WCS Podcast 17 - What If?
===
[00:00:04] Grace: Before we begin our next podcast, I want to take a moment to thank all of you for joining me during Will’s sabbatical. It’s been such a privilege to walk through these chapters with you. But now, I’m excited to pass the mic back to Will as we continue our journey through World Class Selling.
[00:00:19] Will: Hello, everyone. Will, here. It feels great to be back with you after my sabbatical. I want to start by thanking Grace for stepping in these past episodes. She's done a fantastic job guiding us through Roy Chitwood's World Class Selling.
[00:00:33] Will: Today, Jason and Marissa take us into one of the most powerful chapters of the book-- What if? It's all about how to handle those curve balls that prospects or clients throw at us. The unexpected questions, the surprise objections, the tricky situations that can make or break a relationship. Roy gives us not only a step-by-step process, but also the deeper philosophy that keeps us grounded in service and integrity when things don't go according to plan. Let's get to it.
[00:01:06] Jason: Have you ever found yourself, you know, navigating a professional conversation that just suddenly veered off course?
[00:01:12] Marissa: Oh, absolutely. Happens all the time.
[00:01:14] Jason: Maybe a client surprised you, like with an unexpected question or a prospect threw a curve ball that just left you wondering, okay, what's the best way to respond right now?
[00:01:23] Marissa: Mm-hmm. That moment of uncertainty.
[00:01:26] Jason: Exactly. Well, today we're taking a deep dive into exactly those kinds of moments. Hmm. We're drawing some fascinating, really practical insights from Roy's book.
[00:01:36] Marissa: Ah, yes. Good stuff in there.
[00:01:38] Jason: Right? It offers not just procedures, but also a core philosophy to guide you when things don't go, uh, exactly to plan.
[00:01:46] Marissa: Which is, let's face it, pretty often in the real world.
[00:01:48] Jason: So true. Our mission in this deep dive is basically to give you a shortcut to being incredibly well-informed about handling those curve balls. So you can respond not just with confidence, but with real integrity and effectiveness. We're talking about moving from, you know, just reacting to consciously acting in every interaction.
[00:02:06] Marissa: And what's truly fascinating here is how Roy's book really emphasizes that even with the best systems, the most robust plans, the real world just throws surprises. Constantly, right? So this deep dive, it'll show you how you can apply both precise, repeatable procedures and these underlying ethical principles.
[00:02:26] Marissa: It's about maintaining control, building trust, and ultimately serving your prospect or client more effectively, no matter what happens. It's really understanding the why behind the what.
[00:02:35] Jason: Okay, let's unpack this then. We've all been there, right? You walk into a meeting, you're ready to go. And the prospect immediately hits you with, "Look, I'm really busy. "Don't have time to talk."
[00:02:43] Marissa: The classic brush off.
[00:02:45] Jason: Yeah, just leave your brochures, leave the price lists, I'll get back to you. Yeah. It's so tempting to just comply, isn't it? Yeah. What does Roy's book tell you to do right then?
[00:02:53] Marissa: Yeah, it is tempting. But Roy's framework addresses this, uh, very directly. He emphasizes this is strictly a matter of procedure, not philosophy at this point. You absolutely do not just leave your materials. Doing that, you just hand it over all control. You're just another vendor leaving a pamphlet.
[00:03:10] Jason: Right? You've lost the initiative.
[00:03:11] Marissa: Completely. The recommended approach is to immediately engage them by opening what Roy calls his Step Two qualification presentation.
[00:03:19] Jason: Okay. Step Two, how does that sound?
[00:03:22] Marissa: And he gives a very specific, really carefully crafted phrase. He advises you say something like, "Mr. Prospect, I would like to tell you about my product. However, in order for me to do the best job I possibly can for you, I need to ask you a couple of questions. Is that all right?"
[00:03:41] Jason: Hmm. Simple, but direct.
[00:03:43] Marissa: It is. And that seemingly simple question is designed to shift the whole dynamic. You're not pushing information anymore, you're inviting them to pull it, you know, to participate.
[00:03:53] Jason: That makes sense. It's an invitation to a conversation, not just a pitch. Yeah. What kind of questions should you be asking then, to really qualify them? What's the spirit behind it?
[00:04:03] Marissa: Exactly. Once you get that, yes, you immediately start asking good, open-ended qualification questions. Think about questions like, "So how are you presently handling your problems with X? Or maybe, how is that working out for you?"
[00:04:16] Jason: Getting them talking about their world.
[00:04:18] Marissa: Precisely. Other good ones could be, "How do you feel about..., or, What's your biggest worry concerning that? The underlying philosophy here, and Roy's work highlights this again and again, is that people generally prefer talking to listening. Mm. No matter how busy they say they are, they usually have time to talk about what they wanna talk about, especially if they feel someone is genuinely listening.
