Asking the right questions to break down your disco call (Charles Muhlbauer, Training @ CB Insights)

Description

Listen

Quoted on this wiki

Every place a page here uses this source, in the order the words come in it.

1. 3:57

   problem or a goal, that sounds something like, Nick, we might have an issue with coverage in a certain area of the healthcare sector. So instead of moving on, that might is a hint to a problem, and that gives me the right “to say, when you say you might have a problem, how do you mean?” Or when you say you might have a problem, can you tell me a little bit more about that? It gives you the right to then have the prospect tell you what that means, and then that'll help themselves build a problem for them for you. Round us out, Charles. What's number three?

   In Objection diagnosis and probing

2. 3:57

   problem or a goal, that sounds something like, Nick, we might have an issue with coverage in a certain area of the healthcare sector. So instead of moving on, that might is a hint to a problem, and that gives me the right “to say, when you say you might have a problem, how do you mean?” Or when you say you might have a problem, can you tell me a little bit more about that? It gives you the right to then have the prospect tell you what that means, and then that'll help themselves build a problem for them for you. Round us out, Charles. What's number three?

   In Replies and meetings

3. 4:05

   in a certain area of the healthcare sector. So instead of moving on, that might is a hint to a problem, and that gives me the right to say, when you say you might have a problem, how do you mean? Or when you say you might have a problem, can you tell me a little bit more about that? “It gives you the right to then have the prospect tell you what that means, and then that'll” help themselves build a problem for them for you. Round us out, Charles. What's number three? Number three, it's really cool to ask a prospect how they came up with stuff. In other words, if a prospect shares a problem with you that they figured out they have,

   In Objection diagnosis and probing

4. 4:56

   Curious what happened? Usually that empowers them to actually tell you a story, and when you get a prospect, as account executives, we're actually taught to tell stories, but what's not taught in sales as much is the power to have your prospect tell you a story about something bad that “happened to them, and that question helps you do that.” Charles, we ran out of time on the last episode because it was so good. And so let's do a recap for everybody before we start digging in here. I know you're all about things like the humbling disclaimer. Can you do a quick definition recap of the humbling disclaimer before we keep the interview going? Absolutely.

   In Discovery question design

5. 8:21

   that could be a severe impact to your role besides some of those things? That's a more thoughtful way of asking that while using a humbling disclaimer. Another way to ask an impact question while using a humbling disclaimer would be to ask the prospect if they have sat back and “thought about what the impact might be.” It's a thoughtful way to ask that. That could sound something like, Armand, I recognize this question may be a little bit out of bounds. I'm not really sure exactly how to ask it. But, you know, when we talk about the data that you guys haven't had for some time now, I'm really curious, have you guys sat back

   In Problem and impact discovery

6. 22:38

   things we see when we typically see a situation like that. What do you think, right? So what we've gone through is we've gotten the context, we've gotten their process today, we've raised issues, not as the message, but as the messenger. They've said, hey, this one or this one is interesting. “And so you've now identified an issue. From there, now you're in humbling disclaimer land,” you're digging deeper into that problem. And ideally, you start to get them to tell a story, right? And so like, how'd you come to this thing in the first place? From there, now you can start using the humbling disclaimers we talked about earlier in the episode around impact questions. And you can actually start bringing that to a high level problem.

   In Problem and impact discovery

7. 23:07

   right? And so like, how'd you come to this thing in the first place? From there, now you can start using the humbling disclaimers we talked about earlier in the episode around impact questions. And you can actually start bringing that to a high level problem. Yep. And I want to say another thing, when you are in humbling disclaimer land, you're also in “the past to the present land. You give me a problem, I want to talk about the past. When did” you come up with that? How did you figure that out? Did you ever do anything about it? Sounds like you tried to do something about it, but you didn't have enough resources. Is that what I'm hearing? Cool. You might even ask, I recognize this question may be out of bounds and a little weird, but to what extent do you feel that this problem is big enough to actually potentially

   In Problem and impact discovery

8. 25:32

   Okay, when would you like to have the next call? Tuesday 3.30. Awesome. By the way, just out of curiosity, what I didn't ask is, I wasn't sure, you know, assuming, let's pretend we end up working together. I recognize it doesn't happen every single time I speak with somebody, but let's pretend we end up working together. “How do you guys make decisions on this type of stuff?” Right? So I might ask that. I might ask, cool, who else on your team do you think might feel left out if they weren't on the next call? Or who else on your team do you think might feel that it's important to be on the next call also? Fine. Now before the demo, you can say, let's say you didn't ask it on this call, but you're

   In Buying committee and personas

9. 25:32

   Okay, when would you like to have the next call? Tuesday 3.30. Awesome. By the way, just out of curiosity, what I didn't ask is, I wasn't sure, you know, assuming, let's pretend we end up working together. I recognize it doesn't happen every single time I speak with somebody, but let's pretend we end up working together. “How do you guys make decisions on this type of stuff?” Right? So I might ask that. I might ask, cool, who else on your team do you think might feel left out if they weren't on the next call? Or who else on your team do you think might feel that it's important to be on the next call also? Fine. Now before the demo, you can say, let's say you didn't ask it on this call, but you're

   In Buying process discovery