, that we are the eight hundred pound gorilla.

19:12 Especially in a market like we're in right now, because Yeah, it's the old adage goes it was an IBM, but the old adage is that nobody ever got fired for buying from IBM, right? This company is like the IBM of their space. They're the eight hundred pound gorilla. They've got the brand strength, the reputation, they're the safe choice, right? Yeah, so this this team felt kind of comfortable, uh or comforted, I should say, by that fact. Especially in a a tight

19:34 environment where It's a it's a battle for deals and for mind share and for uh for wins out there in the market right now, especially in tech. And what I said is you've got to remember though, that may be true, and I would argue, and I think you're right, that for a startup Yeah, you've got to be ten times better to get Get the mind share.

19:52 It may be even better than that to get somebody to take a leap of faith with you. And so there is inherent risk in going with the unproven player. But I I cautioned these folks and I said. Now remember But what are the things that drive fear of failure in indecision? It turns out there are three big ones. The first one is

20:11 Uh, have I made the right choice? I know I want to work with this vendor, but did I configure the solution of the proposal the right way, the right contract length. the right implementation, the right use cases, the right integrations, all that professional services or DIY, all those big questions. The second thing that

20:27 customers worry about in fear their second fear of failure is that they're gonna learn something after the contract is signed that's gonna make the decision look like not such a great decision. I'll give you a really specific example about this. I spoke to a tech company not uh not too long ago, uh maybe a month ago. and they landed their biggest deal of

20:44 of their existence. Was it an early stage company seven figure deal game changer for this organization, then they beat out some big established competitors. This is a huge win, you know. They went out, they celebrated. It was just totally amazing. Big their first big enterprise win and their first seven figure deal. And their first victory against some of these incumbents.

21:04 Unfortunately, uh, about two weeks after they won this deal, the new Gardener Magic Quadrant on their space came out and they were shown to be kind of eh. Right. They weren't the leader, but they were sort of middle of the pack. And all of a sudden the the client who signed the agreement, uh the CTO Just got Like

21:22 crap rained on them from everybody saying, Did you see the Gardener Magic Quadrant? It looks like the company we just Plunked down seven figures with was kind of seen as so so by the Gardener analyst Have we talked to these guys and those guys and why aren't we going with the leaders and you know, blah, blah, blah. They ended up backing out of the contract.

21:38 Because the CTO said I can't I'm spending every day talking to all the other key stakeholders trying to convince them That yes, we did all of our due diligence in it, but I just Life is too short and we're probably gonna end up going with one of the big players. We're sorry. I mean that's such a painful story, right? But that's the customer was like They're gonna keep doing research.

21:56 Because they don't want to be surprised when some new piece of information comes to light. So it's the second big fear failure driver or failure driver. The third one is that the customers are worried they're just not gonna see the ROI. They're not gonna get the full benefits. you know, you might pro um project for them a five X improvement in sales productivity. What if it comes in at two or three X in my name's on the agreement? And the CFO comes asking why we didn't get the benefits we thought.

22:20 You know, today's environment that's not just egg on your face. You could get fired for that stuff. So You know, this is this is a client who's really looking for that vendor to have their back and to assure them that they're gonna see the benefits that are being projected and promised. Through the sale. So what I said to this big enterprise Tech company was look.

22:38 You guys yes, it's Tough to be a startup right now, early stage company. There's a lot of risk there. But who's offering more choices? Them or you guys? You guys have a partner ecosystem. You have like

22:49 twenty different cloud products. You've bought like seven companies in the past three years. You give it a cornucopia of options, which adds to the buyer's anxiety that they haven't chosen the right thing. Second. Do you think there's more written about you guys or about them? There's w you could fill a football stadium with all the coverage on you guys and, you know, are your fet I mean

23:08 There is everybody's got an opinion about you because you are the eight hundred pound girl and everybody's worked with you before for and they have opinions, good and bad. And people wanna leave no stone unturned and then lastly Turns out you guys are a lot more expensive because you're trying to move from selling simple products like these ankle biters out there, these startups, into selling big enterprise solutions. You guys are selling like Not seven figure deals, eight figure deals, nine figure deals here, customers. That increases the customer's anxiety that

23:33 I really have to see return on this. And so you in many respects are getting whipsawed by these these factors in a way that the startups are not because they're not They don't have as many choices, right? They don't there's not as much coverage about that.

