What Great Salespeople Do: The Science of Selling Through Emotional Connection and the Power of Story

What Great Salespeople Do: The Science of Selling Through Emotional Connection and the Power of Story

Ben Zoldan, Michael T. Bosworth

Language: English

Pages: 256

ISBN: 0071769714

Format: PDF / Kindle (mobi) / ePub

Build better relationships and Sell More Effectively With a Powerful SALES STORY

“Throughout our careers, we have been trained to ask diagnostic questions, deliver value props, and conduct ROI studies. It usually doesn’t work; best case, we can argue with the customer about numbers―purely a left brain exercise, which turns buyers off. This book explains a better way.”
―John Burke, Group Vice President, Oracle Corporation

“Forget music, a great story has charm to soothe the savage beast and win over the most challenging customer. And one of the best guides in crafting it, feeling it, and telling it is What Great Salespeople Do. A must-read for anyone seeking to influence another human being.”
―Mark Goulston, M.D., author of the #1 international bestseller Just Listen: Discover the Secret to Getting Through to Absolutely Anyone

“Good salespeople tell stories that inform prospects; great salespeople tell stories that persuade prospects. This book reveals what salespeople need to do to become persuasive story sellers.”
―Gerhard Gschwandtner, publisher of Selling Power

“This book breaks the paradigm. It really works miracles!”
―David R. Hibbard, President, Dialexis Inc™

What Great Salespeople Do humanizes the sales process.”
―Kevin Popovic, founder, Ideahaus®

“Mike and Ben have translated what therapists have known for years into a business solution―utilizing and developing one’s Emotional Intelligence to engage and lessen the defenses of others. What Great Salespeople Do is a step-by-step manual on how to use compelling storytelling to masterfully engage others and make their organizations great.”
―Christine Miles, M.S., Psychological Services, Executive Coach, Miles Consulting LLC

About the Book:

This groundbreaking book offers extraordinary insight into the greatest mystery in sales: how the very best salespeople consistently and successfully influence change in others, inspiring their customers to say yes.

Top-performing salespeople have always had a knack for forging connections and building relationships with buyers. Until now, this has been considered an innate talent. What Great Salespeople Do challenges some of the most widely accepted paradigms in selling in order to prove that influencing change in buyers is a skill that anyone can learn.

The creator of Solution Selling and CustomerCentric Selling, Michael Bosworth, along with veteran sales executive Ben Zoldan, synthesize discoveries in neuroscience, psychology, sociology, anthropology, and other disciplines, combining it all into a field-tested framework―helping you break down barriers, build trust, forge meaningful relationships, and win more customers. This book teaches you how to:

  • Relax a buyer’s skepticism while activating the part of his or her brain where trust is formed and connections are forged
  • Use the power of story to influence buyers to change
  • Make your ideas, beliefs, and experiences “storiable” using a proven story structure
  • Build a personal inventory of stories to use throughout your sales cycle
  • Tell your stories with authenticity and real passion
  • Use empathic listening to get others to reveal themselves
  • Incorporate storytelling and empathic listening to achieve collaborative conversations with buyers

Breakthroughs in neuroscience have determined that people don’t make decisions solely on the basis of logic; in fact, emotions play the dominant role in most decision-making processes. What Great Salespeople Do gives you the tools and techniques to influence change and win more sales.











do it all. . . . When I wasn’t able to integrate the systems, frustration set in. . . . After my CIO called me out, I was full of shame. . . . I learned my lesson after the fact, and I was eager to try again.” But Adam didn’t have to use the words. In fact, he could have told the story without using the actual words at all, and if he told it well, emoting fully, the buyer still would have known exactly how he felt throughout the story. When you tell your stories, be sure to “check in” with your

weapons in an arsenal, cards in a deck, and so forth—you get the idea. A metaphor expresses the unfamiliar or abstract (the tenor) in terms of the familiar and concrete (the vehicle). When Pat Benatar sings “love is a battlefield,” battlefield is the vehicle for love, the tenor. Some common types of metaphors include allegories, parables, and similes. A simile is simply a metaphor that uses the word like: she runs like the wind, he drinks like a fish, and so on. Metaphors are particularly

problem and how we can solve it with our product xyz.” The seller would generally be correct, accurately assessing the problem, offering exactly what the prospect needed . . . and then the seller would lose the sale. So why was this happening? Premature elaboration. The salespeople’s behavior was off-putting, causing buyers to resist instead of receive. The sellers demonstrated a combination of classic listening blocks: impatience, mind reading, being right, advising, knowing all the answers,

emotion. “Could you tell me how much you’re feeling _________ [restate that emotion]?” Give the speaker an opportunity to indicate the degree of feeling. “And, why is it that you’re feeling that way? If it’s okay with you, I’d like to know where that is coming from.” Give the speaker a chance to clarify or elaborate. Help the speaker acknowledge why he or she feels that way. That person will appreciate that you care enough to explore the source of those feelings with him or her. Reflection

abandon the very things that got them where they are because they hold the misguided belief that managing calls for something else: control. And so they turn to spreadsheets, plans, forecasts, and expense reports—the province of the left brain. Ben’s Story: We Do What We Know When I was a rep, I hated weekly sales meetings. My manager would have us come into the office early on Monday mornings so he could ask us about our pipelines, our forecasts, our appointments, our “commits.”

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