After all the relationship-building, after all the time spent briefing and proposal-writing, the client still hesitates. Perhaps they mention the current economic climate, or impending changes in structure. Whatever the stated reason, whatever the rationale. we are dealing with the phenomenon of client-hesitation.

This paper addresses:

• Some of the ways in which we unwittingly create even more hesitation
• Understanding how hesitation affects behaviour and rationale
• Practical ways to deepen trust and promote confidence, hence to overcome hesitation
• Double-closing a sale

While some are frustrated by uncertainty, others find it a useful place to hide. A general mood of paralysis legitimises many forms of indecision and delay.

 

As a result, decisions get repeatedly postponed, sales cycles become longer and our expectations for the fiscal quarter ahead can melt before our eyes. We feel we are banging our head off a brick wall, and repeated disappointment can feed a mood of inner discontent. At times like this, business development is particularly difficult, and it's hard to sustain motivation.

 

Yet just because the wind has changed, we don't stop sailing. If the climate changes, we don't just cancel our vacation. So what can we do, to manage client hesitation?

Firstly, we need to manage our own mood. It's easy for the disappointment to show through; and most clients will be anticipating this, anyway. This may be particularly evident if we have had two or three postponements in the same week, and/or we are concerned about the sales pipeline and our own security.

 

So we must begin with ourselves. If we are going to lead our clients through the mud, it helps if we ourselves are on solid ground. And the first step is to understand hesitation.

 

Many will be familiar with Stephen Covey's circles of control: draw two circles, one inside the other. The outer circle represents all the things over which we have no control: the markets, the eventual results, how people will respond etc. The inner circle represents what we can control: the actions of today, the calls we can make, the way we run meetings, our efforts to stay-in-touch etc.

 

 

In moments of paralysis, people's focus is "pulled" to the outer circle ... and even beyond. They stare at TV screens, media report, task lists, the future ... like proverbial rabbits in headlights. They become preoccupied by what is outside their control.

 

So do our clients. In fact, the more we nudge them for a decision, the more likely they are to stare into this "outer" space and procrastinate. In times of uncertainly, our clients (like us) start getting worried about things that they cannot control.

 

There are therefore two extremes we want to avoid:

• badgering the client for a decision
• unwittingly facilitating delay and procrastination

When you are feeling unsure, what do you value in a trusted sounding-board or advisor?
What turns you off?

 

Most of us would probably come up with factors like these:

Not appreciated when we hesitate:	Effect:
Persuasion, selling, attempts to convince	Resistance, mistrust of self-interested professional, digging-in
Indifference, don't care	Cooling of the relationship, start to look elsewhere
Too-frequent nagging for a decision, "what's happening" calls	Deferral becomes habitual, avoidance, irritation
Irritation, threats, "What's wrong with you people?"	Mistrust

 

There are exceptions to every rule; and it must be said that nearly every professional has a war-story about how one or other of the above approaches actually worked. For example, the threat of "no-resources" may galvanise a procrastinator to make a decision. And keeping-in-touch is certainly a vital ingredient of business-development; and sometimes there is a fine-line between nagging and keeping-in-touch. Nevertheless, the above tactics tend to rebound more often than they work ... a fact which rarely gets into the book of legends.

 

At the other extreme, the other way in which we can unwittingly nourish procrastination is being too willing to stay in touch, too willing to be of support. There have to be some boundaries, some valued activity that does not start until we have agreement.

 

For example, this might consist of some second-level analysis. (Probably not first-level analysis - see next section for why we might need this to win over a management team).

 

Our very willingness can unwittingly feed and nourish procrastination.

 

For sophisticated b2b buyers, it often helps to stop doing "sales" to them. Most of these buyers are wise to all the gimmicks. They are on-alert for all forms of persuasion; which are seen as blatant self-interest on the part of the seller. This erodes trust, and just creates further resistance and hesitation.

Many client organisations are now wise to the fact that consultants tend to be great relationship-builders, and managers are more adept than ever at keeping strict control of who the consultant speaks to. I know of one case where a 250K p.a. was lost when a disgruntled middle-manager became offended that one of the consultancy team tried to go "over his head".

 

So the first guideline has to be "tread carefully" and win support wherever possible. Here are some practical measures that have helped consultants keep projects on the radar.

 

Anticipate delay and procrastination

When there is an elephant in the room, introduce it, as Randy Pausch once said. "What are the factors that might slow down a decision about the best way forward?""What effects will delay have?""If this is not resolved by Xmas, how will 2009 be affected?"

 

We must not be shy of asking these questions; they will think about them anyway. It's wise to address these right up-front, and certainly before you deploy your precious hours in proposal-writing.