23:47 The investment is lower. And so there's a little bit less risk for the customers. So that you're not you guys aren't immune just'cause you're the big brand. You're doing a great job making it clear why it's so nerve wracking to buy new software. There's just so many things that could hurt you as a person at a company.

24:02 April Dunford. I think she I think this is borrowed from your language that She talks about how it's actually more stressful these days to buy software than to sell software. Because of all these things you've talked about. Yeah, I I think she's I think she's on point on that. I mean it's

24:16 It's a uh your customers are Yeah, they're really, really afraid of this not panning out. And it it was so interesting and salespeople can think of so many different Occasions. Where the purchase

24:29 buying your product just made all the sense in the world for the customer. It would make things so much better. It would solve such big problems for them. Um they're so dissatisfied with their current approach. It's just a no brainer. And the customer will look at that and they will agree with you and they still won't make a decision. Because of the what ifs, right.

24:47 Yeah, this is uh gotta be very frustrating for founders to listen to and be like, Come on, our product is so much better. What are you doing? Uh, but I think this explains a lot of the challenges they're probably having. This episode is brought to you by Heep. The product analytics solution that shows you everything users do on your digital product.

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25:47 With Heap, it's easy to prioritize the product investments that improve conversion, engagement, and retention. Visit heap. dot io slash link to get started with a demo. That's H E A P dot IO slash Lenny. This great segue to talking about how to actually

26:05 Leverage these insights to improve. your sales process, you have something I think you call it the jolt method. Yes. Awesome. Let's get into it. It just so happened it worked out that way. But I I like it because It's memorable, but it also speaks to what's happening, right? Our customers stuck in their indecisive state. They want to buy from us, but they just can't because they're worried about what might go wrong.

26:25 Yeah, jolt them forward. Yeah, jolt them into action. Beautiful. So how do we do it? So the first thing is we've got to judge their level of indecision. The second so we gotta figure out what we're dealing with. The second thing is we've got to offer a recommendation. The third thing is we've gotta get them to stop doing endless research and start trusting us and limiting we call limit the exploration. And the T is we've got to de risk the deal, we gotta take some risk off the table. Yeah, we gotta we establish that safety net for the customers so they feel like we've got their back.

26:49 So maybe talk about each of those. I'll I'll start with the J'cause you know, uh it's first. Um but but also I think The way I I e while it's kinda linear, I wouldn't I would encourage listeners don't think about this as a process where it's like I do step one, two, three, four. J O L T. Think of it as it starts with the J, and the J tells you what the next step is. Is it the T, is it the L, is it the O, is it the O, and then we gotta deal with the T, then we gotta go back to the O because it comes up again.

27:13 So think of it as sort of the dividing rod. So How do we figure out what's got the customer nervous. And and this is a really, really, really tricky thing. Because um And I've likened indecision to like the carbon monoxide poisoning of sales. It's everywhere, but it's odorless. It's tasteless. You can't you know

27:33 Yeah, but you need a carbon monoxide detector and that's what the J is. So how do we get fear of failure on the table? And the problem with this is that um In and I think maybe most of your listeners will be familiar with this. Everybody, especially customers suffers and senior executives especially, especially suffer from what's called the Dunning Kruger effect, which is they think they are better at things than they really are. And decisiveness is one of those things that buy they will say

27:59 they think they're decisive. In fact, if you surveyed your customers not that they recommend this and you add a hundred of them If they consider themselves to be decisive folks. Like ninety nine out of a hundred will say, Absolutely, yes, I make the tough calls, I manage from the gut. You know, I live on the edge as an executive, making those big calls. But the research tells a very different story. It turns out that eighty seven percent of buyers in our two and a half million sales calls we studied

28:22 either showed moderate or high levels of indecision. The folks who are not worried about fear or failure were thirteen percent. So yeah, those people do exist. And by the way, if you find one of those people, you should sell them everything as soon as possible.'Cause they uh they're they're making the decision quite literally on the dollars and cents and and the ROI and You know, whether it makes sense for their business. It's a rational decision for them.

