How Top Sales Leaders OWN Negotiations Without Owning the Deal | Maryana Kessel

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1. 10:46

   deal. But if you could even give an example of like, this is how I would say bring me into early stage deals, mid stage deals and late stage deals. I think that would make it like just a little bit more actionable. So I could tell my team, these are the three great example moments, you know what I mean? Yeah. And then I'd also do the flip of ones where you would never jump on a call. “Let's start with the ones where I would. So I think in early stage calls, when I can bring the” company vision, there's a lot of times in, well, I'll speak to healthcare, but folks are not going to just sign up with you because you solve a single problem. They want to partner with you for the longer term. And so having the visibility that I have over many, many of our customers, how they started with us, where they're going and our roadmap, that is better delivered generally by

   In Founder-led discovery calls

2. 17:58

   So stage one is problem agreement. Stage two is solution agreement. Stage three is power agreement. Power agrees that this is a problem we're solving. And at that point, that's usually when same-side selling begins. In other words, we all want the same thing to happen. “But now we need to go into the last two stages, which is commercial agreement.” We need to make sure that the numbers and the contract make sense. And then vendor approval. We need to make sure you can pass security review. I love that. I love that. Once that happens... Yeah. No, no. Ours are discovery, defining the solution, on-site and executive engagement. Because those are the things that we need to get.

   In Co-selling opportunity management

3. 23:47

   What I'm trying to call out is have we looked at all of the steps that we're going to, because they're always going to come up. There's no way. This is not magic. There's going to be certain steps that you need to check off when you're doing very large deals. And so have we checked them off? And I have a scenario right now where I'm not sure if we actually received approval on something. “So what do I do? I pick up the phone and I call because you have to be able to check that off because they're going to ask for that as well.” When was it approved? You need to be able to offer that back to the customer. And when you're working with very spread out organizations or multiple committees, they're not communicating internally. So being able to be that project manager and have those things buttoned up, that's going to help push your deal along faster.

   In Authority and approval objections

4. 36:56

   and how to answer it. And then based on that, that will tell you if you need to be involved in that meeting or not. And if you get into a nice cadence where you're seeing the 8, 10, 20, 30 really important meetings in your team each week, and you're making sure that reps are prepared and taking time to do that, and then joining the calls where you don't feel like they're quite ready. “I think that that is a really great way to figure out how should you take a part of your” week and be in calls. Well, folks, if you liked this one, then we put together a newsletter a while back on how to run pipeline reviews that don't suck. And a lot of what we talked about today was de-risking deals. So there's a link to that down in the show notes. And Mariana is also hiring. So please go connect with her on LinkedIn.

   In Founder sales time allocation

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