One of the most common ways to lose a deal you could have easily won is by falling into the trap of talking too much about yourself, your company, your clients, and your solution. This approach is what we call the “legacy method.” In Elite Sales Strategies: A Guide to Being One-Up, Creating Value, and Becoming Truly Consultative, we introduce an exercise where you walk into a client meeting and spend 20 minutes without mentioning your business, your clients, your solutions, or asking any questions that point to their pain points. The moment you slip into any of those topics, your client will feel like you’ve wasted their time.
Now, this doesn’t mean you should never pitch your solution—it’s just that the first meeting is not the time. Pitching early makes you seem transactional and reduces your chances of building a genuine relationship with the client. The right time to pitch is at the end of your discussions, once you’ve created enough value to show them how your solution addresses the real challenges they face. Your clients need to make the right decision, and they should feel confident that you’re there to help them achieve the results they desire.
Here’s the truth: Your decision-makers are under pressure. They’re wrestling with choices they’ve likely never faced before, or at least not in years. Their current results aren’t cutting it, and the options on the table are hard to distinguish. But the worst part? They don’t fully understand the problem they’re trying to solve. The landscape has changed, their market is evolving, and they feel they’re missing critical insights but don’t know where to get them.
Imagine a salesperson walking into a meeting and presenting their company’s credentials, listing clients, and rattling off slides about their solutions—without once addressing the specific issue the client is facing. The client leaves the meeting with no clarity about their own situation, only learning about the salesperson’s company and products. That’s a missed opportunity.
Now picture a second salesperson walking in and spending the time asking thoughtful questions, offering industry insights, and helping the client see the challenges and opportunities in their own market. This salesperson doesn’t talk about their solution yet; instead, they talk about the client’s specific difficulties, highlighting what the client may not even realize they need to know. This approach positions the salesperson as an expert and a strategic partner, not just a vendor. They don’t need to pitch immediately because the value has already been established. The client leaves wanting to learn more, eager to schedule a follow-up meeting.
From the client’s perspective, the second salesperson is offering significant advantages:
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Leverage information asymmetry: The second salesperson knows something the client doesn’t, and they can use this knowledge to guide the client towards better outcomes. This could be done through a well-researched executive briefing in the first meeting, sharing the latest trends, challenges, and opportunities in the client’s industry.
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Build strong relationships: As the number of stakeholders increases in decision-making meetings, it’s important to build relationships that go beyond just rapport. Focus on the key decision-makers—the ones who will truly influence the final outcome. Understand their needs and priorities to ensure that you align your strategy with their objectives.
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Outperform the competition: Sales is often a competition, and knowing who your competitors are—and what they’re doing right—gives you the edge. Stay alert to how they operate, and position yourself to outshine them. Understanding your competition allows you to tweak your approach and stand out in the eyes of your client.
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Perfect your pitch: The longer you spend creating value and understanding the client’s needs, the better your pitch will be when the time comes. At this stage, you’ve built enough trust and clarity to customize your message to meet their unique requirements. The pitch should be a natural culmination of everything you’ve discussed, showing them exactly how you will help them achieve their desired results.
Remember, the goal isn’t just to make a sale; it’s to prove to your clients that you’re the expert who can lead them through a critical decision and help them secure the best possible outcome. The more strategic and consultative your approach, the more likely you are to win not just the deal, but the lasting partnership.