28:42 But for the rest, they're dealing with a lot of emotion and that emotion is all you know wrapped up with fear of failure. And what's so tough about this is that It's not just Dunn and Kruger like we think we're more decisive than we really are. Even if your customer knows that they're indecisive or they're worried about failing or how their boss is gonna perceive them, if this

29:00 purchase doesn't pan out. They don't like talking about it because it's embarrassing. Yeah, they don't wanna talk about like tell ya, like This better pay off'cause it doesn't. I'm already on thin ice with my boss. She doesn't like me already. Uh this is the gonna be the last straw, you know? Nobody's gonna say that stuff. Um

29:16 And so Wha how do we get it on the table? Um one of the things we don't think works particularly well are kind of classic open ended questions, like Lenny, do you find when you go to the cheesecake factory, do you leave satisfied or hungry?'Cause you can't decide what to order like it's These are not great approaches with customers. You'll you'll end the sale pretty quickly. Because again, your customers find that kind of offensive. They'd like to think of themselves as decisive people. And so we found a technique. This is actually not in the book. We found it after we wrote the book.

29:43 called pings and echoes uh that high performers use. So think of like the the way a surface ship might detect a submarine in the water using sonar. They send a ping out into the water and they're listening, if you will, using sonar for the reflection back. And the reflection tells them Is it a friendly submarine, enemy submarine? Is it just a whale? Is it heading towards us, away from us? At what speed are they about to torpedo us, all that good stuff.

30:06 And um What we want to do the same thing in sales. So The way this works is that a salesperson will try to articulate But in a non not to out the customer, but to get confirmation or Refutation, if you will, that

30:21 what they've uh articulated is actually a concern for their buyer. So hypothetically Let's imagine we're talking about a purchase and we've had a lot of great conversations, shown you a lot of demos, you guys have liked everything we've shown. We showed you partner options, we showed you different configurations, we did POC over here, we did a pilot over there. You know, you guys are just eating it all up. But I'm kinda getting the sneaking feeling that you guys actually don't know what you want. And we've shown you a lot and we've probably made that problem worse.

30:49 And so what I might say to you is, you know, Lenny, I'm just curious, if we could calibrate here for just a moment. And there's a reason I'm asking this, which is A lot of the customers at this point in our Process of working together. They get almost overwhelmed with all the options. And look, I probably made this worse. We're very proud of what we do. I want to show you the art of paint the art of the possible.

31:10 But I'm also I also know if we're gonna do business together You told me right up right away, budgets are limited and you don't have you can't have it all. So you've got to decide what's nice to have and what's neat to happen I'm just curious, are you and your team clear on what would be in and out of the proposal? And what then what's gonna happen is one of two things. Uh one, you might say Or or a few things. You might say

31:31 You know what? No, I we don't know. And we have liked everything shown us, but as you said, we can't have it all So we'd be really curious to know what do other companies like us start with? You know, how do we get going? What's what are the things we can do without and we can maybe add later on down the road? Or you might

31:46 Get the customer who says, No, no, no, we were just being polite. There's a lot of stuff you showed us that we're not actually that interested in. It's cool, but it's just not for us. We are very clear on what we want and so let me share that with you now. However, what I'm really concerned about is once we get this kind of spec'd out and configured and priced. I'm gonna take it to the CFO'cause I've got to get her approval on this. And

32:07 I can't build our business case on the claim you guys make about improving sales productivity by ten percent. Because she'll laugh me out of her office. So help me get grounded in what's a believable outcome for us, right? So that I can sell it and I can be confident we're gonna actually hit it.

32:24 So It's again, it's not designed to embarrass the customer. It's designed to get this on the table so it can be recognized and dealt with and it contextualized. You're not you're totally normal. Everybody struggles with this. You know, there's a lot of stuff we throw in front of people and they you know, it it ends up doing some harm. They don't know what to pick. Let me be of service and value to you. And so that's the first thing that we point to. And that's gonna tell us

32:46 Okay, is it a choice problem? They don't they're overwhelmed, they don't know what to choose, like that example we just used. Is it that they're just doing endless research and they feel like they haven't really come down the learning curve yet around this purchase, or is it No, I I don't I don't actually know that we're gonna get what we're paying for here. And we'll we screw this stuff up every day of the week and twice on Sunday, and I don't think it's gonna be a different, and then I'm gonna get blamed. So help me manage the downside risk. But it tells us kind of where to go next on that on that journey, if that makes sense. Yeah. Awesome. So

33:14 The advice there is basically get a sense of how clear they are internally on knowing exactly what they want, that'll help them make a decision. So there's kind of this like moment of Okay, let's just Help me understand.