[00:04:42] Jason: So it's about tapping into their perspective.
[00:04:44] Marissa: Yes. It's not about tricking them, it's giving them a platform to voice their concerns, their hopes, their current situation. And it's also worth noting, Roy's book explains his first two steps, Approach and Qualification, they're actually interchangeable.
[00:04:59] Jason: Oh, interesting.
[00:05:00] Marissa: Yeah. If the situation demands you address business reasons first, fine. Start with Qualification. But you have to remember, there are no shortcuts. You'll need to loop back to rapport building quickly. But the key takeaway for that, too busy prospect, never just hand over materials. Your goal is service and service needs information from them.
[00:05:21] Marissa: So your objective then becomes either qualify them right there or if they truly are slammed, secure a proper appointment to come back when it is convenient for them.
[00:05:30] Jason: This principle of maintaining control, guiding the conversation. It's so key. And here's where it gets really insightful, I think, because it touches on control and value.
[00:05:38] Jason: Let's say you're on Step Three, Agreement on Need. You're building that rapport, uncovering their true needs, and suddenly the prospect interrupts, "So what's the price on this?"
[00:05:48] Marissa: Uh, yes, the premature price question.
[00:05:51] Jason: Right? Most people would just blurt it out, wouldn't they? What does Roy's book advise instead?
[00:05:56] Marissa: And that's exactly the reaction most salespeople have, which according to Roy is a major mistake. Reacting by just answering. It means you're jumping from Step Three all the way to Step Five where price is handled.
[00:06:08] Jason: Skipping the value part.
[00:06:10] Marissa: Totally skipping it. You haven't established the full value first. You've completely lost control of the process. Roy's book emphasizes this critical principle. Act, don't react.
[00:06:22] Jason: Act, don't react. I like that.
[00:06:24] Marissa: You have to maintain control by keeping the steps in their precise order. This smoothly guides the prospect through what he calls the Five Buying Decisions.
[00:06:34] Marissa: These are basically the five mental steps a buyer goes through in sequence to make a buying decision. They need to decide about you, the sales person, your company, the product or service, then price, and finally, time to buy.
[00:06:48] Marissa: Okay? So if you reveal the price too early, you are asking them to decide on price before they've even fully agreed on their need or how your product fits. It doesn't work logically.
[00:06:59] Jason: So how do you handle it? What do you say?
[00:07:00] Marissa: Well, when they ask about price prematurely, his framework suggests a strategic deferral. You say something like, "That's an important question, and in order for me to determine the very best price I can give you, I actually need to ask you a couple more questions first. Is that all right?"
[00:07:15] Jason: Polite, acknowledges it, but pivots back.
[00:07:18] Marissa: Exactly. You acknowledge their question. You maintain communication, but you immediately follow up with another question that gets you back on track. This leads you naturally back into questions about factors that relate to price, things like quality, delivery, service, all the elements that build perceived value before the number comes out
[00:07:38] Jason: So they understand what they're paying for.
[00:07:39] Marissa: Yes. And why it's worth it before they know how much it is. Context is everything.
[00:07:47] Jason: That's such a powerful way to frame it. Build value before revealing price. Okay, now let's talk about a scenario that, um, feels more like a moral dilemma. Hmm. What if the prospect wants to buy your product or service, but you personally feel it doesn't really meet their needs? You may be thinking this isn't really what they need, or maybe there's a better, cheaper alternative out there for them.
[00:08:08] Marissa: Ah, yes. This is where Roy's core philosophy really comes into play, and it's a crucial point. He argues, pretty strongly, that you have to remember. People buy for their reasons, not for yours. Not even necessarily for their company's purely logical reasons. In their mind, the purchase might make complete sense.
[00:08:27] Marissa: Maybe they feel it'll help them gain something important to them personally, or avoid losing something or provide comfort, security. Maybe even just Pride of Ownership. Your job isn't to dictate their needs from your perspective,
[00:08:39] Jason: but to help them fulfill their perception of their needs.
[00:08:42] Marissa: Exactly. He shares a great example, a computer timeshare salesperson calling on a bank manager. The manager wanted a computer on his desk simply for convenience, the ease of having it right there. Okay? But the salesperson kept insisting the manager didn't technically need one because, you know, a hard copy of the data would suffice for the bank's operations.
[00:09:03] Jason: Focusing on operational need, not personal want.
[00:09:05] Marissa: Right. The manager clearly wanted the computer, but the salesperson refused to acknowledge that want. Roy's book puts it bluntly. Would you refuse to sell someone a yacht because they don't technically need it for transport?
[00:09:18] Jason: Good point.