 

Clear boundaries

 

What is your walk-away point? What are the conditions that must be met for your involvement in a pre-purchase dialogue? For example, do you require access to certain people before you start writing proposals? Is there some up-front clarity needed about budget? If there are no conditions, this may actually generate client procrastination!

 

Two-tier analysis

 

Offering to do some up-front analysis is a powerful way of building relationships, and at the same time building a relationship with the economic buyer.

 

In times of uncertainty, the first level of analysis should help clients to focus on solid facts, plans, schedules, commitments ... as opposed to vague intent or blue-sky aspirations. Even if the subject is a bit abstract (talent development, CSR or brand image), look for the tangibles that make it visible: both the indicators of success and the cost of inaction.

 

The second tier of analysis should require client commitment, and should be massively enticing based on the first tier. The key is to keep the first tier going, until you get commitment to the second tier. For example, you might continue analysis of operational problems and stock-losses (first-tier), but require a second tier of (paid) analysis to design an integrated solution. (Beware of just giving the client the answer!)

 

Pinpoint opportunity

 

Where do current market conditions represent opportunity for the client? How do their products and services get adapted to reducing cost or headcount? How can they help reduce risk? For what reasons might the clock be ticking on these opportunities?

 

Specifically, look internationally. The British media is more preoccupied with recession than most of the rest of Europe. Yet many business people treat the paper they read in the morning as "reality". Are clients looking beyond their own shores?

 

Active listening

 

It's natural we should be disappointed when a cherished project gets put on-hold. At the very least, it's understandable that we might politely offer to stay in touch, and then bring the conversation to an end ... if only to allow ourselves the space to lick our wounds in private.

 

But mature professionals can do better than that. "How was the decision made?" This is a moment when you find out who the real decision-makers are. "What were the decisive factors?" This will certainly brief you on what constitutes key value to the client ... even if you don't like the answer. "Is it ok if we talk to them, to hear more about the context?" They may even feel they owe you the introduction.

 

Future market position

 

Customers of all types will soon discover they have more choice. When they come out of paralysis, quality providers will have the edge ... as long as they have kept in touch with the right people.

 

Beware of diversification. Of our clients who are doing really well in the wake of the storm, most have clearcut specialisms and niches ... even in property and in banking! None are generalists. Most have established clear USPs in unique markets. If diversification causes us to become jack-of-all-trades, it can be a costly diversion from our core services.

 

For clients that have solid financial reserves this is an opportunity to up-their-game v. the competition. Farmers use the winter to mend their fences and improve their farm. When markets recover and buyers start buying again, quality providers will have the edge.

Just because we have been given the go-ahead, this does not mean that we are immune from changes-of-mind. It has been estimated that at least 10% of consulting-business agreed never actually gets invoiced ... just because some projects get axed in the early stages. Whatever the actual percentage, it carries the highest cost-of-sale and is therefore the most expensive to lose.

 

More than ever, it's vital to engage with top-management. Middle-managers are preoccupied with their own security; and let's face it; some will not be there in a year from now. So we absolutely must devise ways of getting to the top decision-makers ... and staying on their radar.

 

We need to give new clients the conviction they have made the right decision. Whether that's a quick-and-useful analysis, or a brilliant first-workshop, or some extra that they were not expecting, it's vital that we engage with top-management early-on and convince them that have made the right decision in hiring you.

Client-management is an art as well as a science. Like any art, practice is the key to mastery. This is therefore more about behaviour than strategy, though strategy has its place.

 

In terms of coaching and training, these are often typical subjects for additional development:

• How do we get through to senior management? Despite our best efforts, we have not yet been as successful as we want to be
• How do we construct the first-tier / second-tier approach above, so that we are deeply engaged with the client when key decisions are taken?
• Where do we meet these senior-decision-makers?
• Despite a lot of work on our value-proposition, clients are only interested in xyz
• How do I get my partners / directors / teams engaged with this?
• I don't have time for all this one-to-one contact and first-tier analysis; so what can we do?

"What is important is HOW we are valuable ...
... rather than how valuable we are." (Edgar Friedenberg)

 

Never has this been truer. While big firms have slowed down or stopped recruitment, many niche players in the mid-market are still expanding and recruiting. Why? Their continued focus is on HOW they are valuable, not preoccupation with their own image.

 

Consultants who are innovative will be particularly valuable in the years ahead. Customers will be forced out of complacency, and will (eventually) overcome paralysis. Advisers who have genuinely been value-focused - and in particular those who built a distinctive niche reputation for value - will be in demand.

Further information

For more assistance with this topic, a sample coaching-session, or ideas for a team-training session or workshop, you are welcome to contact the author by emailing john@success121.com.

For related articles on Sales and Client Management, see www.success121.com.

© John Niland, Success 121, June 2008. May be reproduced on condition that the "Further Information" section above is included.