33:26 I think question the way you phrase it, are are you and your team clear on what would be in or out of this proposal? Yeah, and and that's that's just a uh one example. That's if I hypothesize that you're really struggling with what to choose. Now my hypothesis might be You know what you want. You've done plenty of research, but you're really worried about the ROI, right? And you're just worried like I you just are gonna be able to accomplish that.

33:48 So that ping might sound very different. It might be, you know I we've been we've been having a discussion about like you you we've been you've been asking for multiple terms of the ROI calculation and changing parameters and really trying to make it bulletproof. But you know, a lot of customers uh struggle with that a little bit because that that's a big thing. You're putting your name against that. And so maybe we should have a conversation about Whether that's a concern for you, is there believability gap, is there an execution gap you're worried about on your side or on our side? Let's have a conversation about that so I can

34:17 Uh set the proper expectations so you feel really confident going to the CFO and and lobbying for investment here. You know, so so that ping could go in it, but it's based on what I think is holding you up. Got it. So it's just like At s at this point, many customers have this question. And that maybe comes from the thing that you think is probably blocking them. Yeah, I think that's perfect language. At this point, most most customers like you are w thinking about this. Or they're kinda worried about that. Or they're getting a little anxious about this. Let's have a conversation about it. Awesome. Yeah. Okay. Cool. Let's go to step two, uh offering your right. Sure. The oh yeah. So this is this was it right with that example we talked about before.

34:54 You know, options are Options are really a double edged sword. It what we know from the research is that Options are great early on. So if you're meeting at the trade show and the customers swinging by your booth or you're doing a first demo or first like Let a thousand flowers bloom. But if you want the customer to actually make a decision, you gotta get the weed whacker out and like cull it down to a manageable set of choices.

35:17 And the science is very clear on this, that too many choices at some point will overwhelm the customer, and it leads to a lot of bad outcomes. It leads to The customer not making a decision at all. 'Cause they don't want to make the wrong decision. I wanna work with you But you put so many options in front of us, like I don't want to be blamed if I choose the wrong one. And it leads to things like post decision dysfunction, which is I thought I made the right decisions, but now I'm learning more.

35:39 And people are asking hard questions and maybe I need to go revisit this and and hey Lenny, we're gonna We have to scrap that agreement and start over because I don't think we could figure this right away. So Um we have to be we have to there's a time and a place to offer options and there's a time and place to narrow choices up. The simple guidance here for salespeople is that you've got to shift

35:57 your posture from asking the customer what they want and just diagnosing their needs. to actually recommending to them what they should do. And salespeople get a little bit anxious about this, I find, because they don't want to be seen as like I told you to do A, but you're like I don't want to do that. I wanna do B and now I feel like we're at odds. And so they worry about that. And so sales people have grown up in this world that like it's the it's the customer's choice. The customer's always right.

36:21 Let me just guide them, but they're the ones should make this decision. But sometimes the customer can't. And they don't know enough about these decisions. Like we know the stuff as we eat, sleep, and breathe it every day as salespeople. We work in this industry. They don't. And so we are in a much better position to be able to guide them toward like, you know what?

36:38 You don't really need X, Y, and Z. You can leave that out of the proposal. Companies like you They get started in this way. Let me Put three options in front of you.

36:47 I would go the middle one'cause I really think that's gonna be the best for you in the first year and then we can expand from there. The here's an analogy. I I'll often tell people to think about the last time they went to a fancy restaurant and they looked at a menu with like some expensive entrees and everything looked delicious, right? But they didn't know what to order. So you ask the white person what they recommend. How helpful is it if that rate way person says to you Well, what are you in the mood to eat tonight?

37:12 Like it's no help at all, right? You're no closer to a decision. They basically just dump the problem back on your lap. But what great way people do is they say, you know If you want my opinion. I love this dish and I'd probably say it's our most popular. We sell out of it every night. We've still got it, so you're in luck. It's a lot of food, though. It's a big portion. If you're in the mood for something lighter, there's a vegetarian option. It doesn't get as much play on Yelp, but I love this one. It's absolutely delicious.

37:37 It's one of our kind of uh dark horse favorites, if you will. But remember, everything we make here is delicious. So if you don't like those choices, you're not gonna go wrong with any of them, but those are just my favorites. Now What happens in that moment is what psychologists call the delegation effect, which is rather than the burden of a bad decision being solely on the on the shoulders of the decider.

37:56 That burden is now shared. Now think about it. If you order the dish the white person recommended and you don't like it, whose fault is it? Well Technically it's your fault'cause you ordered it, but y it's also kind of their fault'cause they recommended it. And so you feel like there's some safety in getting that recommendation, that endorsement. It's a really simple example. But it works in complex sales as well.

