Turning Politeness into Profit

Whether you are in Nigeria, in Ghana, in Malaysia, South Africa, America or New Zealand, or ever, it is not uncommon for you to finish with your presentation and to have somebody say something like, we'll consider it. Now, if you're a regular listener of the show, you've probably heard me deal with objections like this that are similar. But we know that every single day people are finding the podcast brand new. So for the sake of those people,

it's OK that we repeat things every once in a while or that we answer some questions in a different shade. So yeah, today we're going to look at what to do when people listen to you. And then the next thing out of their mouth is they say we will consider it. So definitely this is a problem. The reason why it's a problem is because whenever we issue a proposal, we make a presentation, we give our pitch. The whole point of the pitch or the proposal or the presentation is we're trying to show the potential customer, we're trying to show the client that this is how our product or our service can help them achieve whatever it is that they said.

So if you've just had a meeting with someone, you guys have been chatting 5 minutes, 10 minutes, 15 minutes, one hour, no matter how long we're short. And the whole point of the exercise was for you to tell the person that this is how I can help you achieve XYZ with my product or service. And then the person says we'll consider it. Then clearly it could be a sign of a couple of things. It could be a sign that they are not interested.

It could be a sign that some things are unclear. It could be a sign that there was some unanswered questions in the proposal or in the presentation or throughout the sales process. Or sometimes it could be a fact that they lack confidence in you. So everything you have said makes sense. But they just think guy, this guy is a small boy or is a small girl or man. This thing is too good to be true. There's no way that this thing can work.

So there are lots of reasons why people can say things like we will consider it. Now, what you do in this situation is there's no point in trying to guess because people waste too much time trying to guess. Sometimes I'm talking with clients and they're wondering about the kind of objections that come up and they say, oh, maybe the person was thinking this. Maybe the person was thinking that. Maybe the person was coming at it.

From this angle, there is no point in trying to guess. We are not mind readers, so don't bother. You drive yourself sick with worry. Now what you need to do is you need to try and all I put it now you need to do a couple of things. Whenever people give you objections like this, like we'll consider it, it's a three-step process that I've spoken about time and time again. So First off, you have to empathize. You have to agree because you want people to see that you know they are being reasonable.

And then you also want to take the sales out of the all I put it now out of the resistance. When somebody says we'll consider it, their wall is up, their guard is up. You know, chances are that trying to push you away, you know, but you need people to calm down. You need people to pipe low. You need them to relax. It is when they relax that you'll be able to do the next thing, which is ask questions. And it is those questions that will help you to figure out whether they are still interested.

Maybe some things are unclear, maybe you they have unanswered questions or there was something that you said or did or haven't said or done throughout the whole process that has given them cause to lack confidence in you. So it's from asking questions while they are on the phone with you or while you are in the Zoom session or while you are in the physical meeting face to face while they are there. It is the questions that you ask that will help you figure out what exactly is going on.

When you know what it is that is going on, it is then that you're going to be able to put a new proposal on the table. You know the path where I say, oh, Madam, I'm absolutely sorry. I thought the policy on warranties was quite clear. Oh, I'm terribly sorry. It doesn't mean this. It actually means this. In fact, Ma, I'm going to amend the proposal right away. I can have a new copy in your e-mail by tomorrow morning, 8:00

AM. Is that OK, Madam? So you're not going to know what kind of proposal to make next, what kind of modifications to make next until you ask questions. So remember, empathize, agree, let the emotional temperature calm down. When the temperature calms down, you ask some questions. If you do a good job, people will answer from the information that you get. You will now be able to put a new proposal on the table and then you'll try and seek an advancement.

Now an advancement is just when two people or two groups of people who are having a meeting or who are in a relationship collectively, they jointly agree that this is what we will do next. If you leave a meeting without an advancement where both of you did not agree, this is what we're doing next. Do not be surprised when everything enters ghost mode when they don't pick your call or they pick your call and they say, oh, where are we?

Sorry, forgive me, I've forgotten. Can you remind me? So we should always have an advancement had been over every single call. We should get to that point at the end of a call, at the end of a meeting, at the end of a Zoom session, at the end of a WhatsApp, at the end of a Skype, at the end of whatever it is, at the end of a networking session, whatever you're doing, we should always have an advancement. That's the part where you and the other party are going to agree that oh, OK, it makes sense for us to do this next.

