Sales Persuasion Style test

Toward the high end, people tend to ask about the buyer's pressures, priorities and limits before presenting anything, and shape the pitch around what they hear. Toward the low end, people tend to open with the offer and learn about the buyer as the conversation goes. That keeps momentum with a well-informed buyer, but it can answer questions the buyer is not asking.

Pitches early

You often move into your pitch before the buyer's context is clear. That keeps the call moving, but you may not yet know what is really pressing on them.

On your next few calls, ask what made this a priority now, and hold your pitch until you have heard the answer.

Asks some questions first

You ask some questions about the buyer's situation, but you sometimes move into your pitch before their real pressure is clear.

After each call this week, write the buyer's main pressure in one line. Where you cannot, open your next call with them by asking about it.

Asks before pitching

You tend to ask enough questions to understand the real pressure behind a buyer's interest, and you hold the pitch until their context is clear.

On your next call with a well-prepared buyer, sum up what you already know in one sentence and ask what has changed, so discovery stays short.

Toward the high end, people tend to describe the offer through the result the buyer wants, such as time saved or risk reduced, and link each feature back to it. Toward the low end, people tend to explain what the product does and leave the buyer to connect it to their goals. That can suit expert buyers, while others may not see why it matters to them.

Leads with features

You tend to talk in product terms and let features speak for themselves. A specialist buyer may want exactly that, but others have to work out what it would change for them.

Take the feature you mention most, write one line on the result it brings a buyer, and use that line on your next three calls.

Mixes features and outcomes

You often explain value through the buyer's outcome, but you still describe some features without saying what result they bring.

Before you send your next proposal or follow-up email, check each feature line and add the result it brings wherever one is missing.

Leads with outcomes

You tend to explain value in the language of the buyer's outcome and bring in features to show how that result happens.

Each time you name an outcome this week, back it with one specific detail of how your offer delivers it.

Toward the high end, people tend to treat pushback as information: they ask what sits behind a price or timing concern and stay steady when a buyer disagrees. Toward the low end, people tend to hear an objection as rejection, feel it personally, and answer by repeating the pitch or giving ground quickly. Pressure can move anyone toward the low end, so a useful question is how quickly you return to asking.

Pushback feels personal

When a buyer pushes back, it often feels like a judgement of you, and the objection tends to land as rejection rather than as a clue to what they need.

Write down the objection you hear most and one question that asks what sits behind it. Next time it comes up, ask that question before you answer.

Depends on the objection

You treat some objections as useful clues, while others land as rejection or leave you feeling judged.

This week, note which objections land as rejection, and plan one question to ask about each the next time it comes up.

Treats objections as clues

You tend to hear an objection as a clue to what the buyer needs, and a buyer's disagreement seldom feels like a judgement of you.

After you explore an objection, agree one clear next step before the call ends, so the buyer knows what happens to their concern.