38:16 Customers are looking for somebody to share in the risk and the burden of making a bad decision. And having that you know, partner who's guiding them toward what they should care about what they shouldn't care about. what they should consider and what they should take out of the proposal.

38:29 Is is actually very reassuring and comforting them and increases the odds of getting some kind of decision from them. Amazing. This is it. Great segue to the challenger sale, which we're gonna talk about. Well let's get through the last two steps and then we'll talk about the challenger cell, which is basically this on steroids, this idea on steroids. The last two. So L is about, you know, this customer who's doing endless amounts of research. Every salesperson's seen this customer like they're never happy with the number of reference calls.

38:53 or the, you know, um the amount of research they've done. They want to talk to more and more people. They're just in information overload mode and or what you we might call analysis paralysis mode,'cause at some point they're just they're never satisfied with they always feel like all the answers will be in the next white paper they read or the the next reference call they do or the next person on LinkedIn they talk to. And so what salespeople need to do to stop that, uh, you gotta understand, I think, why customers do that. It's they don't wanna be surprised

39:21 That is the the main reason, but they also don't trust the salesperson to be forthcoming. So They believe the salesperson is paid to sell them more than they need, to put one over on them, hide the dirty laundry, only talk about the things that work in the platform, not the things that don't work, you know. Uh, you're not gonna do you're not being gonna introduce any of the customers who hate you. You're only gonna introduce the customers who love you and we know we're gonna say great things about us.

39:44 So That's what the customer thinks right. That is what uh is in the customer's mind. And so You've got to actually shift, get the customer to stop trying to be an expert and start trusting you as an expert. And there are two keys to that. The first one is, You've got to establish some trust. Yeah, I know that sounds like a platitude, but we found in the analysis there are specific things that sales, great salespeople do very early on.

40:06 They are brutally transparent with customers about like, hey, I know you were interested in this capability. I gotta be honest, it's Yeah, we get mixed reviews on that. Uh, it's kind of an early capability for us. We're still trying to iron out the kinks. Or I know you are interested in this use case.

40:20 But I have to be honest, we're actually not the best in the market at that. Our competitors are much better at that than we are. You know, so these kinds of moments show the customer that you're not here to put one over on them. You're here to get them to a great decision. It kind of makes no difference to the salesperson. Whether the customer buys from them, doesn't buy from them It it buys from a competitor. You just want to help them get to a great decision.

40:39 So that's step number one is is building that trust. And step number two is You gotta demonstrate some expertise and and what we see In so many sales interactions Especially in tech. is that salespeople will show up with the clown carve experts, the subject matter experts, the solutions engineers, the

40:55 The product people, the executive sponsors, and then they will just punt. To these people. And what happens in that moment is is dangerous for the salesperson. The customer it sounds like they're loving it, right? They're loving that. I'm talking to people who really know their stuff. But what's also happening in that moment is the cut salesperson is actively getting delegated down to the person they sound like. And if they don't sound like any more than a glorified MC or coordinator,

41:18 then that's kind of all the customer will perceive them as. So What right or ability would you have to guide the customer on what to choose if you've offered no value or expertise? You've got to at least sho you don't have to be as deep as the product people are s you're not going to be you're a sales person, you're not a product person. But

41:34 You do have to be deeper on it than the customer. And you do have to demonstrate that expertise. And so those are the keys to getting the customer to stop trying to be an expert and start trusting you as their expert. And then the T is taking risk off the table. Two keys to doing that. I think the first one happens really early, actually. And that is s uh resetting the customers' expectations.

41:53 Average salespeople love when they get an inbound lead from a customer who says, Hey, I saw that case study on your website of the customer who got the 10X improvement in sales productivity. And we want that. Like that sounds great. And that that companies in our industry. Amazing. Like that's a slam dunk business case for us. The average salesperson's thinking, like, if you're excited about that, I'm not gonna talk you out of it because that means you're gonna be excited to take it to the CFO and excited to sign the agreement and get going.

42:16 What great salespeople do though is they know that while they'll stand by those claims, those case studies, those proof points, they try to kind of underpromiver and they might say something along the lines of You know, Lenny, I absolutely that is that is a great case. I was involved in that sale. But we also need to understand is everything went perfectly. They resource it to the hilt. They had no integration issues, no hiccups.

