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How to Run a Discovery Call in Tech Sales (Step-by- ...
higherlevels.com
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But most reps botch discovery by: “Using scripted, unnatural questions” Pitching too early
Pitching too early “Failing to uncover real pain or buying dynamics before then positioning their product/solution” Let’s get into the structure that actually works.
Pitching too early “Failing to uncover real pain or buying dynamics before then positioning their product/solution” Let’s get into the structure that actually works.
Even with the right structure, most reps still fall into common traps that stall deals before they start. “The first mistake is asking scripted questions that don’t match the conversation. If your questions feel unnatural or overly rehearsed, the buyer will immediately tune out. Great discovery sounds like a real conversation, not a checklist.” Another issue is pitching too early. Just because a prospect mentions a pain point doesn’t mean it’s time to talk product and show what you do. If you haven’t explored who the problem impacts, what it’s costing them, or what they’ve tried to fix it, your pitch will fall flat.
Here’s the basic flow that top reps use (full video breakdown here): “2 minutes: Intro + agenda” 18 minutes: Deep discovery
But most reps botch discovery by: “Using scripted, unnatural questions” Pitching too early
Pitching too early “Failing to uncover real pain or buying dynamics before then positioning their product/solution” Let’s get into the structure that actually works.
Lock in the next step on the call ““Before we book another session, I want to make sure this is a good use of everyone’s time. Based on what we discussed, would it make sense to bring in your [CTO / VP / security lead] for a deeper session? That way we can tailor it and make sure we cover everything important.”” If they hesitate to involve others or commit to a next step, that’s a yellow flag. They personally may love your solution, but it might not be as big of a deal to the entire company as you think.
Reps also forget to qualify urgency or identify key stakeholders. Interest doesn’t mean intent. If you don’t ask who else needs to be involved or how decisions like this are made, you’ll waste time with someone who can’t move the deal forward. “Just setting up another call because you ran out of time leads to higher no show rates, versus making it clear why another call would be extremely beneficial.” And finally, never end a call without setting a clear next step. Confirm a date, include the right people, and recap the call while you still have their attention. Loose endings lead to ghosting. Tight handoffs build pipeline.
If they told you the database crashes under load, show the scalability. If they said onboarding is too manual, show how you automate setup. Don't show them boring and irrelevant features like 'how to create an account', or 'how to start/stop a service' unless they specifically asked to see those things. “Instead, go immediately to the most valuable 1-3 things that creates enough interest for you to set up a follow up call.” Kris’s tip:
Pitching too early “Failing to uncover real pain or buying dynamics before then positioning their product/solution” Let’s get into the structure that actually works.
Eric’s tip: Spend 60 to 70 percent (or more) of this block on the current state and negative consequences. If there’s no real pain, the deal has no teeth. “If the prospect is diving deep into the current state and pain (and the pain is significant) your time is better spent there to fully understand it before even positioning a solution.” Lastly, it's possible that your prospect may not truly know the ideal future state and/or business outcomes they need. That's rather normal and not a show stopper. What that means is that if it's a serious enough of an issue, you should set up a follow up call with other team members that it impacts to ensure that the problem is in fact large and worth solving.
The first mistake is asking scripted questions that don’t match the conversation. If your questions feel unnatural or overly rehearsed, the buyer will immediately tune out. Great discovery sounds like a real conversation, not a checklist. “Another issue is pitching too early. Just because a prospect mentions a pain point doesn’t mean it’s time to talk product and show what you do. If you haven’t explored who the problem impacts, what it’s costing them, or what they’ve tried to fix it, your pitch will fall flat.” Reps also forget to qualify urgency or identify key stakeholders. Interest doesn’t mean intent. If you don’t ask who else needs to be involved or how decisions like this are made, you’ll waste time with someone who can’t move the deal forward.