What do you do when a customer tells you “no?” What do you do when they tell you “yes?”
When you know you’ve engaged a potential client in a conversation, the next step is to gauge their interest in your services. To do this, once your conversation reveals what your client’s true goal is and what they need to achieve it, ask them if they need help.
Keep reading to learn how to convince customers in sales.
Offer the Opportunity to Commit
Steve Chandler and Rich Litvin emphasize the importance of learning how to convince customers in sales. First, you need to pause to let them think. This might be uncomfortable, but it’s important to let them process so they can make the right decision. You also don’t want to seem needy by immediately pressing them for an answer.
(Shortform note: The authors’ advice to allow potential clients a pause for reflection after presenting your services is well-supported by established psychological principles. The elaboration likelihood model in persuasion psychology emphasizes that for significant attitude changes, such as committing to a coaching relationship, individuals need time for cognitive processing. By allowing this pause, you enable potential clients to engage in deeper consideration of the proposition, potentially leading to more committed decisions.)
If They Say No
Even if you have a great “showcase” meeting, it’s possible that your potential client will decide they don’t need your help at this time. Accept the rejection gracefully, and end the conversation on a positive note—and, Chandler and Litvin stress, don’t bring up cost as a possible reason for their “no.” The client should leave the interaction thinking about what they could achieve if they worked with you, not how much it would cost to work with you.
Additionally, keep the door open: Let them know you’re open to a future relationship if their needs change, and ask them if they have anyone they’d like to refer to you.
(Shortform note: Ending your meeting on a positive note can help you tap into the psychological concept of the “peak-end rule,” proposed by psychologist Daniel Kahneman. This rule suggests that people’s overall evaluation of an experience is disproportionately influenced by its peak (most intense point) and its end. If you end your conversation by discussing price (especially if your price is too high for them to sign on with you), then one of the main things they’ll remember about your interaction is the price discussion. However, by ensuring a positive conclusion to the interaction, coaches can leverage the peak-end to leave a favorable lasting impression, potentially influencing future decisions.)
If They Say Yes
According to Chandler and Litvin, there are four things to keep in mind once a potential client expresses that they’d like to work with you. First, don’t immediately dive into formal coaching. You may be tempted to start giving them advice right away, but you need to wait until your first official session to do this. Second, set up a time and date for that first real session. Third, don’t discuss price just yet. Instead, when they ask how much it will cost, explain that your services are customized for every client and that your focus will be on results, not cost. The fee will depend on what specific plan the two of you work out together based on their needs, which you’ll decide in the final stage: closing the deal.
Fourth, even after they’ve expressed interest, continue to convey that your services are in high demand. The authors recommend giving a specific time and date for the first official session, instead of offering wide windows of availability. If the client asks you to schedule a time based on their availability, let them know that this won’t work for you. This shows them that your time is valuable and limited, reinforcing the idea that there’s high demand for your coaching.
(Shortform note: The authors’ advice to maintain an air of exclusivity and high demand relates to another of the persuasive principles discussed in Cialdini’s Influence: the Scarcity Principle. This principle suggests that people value things more when they’re perceived as rare or difficult to obtain. By conveying limited availability and not immediately accommodating the client’s schedule, you can leverage this principle to enhance the perceived value of your services.)
| Limitations to Delaying Coaching and Pricing Discussions Chandler and Litvin’s recommendation to delay formal coaching and price discussions may have some limitations. Postponing price discussions may create uncertainty or anxiety for some clients who prefer clear financial information upfront. This could lead to misaligned expectations or even lost opportunities if clients are deterred by the lack of immediate pricing. Additionally, the strategy of customizing services for every client, while valuable for tailoring experiences, may not be scalable for coaches managing a high volume of clients. This could limit a coach’s ability to grow their practice efficiently. Furthermore, the advice to avoid immediate coaching might miss opportunities for instant engagement with clients who are seeking immediate solutions or guidance. These limitations suggest that while Chandler and Litvin’s approach has merits, you may need to balance these strategies with transparency, efficiency, and responsiveness to diverse client needs. |
Close the Deal
The final step in transforming your “potential client” into your “client,” is making a firm offer for your services, explain Chandler and Litvin.
This is where you’ll give them a roadmap for what your relationship would look like. Based on the needs they’ve expressed to you, you’ll explain how often you’ll meet and for how long, what the cost will be, and what exactly they can expect from you. And importantly, tell them what you’ll need from them: namely, that they need to be willing to make daring moves, get out of their comfort zone, be completely honest with you, and make all the agreed payments.
Once your client commits to your offer, you can both courageously move forward in making their goals a reality.
(Shortform note: The authors’ advice for finalizing the coaching agreement by outlining expectations and commitments from both parties aligns with another persuasion principle from Cialdini’s Influence: the Consistency Principle. This principle suggests that people are more likely to follow through on actions that align with their previous commitments. By explicitly stating what is expected from the client, including their willingness to make daring moves and be honest, you set the stage for consistent behavior which will help the client adhere to the commitment they’ve made in the coaching relationship.)
