The Power of Perception: Stated vs. Inferred Pain in Sales
If they didn't say it, it doesn't exist.
Hey Sales Animals
Navigating the rough waters of the sales world can sometimes feel like interpreting a complex piece of modern art - open to interpretation, sometimes straightforward, other times totally cryptic. One of the core aspects we often grapple with is understanding our prospect's pain. But how do we discern what's actual from what's perceived? Today, let's delve into the realm of 'stated pain' and 'inferred pain' and why the distinction matters.
Stated Pain vs. Inferred Pain: A Quick Primer
First things first, let's clarify what we mean by 'stated pain' and 'inferred pain'.
'Stated pain' refers to the challenges, issues, or problems that your prospect explicitly expresses. It's the issues they are fully aware of and can articulate. They lay it out for you, in no uncertain terms.
On the flip side, 'inferred pain' refers to the issues that you, as the salesperson, believe your prospect is facing, based on your interpretation of their situation. These are pains they haven't directly acknowledged but you presume exist due to your experience or intuition.
The Golden Rule: If They Didn't Say It, It Doesn't Exist
This brings us to our golden rule in sales: if the prospect didn't say it, it doesn't exist. Yes, it's that simple and that brutal. But why is it so crucial?
At its core, sales is about solving problems. Your solution should address the pains your prospect has explicitly expressed, not the ones you believe they have. That's not to say your intuition is always wrong, but until the prospect acknowledges that pain, you're operating on conjecture.
Expert salespeople respond to what prospects say and do, not what we want to believe is true. This approach not only keeps us rooted in reality, but it also builds trust with our prospects. It shows that we're genuinely listening and responding to their concerns, rather than pushing our assumptions onto them.
Navigating the Stated vs. Inferred Pain Conundrum
Master the Art of Active Listening: The first step is to genuinely listen to your prospect. Understand their context, concerns, and objectives. The better you listen, the more accurately you can identify their stated pain.
Ask Insightful Questions: Don't be shy about probing deeper. By asking open-ended, insightful questions, you can uncover more layers of your prospect's stated pain. It also might encourage them to acknowledge a pain that you had previously inferred but they hadn't expressed.
Resist Making Assumptions: While it can be tempting to jump in and infer pain based on your past experience, resist that urge. Instead, focus on the information the prospect is providing. Remember, every prospect is unique.
Validate Your Inferences: If you strongly believe that there is an inferred pain that your prospect hasn't acknowledged, there's a tactful way to handle this. Frame your assumption as a question or relate it to a case study, giving your prospect room to confirm or deny that pain.
The Bottom Line
To conclude, distinguishing between stated and inferred pain is a crucial aspect of successful selling. By focusing on what our prospects say and do, rather than what we believe to be true, we can present solutions that directly address their unique concerns. This customer-centric approach not only improves our chances of closing the deal, but it also fosters trust, creating the foundation for a long-lasting customer relationship.
Remember, in the world of sales, perception isn't always reality. Stick to what's stated, and you'll navigate your sales journey with accuracy and authenticity.
Keep Dominating,
Dingo