42:39 It was beautiful and seamless. And I don't think you and I can think of many technology implementations that happen that way. And so what I'd rather we do is Build your business case around a five X improvement in sales productivity. Because we see that at least that in a hundred percent of our

42:54 Implementations. And then let's set up to over deliver against that, because I think we're gonna do better than that, based on what I know about your organization. Easily six, seven, eight, nine percent, maybe even ten. But we don't want you just walking in and promising ten X improvement sales productivity. If we finish the year and we're at seven X. And the CFO's now asking hard questions when

43:12 In absolute terms, She should be thrilled with seven X, right? So let's Make sure we set ourselves up for success. The other thing you gotta do though is establish some safety net options. So There are lots of different sh w shapes and forms these can take. Everything from

43:25 Um you know, before the deal is closed pulling the implementation team onto the call or the customer success team or the account management team. So we can start roadmapping Hey, as soon as we get signature, here's how we're gonna spend our next six months together to make sure you guys are getting all the value you expect, if not more. Here's what we gotta do, here are the stage gates, here are the owners, here are the metrics we're gonna man monitor, here's how often we're gonna connect with each other.

43:48 instills a lot of confidence with the customer because it feels like, oh, you guys have done this before, right? You've been there, you've done that, you've helped other customers like me get value. Everything from that kind of stuff to uh adding in professional services support, but especially like you think about a tech purchase. I'm not saying give it away for free, but y you will find that high performing salespeople will also add on professional services, but It it's not just'cause they're selling more, which they are,'cause they're high performing salespeople. It's the way they position that. They usually position it as an insurance policy. Hey, Lenny, I know you guys want to DIY this. This is one of the great things about our solution. You totally can. You get all the

44:21 the training support, all the videos, you got air all the enablement content you need. But I know this is a big priority for you, and I think it would be really smart to carve out a slug of professional services hours. That way our A team is lined up. in case anything slips. And if it does, we get you back up on track. Because the last thing we want is for you guys to be upset that you're losing ground and you're not gonna deliver on the uh the outcomes that you promise to your boss. So

44:43 So let's set set that up. So there's lots of different ways we can create those opt-out clauses in some industries are an option, not very common in B2B, but In some cases you can offer those or specialized contract carve outs, uh, for instance. So You know, there's lots of different things we can do to create that safety out where the customer doesn't feel like they're jumping out of an airplane by themselves. But you are the tandem skydiving instructor that's gonna guide them safely to the ground. Amazing. And all of this, especially this last step, is coming from

45:08 They're probably not gonna decide on anything that that's what you're fighting is help them be less worried about messing up. Yeah, that's right. I especially love this point about under promising and over delivering because So much of And I most of this is B to B SaaS software that you're working with, right? Like B to B SaaS companies.

45:25 We are data set cut across. Um, I think that uh it it might just be that SAS is the place where we're seeing the most indecision these days. It's uh it does not suggest it's kind of an easy target, but uh but it is rife with indecision these days. And unfortunately, I think it's also rife with a lot of these missteps that salespeople make that actually make things worse. But we had data from manufacturing firms, services, uh businesses. Yeah, cut across. So this was a this is pretty Prev this was prevalent and consistent across industries. So

45:56 So with the under promising over delivering, I think that's especially powerful for where most companies want to get to is uh net revenue retention being higher than a hundred percent, where you can expand. larger within the org and it makes sense to help them Set up. They feel like wow, this is so much better than we even thought it was gonna be versus it's not delivering what we thought.

46:16 Amazing. Okay. Any last piece of wisdom to leave listeners with around the jolt effect. Before we move on to the challenger sale. Yeah, the only thing I would um I would suggest is that for anybody I mean i I think a just do it is this is that

46:31 You should hit the pause button when that customer'cause the customers we all know are gonna get cold feet often late stage and it can be very frustrating. And the knee jerk reaction for almost every salesperson out there. This happened like in our analysis. Seventy five percent of salespeople we studied would immediately go out to dialing up the FOMO. Like go back to doing that, like you're not gonna get these benefits. You're gonna be, you know, stuck in this

46:52 this terrible state of affairs you're in right now, dial up the cost of inaction or Let's try to use some price base or other like delivery window based urgency driver to get the customer to move forward. But just remember That if the customer's already convinced that the status quo is suboptimal and they've alre you've already got the intent.