[00:09:18] Marissa: Or a, you know, $250,000 Rolls Royce, just because a more modest car gets you around corners just fine. His point is, if the product or service isn't going to actively foul up their operations, if it's not going to actually harm them, then it's often easier and more ethical, from Roy's perspective, to sell them what they want. You're serving their stated desires, not just your analytical judgment of their needs.
[00:09:45] Jason: Okay. Focusing on their subjective reasons make sense.
[00:09:47] Marissa: Yeah.
[00:09:48] Jason: But, surely there has to be a line, right? What if, without a doubt, that making that purchase will actually be damaging. For example, it just won't work well under their specific circumstances, or maybe it'll put them in a really precarious financial condition.
[00:10:02] Marissa: Ah, now that, as Roy's book puts it, is a whole new ball game. Totally different situation. Okay? In this scenario, his philosophy becomes crystal clear. You have absolutely no right to sell people things they don't want, things they can't use, or most critically things they genuinely can't afford. This goes way beyond just what you think they need. This is about preventing actual harm.
[00:10:23] Jason: That feels right. That feels like integrity.
[00:10:25] Marissa: It is. And he shares a really powerful anecdote to illustrate this. An insurance salesperson reviewed a prospect's existing policy. Instead of doing what most would do trying to upsell or change it, he looked at it and told the prospect, "You know what? I think what you've got right here is perfect for your needs. That'd actually hurt you if I changed your policy.
[00:10:45] Jason: Wow. And walked away.
[00:10:47] Marissa: Walked away from a potential $50,000 sale. The prospect was apparently stunned, especially since five other salespeople had aggressively tried to sell him new, unnecessary policies. But that act of integrity, it resonated so deeply that the prospect ended up referring a friend who then bought a $500,000 policy from that honest salesperson.
[00:11:08] Jason: That's incredible. Half a million dollars from doing the right thing.
[00:11:12] Marissa: It wasn't about the quick win, was it? It was about building that long-term trust and reputation through genuinely honest service.
[00:11:20] Jason: That really is an amazing story. It underscores the power of integrity. Mm-hmm. But, does Roy's book suggest that always happens? Like honesty always leads to a bigger sale down the line?
[00:11:29] Marissa: No. No. He's very realistic about that. Roy's book acknowledges you might indeed walk away from a sale in that kind of situation, and you might never hear from that prospect again. That's possible.
[00:11:40] Jason: Okay, that's fair.
[00:11:40] Marissa: But he profoundly emphasizes, that acting with integrity, consistently prioritizing the prospect's actual best interest over your immediate commission, well, that pays off in the long run. It builds your character, it builds your reputation, and ultimately it leads to a more sustainable and frankly, more fulfilling professional life. It's about playing the long game, always.
[00:12:03] Jason: Playing the long game. I like that, huh? Okay. Let's look at another tough one that sort of combines need with practical constraints. The prospect truly wants your product or service. You've established a genuine need together, but then they tell you there's simply no budget available for this purchase. What now?
[00:12:20] Marissa: Yeah, that's a challenge many professionals face daily. Roy addresses this pretty pragmatically. He says, if you know without a doubt that no budget ever will be available, then well, you have little choice. Thank the prospect. Be on your way.
[00:12:35] Jason: But that, without a doubt, sounds like a high bar.
[00:12:38] Marissa: It is, and he stresses that before you take that final step, you must ask some really good, deeply qualifying questions. Find out as much as possible about that company's budget situation. Don't just take the first, no budget as the final answer.
[00:12:52] Jason: So dig deeper on the budget issue itself.
[00:12:54] Marissa: Absolutely. This isn't just a surface level check. You need to explore creative solutions with them. Can you make it easier for them to buy somehow. Could you maybe offer installment payments? Could the purchase of your product actually help them cut current costs? And could those savings then be used to make the payments?
[00:13:15] Jason: Finding the money within their existing operations,
[00:13:18] Marissa: Right! Or could the money potentially come from another department, a different budget allocation entirely? Could it be borrowed and maybe most importantly, is it possible that money might become available in the future, even if it's not there right now?
[00:13:33] Jason: Looking ahead.
[00:13:34] Marissa: Exactly. If there's any possibility of future funds, Roy's framework suggests going for what he calls an Act of Commitment. Secure a firm appointment to meet again at that later date when those funds are actually expected to be available. It's all about exploring every single avenue to serve them even within what seemed like tight constraints.
[00:13:54] Jason: Okay. Final scenario. What do you do if the prospect says they have absolutely no earthly use for your product or service, but you as the expert in your field, you know that a genuine, perhaps unacknowledged need, really does exist. How do you bridge that perception gap?
[00:14:12] Marissa: This happens quite often, actually. Many times prospects are genuinely unaware that certain problems or needs exist in their world. They might be perfectly happy with the status quo.
[00:14:21] Jason: Ignorance is bliss sometimes.