Will you be free by so, so, so and so should we do so, so, so and so next. We should always secure an advancement. So in a general brush, that is how we deal with that's how we deal with objections like we'll consider it where people say, oh, thank you very much for the proposal. Thanks for the presentation. Thanks for the this, thanks for the that we will consider it and we will get back to you. Now if you'd like to connect with me, then call me, send me a text message or WhatsApp message on 08064662140.

If you're interested in the 15 minute sale audit or you want me to look at some of your business processes, you can WhatsApp me on the same number 08064662140. And if you'd like to join my WhatsApp channel, then you can send me a WhatsApp message on the same number. And yeah, we'll get you started. Now, the reason why I'd like you to get in touch is because applying these principles that we're talking about can be tricky.

So if you need help with how you're going to adapt it to your own particular circumstances, just reach out to me. I've given my contact details, but before I run off, let me just try and flesh it out just a little bit. So I have mentioned in broad strokes that what you're going to do is you empathize and agree, then you ask a couple of questions, then you secure an advancement or a proposal. Now, to empathize or to agree doesn't how I put it.

OK, what's this guy's name again? Grant Cardone. Yes. So Grant Cardone has said that when somebody says your price is too expensive, if you're going to agree or empathize, you don't say, yes, I'm too expensive. No, we don't talk like that. You know, our salespeople, we have to be a little bit creative. So no matter what it is that the person says, we are going to be able to find at least from a human, from us, from a human angle, we're going to be able to find at least one thing, one kernel that we can agree with in whatever it is that they have said.

So when somebody says we'll consider it, you can say something like, oh, that makes sense. I wouldn't want to, if it were me, I wouldn't want to make any take any decisions, you know, especially since, you know, what we're looking at is very, very expensive. So I want to make sure that I consider all the details before coming to a final choice. So Bros Oga, Madam, yeah, actually makes a lot of sense that you would want to consider it.

Now, if that's your attitude when somebody hears, we'll consider it. And you say, oh, actually it makes sense that you consider it because we put a lot of parameters on the table. So, yeah, Madam, you actually need to take your time to consider it. Now, Madame Olga or whoever is on the other side of the table, like I said, it's going to become, you become, and they'll be cool and they will listen to you if they say we'll consider it.

And then you start saying auger, Madame Bros, what is there to consider? It is not the best. Is it not the cheapest? Is it not the fastest? This is not a sweet deal. I've given you 20% off, blah, blah, blah. You're getting yourself into a very combative mode and the more you continue to push back, the more their walls are going to rise up. Now this is sales here. We're trying to get people's walls to come down so we can have frank and honest conversations.

And if there is alignment in our motives, alignment in our positions, this is what I'm trying to achieve. This is what you're trying to achieve. There's a mutually beneficial meeting point. Then that is what we're trying to move forward so we don't argue. Somebody says we'll consider it a Bros makes sense honestly. So this three hour meeting, we don't talk, we don't talk, you know, to talk where we talk, you know, you know, you don't need plenty.

So I understand you need to chill and you need to consider it's no no problem. So that is empathizing. Then you're going to ask questions. Now, whenever I tell people that you need to move into questions, some people are uncomfortable. They're like, I've just said this. How will I start interrogating them? OK, no problem. Now if you're worried about interrogating them or if you're worried about being too harsh, what you do is you use softeners or you use modifiers or you try and use permission statements to move into questions.

All I put it, OK, a softener or a modifier or a permission statement is the thing that you say to all I put it, OK, now you say forgive me. Now you say to just ask. Ask you just ask for permission to ask questions basically. I guess that's what is I'm trying to say. So in this case, when you say boss, you know, it makes sense that you know, because we're talking about a lot of stuff. So I'm sure you actually do need to take time and consider a couple of things.

So the modifier that I like to use is I say, oh, just curious. And then I go ahead and I say some other people might say, oh, no pressure, you know, like that attitude. Like I was talking to a client of mine and he was in the business of producing audio content for Nigerian authors so that they can take their non fiction books and then sell it on sites, you know where you sell ebooks and things like that. So the approach that we agreed that would work for him because remember this depends on your own personality, how you like to express yourself, things like that.