47:08 That's you're basically again, you're you're s using fear on top of a customer, you know, selling into a customer's already afraid. You're actually making it worse. So hitting the pause button and just reflecting a little bit on what's really going on here. Is it that they're indifferent or is it that they're indecisive? And those are actually two very different things. Amazing. I know you have a meeting in ten minutes, so we're gonna this is gonna be the most action path high density podcast episode we've done.

47:32 First of all, how many copies? Oh, this book can be sold at this point. I think it's about a million, uh so it's it's insane. Yeah. Okay. So it's a legendary book in the world of sales. I imagine many people have heard of it, at least some people know the teachings. Let's spend a little time there. If I were to summarize the big insight of the book, basically it's the best salespeople challenge their prospects thinking and teach them.

47:55 about the market and what they should be doing versus just Helping them get what they want. Yeah, very well said. I think one of the um just like the the FOMO FOMO kind of shorthand. Here's a shorthand I'd give to salespeople is like the most Most salespeople are trying to figure out what's keeping the customer up at night. Right. It's classic solution selling needs diagnosis, et cetera.

48:15 the challenger approach is about showing the customer what should be keeping them up at night. What is the thing you know that they need to know? What is the way that other customers are using your solution to generate returns and uh benefit for their organization? What's the risk that they don't know about, but you do? Because by the way, you're gonna talk to a you know, ten times more customers than the or I say you're gonna talk to like

48:37 ten of that customer in a week than the year or ten times more than in a week than they will all year. So you are a window into the outside world for them. And that's what challengers really understand. It's not free consulting though, because if you remember from the Challenger sale, it's not just about Bringing these provocative

48:52 ideas that reframe the customer's understanding of of the world. It's about uh leading to your unique benefits. All right. So you're what you're really trying to do is kind of create a fire and then be the only person in town who sells the fire extinguisher that'll put it out. Is there an example you could share of of a challenger sale type of sale.

49:08 Yeah, I w there's a in we wrote a sequel to the Challenger Sale called the Challenger Customer. And in that book we talk about a case from a company called Dent Splai. Uh Dent, as the name would suggest, uh manufacturers uh produces dental supplies, right? So they sell equipment and product into dental practices and dental offices. And uh years ago, Dense Bly had developed you we all know, I think your listeners can all relate to this.

49:33 When you go to the dentist and the hygienist is you know, polishing your teeth or they're using the water pick or the unfortunately maybe the dance using the drill. And that wand has a very heavy, like power cord that's attached to it. It's attached to this power base and And that it feeds water through there and electrical current and all those things. Uh, Densepy had developed the world's first lightweight ergonomic

49:55 Cordless wand. that drill bits could be attached to, you know, uh cleaning cleaning implements, et cetera. And it was a total breakthrough. They actually when they unveiled it, it was pretty interesting. They gave You remember the scene in uh Pulp Fiction where they open the briefcase and it emanates like a light emits from it. So they gave all their salespeople like this little aluminum briefcase thing with this eggshell foam and a cot and a Hey.

50:18 uh wand in there. I can't remember what it's called. It's called the X P nine thousand one. But it had one demo wand in there and they would go around to dental offices and be like Uh, and it was lit. Literally, it like light had blue lighting inside and it was really cool. The reveal They take it out and they give it to the dentist or the the head of the dental office and they would hold it and be like, Wow.

50:37 Like it's a so much lighter and it's ergonomic and Yeah, this thing is cordless. It's amazing. It's a revolution. And then the first thing they would ask is, How much is it? So and when they told them it costs like three times more than the current old fashion wands are using with the heavy cord.

50:53 It they would Gently put it back in the briefcase, close the briefcase, say, Can you give me a price on new drill bits or new like polishing uh detachments? And so they they couldn't get anybody to want to pay for this thing that was much more expensive than the old one. So they did a lot of work and they figured out they they knew that this was unique. They knew this is a unique product. Nobody else in the market made this. They're the only supplier who had who had Figured this out.

51:16 Total innovation. But they haven't they hadn't given the customer reason to want to pay a premium for that innovation. Until they figured out the connection between the equipment that hygienists used and uh absenteeism and workers comp.