[00:14:22] Marissa: Kind of. Simply because they don't know there's a better way, or they don't realize a current problem is quietly costing them time or money. In these cases, Roy's book makes it abundantly clear. It's your responsibility as a professional to ask the right kinds of questions. Questions designed specifically to uncover those real, often hidden, problems and needs. Gently bring them to the surface.
[00:14:44] Jason: So you lead them to discover the need themselves.
[00:14:47] Marissa: Ideally, yes. It's also possible your product or service is just new to the market, or maybe the prospect hasn't kept up with current trends or solutions in their industry. In that scenario, it becomes your job really to assume the role of educator. You need to, uh, paint vivid word pictures, as Roy puts it, help that person truly understand the benefits they're missing out on or the problems they're enduring without even realizing it.
[00:15:12] Jason: Show them the what could be.
[00:15:13] Marissa: Exactly. You can even use third party influence effectively here. Show them how businesses just like theirs, have successfully used your product or service and gained tangible, beneficial results. Case studies, examples. In short, it's really up to you to help them become aware of the problems first, and then clearly illustrate precisely how your solution solves those problems. You move them from unconscious need to conscious desire.
[00:15:38] Jason: Okay, so bringing this all together, what does it all really mean? It appears that Roy's book is offering us a robust framework that effectively balances a structured step-by-step procedure with a strong, almost unwavering, ethical compass.
[00:15:54] Marissa: That's precisely it. Roy states that his Seven Step procedure, it's designed to work on virtually every professional interaction where you're guiding someone towards a decision. When those unusual situations pop up, your first response should always be, think back to the procedure. How can I adapt it? How can I maintain control within that framework?
[00:16:11] Jason: Use the system first.
[00:16:12] Marissa: Use the system first. And when even that isn't quite enough, when it gets ethically fuzzy, that's when his core philosophy comes to the forefront. Let that guide your actions. Your ultimate goal, as a true professional, isn't just to make a sale, it's to serve and help the customer make the best decision for themselves. Whether that means buying now, acting now, or sometimes recognizing that your solution simply isn't in their best interest right now.
[00:16:39] Jason: That's a great summary. This deep dive into Roy's book has been incredibly insightful, offering such practical responses to common, professional curve balls. But all rooted in this deeper philosophy of service and integrity. If there's like one key takeaway you really want our listener to remember from all this, what would it be?
[00:16:58] Marissa: I think Roy's book distills it beautifully. Always respond, never just react, remember that. For the too busy prospect, use that specific inviting phrase. "I'd like to ask you a couple questions. Is that all right?" If they hit you with the early price question, defer strategically. Respond quickly and confidently. That's an important question. However, in order for me to determine the best price, I need to ask you a couple more questions. Is that all right? Remember, people buy for their needs and wants, not yours. They might want something, even if you think they don't technically need it. Okay. But, and this is critical, if you are truly convinced your product or service is not right for them, or worse, could actually be damaging. Act with integrity, be willing to walk away from the sale. That ultimately is the highest form of service.
[00:17:43] Jason: Powerful stuff. Yeah. Roy's book frames this whole professional interaction, not just as a transaction, right? Mm-hmm. But as an active, informed service of integrity. Mm-hmm. Really building value and trust. Yeah. And you know, how might this shift in perspective apply beyond just sales? Think about how you approach helping others, maybe resolving conflicts or even making decisions in your own life where you're trying to guide someone. Something to maybe mull over as you navigate your next unexpected, "what if" moment.
[00:18:10] Jason: You know, Marissa, I think what I'm taking away from all this is that Roy didn't just give us tactics. He gave us a way to carry ourselves.
[00:18:17] Marissa: Absolutely. It's about showing up with confidence and integrity even when you don't know what's coming next.
[00:18:24] Jason: That's something we can all practice, whether it's a sales call, a client meeting, or even just navigating everyday challenges. We always have a choice to pause, respond with intention, and keep our values at the center.
[00:18:38] Marissa: Exactly. And if you can do that consistently, you're not just closing sales, you're building trust, relationships, and a career you can be proud of.
[00:18:47] Jason: Well said. And that feels like a perfect note to end on for today. Thank you for joining us for this in-depth look at another great chapter of World Class Selling.
[00:18:57] Marissa: We'll see you next time. And until then, remember, don't just react. Respond with integrity.
[00:19:07] Will: What a rich discussion Jason and Marissa really unpacked how Roy's system equips us to respond, not just react when those inevitable. What if situations come our way from staying in control of the process to putting integrity at the center? This chapter shows us what it means to be a true professional, and now we are down to the final stretch.
[00:19:30] Will: Our next episode will be the last in this series, and it's a big one, applying world-class selling. We'll explore how to take everything we've learned and put it into practice day to day. You won't want to miss it. Thanks for listening, and we'll see you next time.