So the approach that we took for him was the no pressure approach. So more like, Oh yeah, sure, no problem. I understand. We've spoken about a lot. So yes, there's lots of things that you want to consider. But by the way, no pressure, you know, when you do business with me is not by force. By force. I don't force anybody to enter into business at all. So don't worry, I'm not trying to pressure into anything, but I'm just curious.

And then from there you enter into question. So you see how the guy modifier, his own modifier is from the angle of a no pressure. Relax, not be by force. That's his own way. For me, I've just always gone with, hey, I'm just curious. And then I asked the question. So whatever kind of softener or modifier or whichever way you're going to ask permission that is sweet in your own mouth, that is what you do. So the way that I would do it.

Yeah, bro, I understand. We've spoken about a lot. It's been very long meeting. It's been 3 hours. I'm sure there's a lot they have to consider. Or. Bro, I beg. No, Vex, I'm just curious. Is there anything so far of all the things you've spoken about that you're unclear about now? Just keep quiet and then hear what the person has to say. That is one kind of question. Now, if you've done a good job of paying attention, watching body language, listening to inflections, watching facial cues, things like that, you might have gotten a sense that there are some things that you are saying that people just didn't jail.

Like as we're hearing the team know, you understand, you know, they resonate. Like we're not quite agreeing with you. This is the point where you say, oh, bro, yeah, I understand. It's been a 2 hour meeting. I'm sure you have a lot to consider. No, no problem. But bro, I beg no Vex. I'm just curious. There was that time when I was talking about XYZ should be. Was that part of the proposal? Proposal. That's the one that was shook in you RB.

And then you just ask and then you keep quiet and then you hear what the person has to say. Remember, the reason why we're asking these questions is we're trying to figure out are they interested? Is there anything that was unclear? Are there some questions that are left unanswered or have I done anything? Or did I fail to do something that has given them her reason to lack confidence in me? So I'm asking questions to try and tease this out now.

OK, I mentioned Grant Cardone earlier and one technique that I learned from him was funneling, which is where to move the conversation forward, you just prevent someone with a couple of options, two or three, and then you just ask them to choose whichever line they choose. We'll show you where they're leaning towards and we'll also allow you to ask certain kinds of questions to uncover the truth. Now, this is an example.

So if I was around a funnel in this case would be something like this. The guy says we'll think, we'll consider it. OK, I've been saying guy, let me say lady. So the lady, the the woman says thanks for the presentation. We'll consider it also, Madam. Yeah, I understand. You know, it's been a long day. We've spoken a lot, especially since we've been at this for about 3 weeks. But Madam, I beg no Vex, I'm just curious. Usually when people say we'll consider it to me, I've found that it's either one or two things.

Number one usually means that people have more questions and I've not answered it or #2 the people are just not confident that what I've said so far I'm going to be able to pull it off. So Madam, which is it? Don't worry, Matt, don't be you all hurt my feelings. I'm a professional salesperson. So don't worry Madam, it's no problem. But the reason why I'm asking is I also want to respect your time so that I will just be doing endless follow up with you.

So I'm just asking so that we can just be clear on exactly what it is. So Madam, which is it? Now you have more questions. I'd be you're not confident that I can pull up, pull this thing off. So the whole point with, excuse me, the whole point we're following now is you are asking and giving alternatives if people go down one path. OK, at least now you know where the problem might lie. And you know what more questions needs to ask you do my laughs and she says you can't pull it off.

What are you saying that you, you give me, you'll grow my profits by 30%? Are you the first sales trainer that I've hired? In fact, all the other people, they said exactly the same thing and nothing came of it. Very good, because Madam has answered that way. At least now we know what the real problem is. The thing that is on her mind, she's saying it. We're still in the conversation, we're still in the game, we're staying in the pocket.

And so because of that, we have hope. If my name says, we'll consider it. What is at the back of her mind is see all these boys, sweet mouths. That's how the last two people said the same thing. Meanwhile they did not deliver because she never said it. We will not know what the real problem is. How we go follow up, we'll not know. The issue that was supposed to be joining with her will not know. How we tackle this thing will not know.