51:32 It turns out that one of the biggest professions that where you get carpal tunnel syndrome uh shoulder and neck and lower back uh injuries is uh being a dental hygienist. And the reason is that they're standing holding that heavy wand being dragged down by that heavy cord at an awkward angle all day long. Uh so that's why dental offices really struggle

51:53 to keep hygienis Showing up, not you know, not calling in sick. not out for months at a time for reconstructive soldier uh shoulder surgery, not with exorbitant uh health uh benefits claims and workers comp uh claims. And so they came in and and uh they revised their sales pitch. So now when they come into the dental office they sit down and they say, You know, I'd like to talk to you about Um your hygienist uh workforce.

52:16 Yeah, are you guys seeing higher turnover? Have you seen any absenteeism due to carpal or lower back or neck or shoulder injuries? What are you guys doing about that? What's the cost to your business? And They get the dentist talking and and the way they start talking about it is not just the the insurance and workers' co costs. It's stuff like You know, when my hygienists get injured, and this is pretty it's a repetitive motion business and job. And when they get injured and they call in sick

52:42 I've got to reschedule all these cleanings and all these appointments. And that's a bunch of upset customers who end up then going to the practice down the street or saying bad things about me on on Google reviews or what have you. So there's all kinds of ripple effects uh for the dentist. The cost of of of losing a hygienist is massive, uh and the market for hiring them is very, very tight. So what uh Denspi does says start the conversation there. And then they say, You know

53:07 One of the things that we figured out is a primary based on our own independent research Though one of the primary drivers of all these bad outcomes. Absenteism, uh uh repetitive motion injuries. is uh related to the equipment that hygienists used. It's because they're holding that old fashioned heavy wand attached to that big heavy

53:26 Power cable. at an awkward angle doing repetitive motion all day. But what if you could solve for that? What if that was no longer a problem? The dance says, Well How would you solve for that? There's no other technology. That's what we got. We've had the same equipment for thirty years.

53:39 Let me show you the new X P nine thousands we're World's first cordless lightweight ergonomic drill. And we can show you That it is far preferred by hygienists. because they don't get injured as often.

53:50 because it's much easier to hold and it doesn't put stress on the joints. And kind of pinch points, if you will. where hygienists tend to experience these injuries. So it's just a simple example, but you see, again, they're still selling a fancy

54:03 Before they were leading with it. Let me show you this and talk about the features benefits and that led to how ex you know, how much does it cost. Now they're leading to it. They're starting with an insight about and and giving the customer reason to care about solving this business problem. And it turns out

54:18 The only way to solve it is buying this XP nine thousand drill from Denspy. So the key lesson from this book And I know we don't have a ton of time to dig into it is Start with the an insight they may not be aware of, give them a sense of where the things are going, help them learn something about the future and the problems that they need to know about that they may not be aware of, and then how

54:38 transition to here's how we can solve that for you. Yeah, that's exactly right. And make sure those connections are really tight. Right. The getting this right starts with answering the question. Why should the customer buy from you instead of your competitor? And it's not because you're more customer centric or more innovative, impossible to prove. Your competitors claim the same thing. It's not that you're the leading global solution provider of whatever you sell. It starts with the product or the way you deliver the product or something about your service delivery. that only your company does. You are only capable nobody else can touch with the barge pole.

55:10 And then the second question is What would have to be true for the customer to want to pay us for that? To pay a premium ideally. And that's that's kind of the the the core components, if you will, of a challenger conversation. Amazing. Okay. Matt, I promised I let you out of here.

55:24 In time. So final questions. Where can folks? Find your books if they want to dig in further. And how can listeners be useful to you? Well, I thank uh thank you for the offer. I I love be you know, I love being connected with folks who heard me on shows like this one. So if you heard me on the podcast, hey or John Lady show, shoot me a LinkedIn invite I'm pretty active there. I love being connected with folks. So please reach out to me. If you want to learn more about uh Jolt effect, so we do a lot of

55:49 workshops and training around that uh that uh methodology visit JoltaFact.com. There's a ton of there's also a lot of free tools on there. that you can download and that help you t put some of these concepts into practice with your sales teams. Um or if you're an individual seller. Uh and then of course the books are the books are available everywhere, good books are sold, which I think is on the internet these days. So

56:09 Amazing. Matt. Thank you so much for being here. It was it was a blast. Thank you. Bye, everyone. Thank you so much for listening. If you found this valuable, you can subscribe to the show on Apple Podcasts, Spotify, or your favorite podcast app.

56:23 Also, please consider giving us a rating or leaving a review, as that really helps other listeners find the podcast. You can find all past episodes or learn more about the show at Lenny's Podcast.com. See you in the next episode.

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