So the whole point of dealing with objections is to pipe them down, get the emotional temperature to calm down, empathize, agree, ask questions, figure out exactly what is going on. That is what will allow you to now make a new proposal, put a new proposal on the table. So I've mentioned that advancements, yes, when two people or two parties having a meeting, trying to pursue an agenda or in some sort of interaction where they jointly agree that this is the next step.

And the reason why this is important is because if we are not securing advancements, then we cannot know for sure if people are interested. Because when people are interested, they want to know the next thing to do. I mean, it's like in aromatic relationships, you have a date with a young lady or you have a date with a young man. You guys finish. Nobody proposes the next date. It's a sign that there could be problem. You ask the BIM, oh, I have fun,

hope you have fun too. She says, yes, I had fun. You know, ask her, OK, so can we do this again next week? Friday She says, oh, Friday I have fellowship is OK. How about Saturday or Saturday? I'm going for a wedding. And what about Sunday? Oh, Sunday I'm going to go and visit. I'm going to go and visit my uncle. OK, what about Monday? Monday I'm going to be, I'm going to be studying for exams or what about Tuesday or Tuesday?

I promise my big sister I'm going to do this. What about Wednesday, bro? Have you forgotten I just told you that Wednesday is fellowship? So you're trying to secure advancement. The baby's posting, you posting, you posting you could be a sign she's not interested. So when you secure advancements, whether in business or whether in relationships, when two parties are able to secure an advancement, it's a sign that we are moving in the right direction.

Now I tell people that your advancements would even have to be exact. I would prefer that when you have an advancement, you have a clear advancement on the table. So let's say the advancement is we have agreed to a meeting date. I'll prefer for the advancement to be that you will have agreed that you're seeing next week Wednesday at 9:30 in the morning. But if you can't get an exact date like that next week Wednesday, 9:30 in the morning,

but the person says, oh, I should be back in Lagos Wednesday, Thursday. And you say OK, All right, in that case, Madam, I hope you don't mind, I'll buzz you on Monday just to confirm, just to confirm availability and next steps. And, and Madam says sure, no problem. Call me on Monday to see if I'll be back in Lagos Tuesday or Wednesday. For me, that's, that's an advancement that is good enough. We've gotten a commitment that she might be back in Lagos Tuesday, Wednesday.

But it's OK for you to call on Monday to find out how far. So even that I'll consider as an advancement. So in this case, now an advancement could be something like, OK, let's say it was that something's won't clear back to my earlier example where I said maybe Madam is unclear on some warranty or guarantee or some other thing. I say, oh, Madam, is it like that? No problem now. Sorry Madam, it's my fault. I didn't explain it properly.

This is actually what this part of the proposal meant. In fact, man, I can have a revised copy on your in your inbox or, you know, sent to your secretary to be on your desk by tomorrow, 8:00 AM. It's not going to be OK by you. And then hear what Madam has to say. That's just a soft, you know, just a trial. Madam says yes, it's OK. Good, no problem. So if I have it on your desk by tomorrow morning, 8:00 AM, does that mean we'll be able to have a meeting next week Wednesday,

just to consider it and then hear what she has to say? Of course, it might be the bouncing back and forth or Wednesday is not convenient for me, blah, blah, blah. Eventually you narrow it down. But you see, in this case, this is your new advancement. Oh, sorry, Madam, was this the problem? But I'm not small to you now. This is exactly what it is that I meant. In fact, the new one will be in your inbox. Gone, gone, gone.

Tomorrow morning before 9:30 will be your inbox. Madam says, OK, I have no problem. That's good. That's good. So OK. So Madam, if it's like that now, OK, today is Friday. Sure. We can see again on Tuesday. We can see again on Wednesday. That's it. Both of you jointly agreeing, this is the next step. An advancement could also sound something like, OK, no problem. You say you're going to consider it as absolutely fine. Let's assume that you don't ask any question at all.

Let's say you're not aware of this process. You didn't ask any question. At least when somebody says we'll consider it, at the very least, please try and secure an advancement and say something like, OK, no problem, I understand you need to consider it. Most of our happiest customers have taken about two to three days to look over any proposal that we give them. Would you say that's just about right for you? Would that be the same for you?

Is two or three days OK for you to consider the proposal? Man now says, ah, two or three days ago you didn't see this kind of proposal. Everyone to show lawyer yourself, let's give it maybe like one week or say, OK, no problem, One week, I'll be OK, no problem. So does that mean that by next week Wednesday, today is Wednesday? So at least by my like, by like next week Wednesday, Thursday means we can't talk again whether we're going ahead or not.

I didn't hear all Madam has to say. Madam says, Oh yeah, sure, we can talk next week Wednesday. We'll now know whether we're going ahead or not. OK, no problem. At least now hopefully you know that in the week's time you're going to be discussing whether you will move ahead or you will not. But you both agreed that next week we're moving towards a decision. Now, this doesn't mean that everything is going to go according to plan.

But The thing is when you learn how to start conducting your sales processes this way, your business negotiations this way, building your business relationships this way, managing your stakeholder engagements this way, you increase the odds, you increase the chances that things are going to start looking good overall. But sure, any which way we should be trying to get an advancement. Now some of you are going to ask what if we can secure an advancement?

I've already said it, so let me stress it again. And I use the relationship, you know, like man, woman matter to explain. If you can't get an advancement, it's a sign that something fundamentally wrong has happened in the sales process. If you're with a babe and you ask the babe, I hope you had fun. I had fun hanging out with you. She smiles back. She says, yes, I had for hanging out with you. It's OK, no problem. I'd love to do this again.

Would you like to hang out with me again? And she's like, OK, well, that first of all, that's a sign. And then you now start trying to narrow it down. And then you walk from Wednesday this week all the way to Wednesday next week. She has blocked every single opportunity. It could be a sign that something fundamental has gone wrong in the toasting process. It's the same thing. You can't secure an advancement. Something fundamental has gone wrong in the sales process.

Now there are different ways of trying to look at it and different ways of trying to diagnose. One simple formula, I'll be, should I say formula? I'll be framework that I like to use as Tom Hopkins. I can't remember the book anyway, but Tom Compton has this framework where he talks about sales resistance and sales acceptance. Then in the beginning, when you meet somebody, at first people are just uptight. You know, their guard is up,

Everybody lock up. That is what we call sales resistance. Nobody wants to be sold to, Nobody wants to be bothered. And that we overcome sales resistance by trying to build trust and by trying to understand people's need. So a fundamental problem in the sales process could be that if these people don't want any kind of advancement, they don't want to meet with you again, they don't want to see you again, they don't want to smell you again.

You have not been able to establish trust or you have not correctly understood their need and so they think it is a waste of time for me to continue talking with this person. Sales resistance then sales acceptance for Tom Hopkins, he says you build sales acceptance. That's when you get somebody hungry that don't work with you. Like I correct, want to work with this guy, want to work with his babe, want to work with his business.

That is where you're able to demonstrate to them that you can help them. This is how your product or service will help them solve their problem. And then you also try and get them to hurry and to take action. You build some urgency into the process or you take advantage of whatever urgency exists. So if somebody doesn't want an advancement, they don't want to meet with you, they don't want to see you, they don't want to smell you, they don't want to hang around with you.

They don't want you to come to the office. They don't want to come to your office. They imposed you anyhow. It could be a sign that you've not been able to demonstrate that this is how your product or service is going to be able to help them and you will not be able to take advantage of now you've not been able to establish urgency or you've not been able to take advantage of the urgency that should be there in the situation.

So this is one way of looking at it, that if you can't secure an advancement, something fundamentally wrong has happened. Now what do you do when something fundamentally wrong has happened? Unfortunately, what you do is you start the process all over again. Is that simple or you tuck your tail between your legs and then just run away anyway? So it's up to you. But either way, that's a very long something. I'll make that the subject of another podcast episode.

Excuse me. So that's it for today. If you've gotten value from today's episode, then connect with me, call me, send me a text message, send me a WhatsApp message on 08064662140. If you're interested in the 15 minute sale audit or you want me to go over some parts of your business process, send me a WhatsApp message on the same number 08064662140. Or you can join my WhatsApp channel. Just WhatsApp me or hook you up. You can stay updated on some interesting stuff, you know going on and you get to see all the podcast episode updates,

things of that nature. Or just connect with me to say hi if that's all you want to do. So call me, send me a text message, send me a WhatsApp message 0806466 2140. Thanks for your time and attention. I'll catch you all at the next episode.