Negotiation Skills in Sales

61% of sales reps say selling is HARDER than it was 5 years ago. And that stat came BEFORE the recent tech layoffs, budget freezes and buying committee chaos. According to Salesmate, the top sales challenges of 2024 include longer deal cycles, budget freezes, and decision maker ghosting. Sound familiar? Most reps are panicking. But I’ve seen this before. I sold through the Great Recession. Got promoted 12 times in 8 years. Closed over $700 million in contract value. Hit President’s Club almost every year. Managed a team of 110 before I turned 31 (I’m 41 now). Now I train reps at Google, Zoom, Salesforce, and more on how to thrive in ANY environment… not just when the pipeline’s hot. If you want to be the AE who earns $250K–$500K while everyone else just survives, you have to master this: 👉 How to handle objections without triggering defense mechanisms 👈 (We are in a LOW trust environment in 2025. Layoffs, inflation, interest rate whiplash. People are cautious. Buyers are nervous. Budgets are tighter. That creates friction and with it, skepticism.) Because objections are higher now. Resistance is higher. And if you show up with commission breath, it’s game over. Instead, use this: The HEART Framework This is how top reps turn objections into opportunities. (H) Heard Don’t rush. Don’t rebut. First, make your buyer feel safe. Acknowledge their concern without trying to “solve” it immediately. Example: “I totally appreciate that. Thanks for being honest.” (E) Elaborate Go deeper. Ask questions to surface the root issue, not just the symptom. Use soft tone and pacing to create psychological safety. Try: “Can you tell me more about that?” or “What’s behind that concern for you?” (A) Aside from that Isolate the objection. You want clarity, not confusion. Ask: “Aside from [X], is there anything else holding you back from feeling 100% confident?” (R) Reclarify Value Shift focus. Bring them back to what they liked about your solution. Ask: “Before we dive back into that concern, what stood out to you the most about what we’ve discussed so far?” (T) Transition Now you address the root objection with context. Pull from earlier discovery. Reference past failed solutions. Let them convince themselves. “You mentioned trying X for 6 months with no results. What do you think would change if you kept going down that path?” This isn’t persuasion. It’s precision. Done right, your buyer talks themselves into the close. But here’s the deeper point: If you can stay calm, curious, and service driven when everyone else is pushing discounts, you win. And not just this quarter. You win for life. — Hey Sales Leaders… want to get your team through this TOUGH market? We should talk. I can train your team with our proven repeatable sales systems: https://lnkd.in/eaibeK8q

Nothing is worse in sales than the horrendous final-hour flip-flop in a deal. Your champion is all-in. Procurement is aligned. The finish line is right there. And then—BOOM. Suddenly, it’s: - We need to revisit the budget.” - “Another team needs to weigh in.” - “We’re pausing all decisions for now.” What happened? Fear kicked in. I’m a big believer in controlling what you can control. Sales is full of unpredictable twists, and I was reminded of that while playing the Qwilr Sales Madness Bracket (which, let’s be honest, is way too real). There are plenty of things outside our control in sales, but some things hit harder than others. For me, the Final Four came down to: 🏀 Final-Hour Flip-Flops 💰 Commission Chaos 📑 Redline Roadblocks 📉 Quota Impossible And my winner? Final-Hour Flip-Flops. Hands down. Here’s why: At the last minute, buyers get cold feet because: - They didn’t fully believe the ROI. - They’re worried about internal backlash. - They don’t want to be the one who champions a deal… and watches it fail. So how do you prevent last-minute deal meltdowns? 1. Pre-close before the close. Weeks before signing, ask: “Are there any hidden approvals or concerns we haven’t covered yet?” 2. Get executive buy-in early. If leadership only sees the contract at the 11th hour, they’ll hit pause. Involve them in the value conversation before it’s too late. 3. Make inaction feel riskier than action. If the buyer waits, what’s the real cost? Highlight lost revenue, inefficiencies, or competitive threats. 4. De-risk the decision. Crawl-walk-run. No one wants a massive overnight transformation. Show a phased rollout to ease adoption fears. Final-hour flip-flops aren’t random. They’re a symptom of uncertainty. The best sellers don’t just push urgency—they remove excuses. Wan't to see who your March Madness champion is? In the spirit of March Madness, who is your final four and your clear winner of sales frustrations....Play the game and share your results. Click the link in my comments and come play with us!

"After you tell them the price, shut up" ^Easier said than done.  Here's how I coach reps to stay silent after giving price: 𝟭. 𝗘𝘅𝗽𝗹𝗮𝗶𝗻 𝗽𝗿𝗶𝗰𝗲 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲 𝗯𝗲𝗳𝗼𝗿𝗲 𝗽𝗿𝗶𝗰𝗲 𝗮𝗺𝗼𝘂𝗻𝘁: Before getting into dollars & cents, you need to give your prospect full context for what those dollars & cents actually mean. Explain the details like: Pricing model (license-based, flat fee, time & materials), implementation costs, data migration, # of packages offered, contract term etc This way, when you tell them what everything costs, they actually have context for what $5,450/month actually means for them. Number one reason I see people not "shut up" after giving price is that they've not explained structure first. This often results in over-explaining/trying to justify costs because you didn't do that upfront. 𝟮. 𝗕𝗿𝗶𝗻𝗴 𝗮 𝗰𝘂𝗽 𝗼𝗳 𝘄𝗮𝘁𝗲𝗿 𝘁𝗼 𝘁𝗵𝗲 𝗰𝗮𝗹𝗹: Seasoned buyers want you to negotiate against yourself. So they'll stay quiet after you tell them the price, hoping to rattle you. It can be really hard to stay silent after quoting someone more than your monthly mortgage payment. But you need to get their reaction to the price you just quoted. You won't get that if YOU keep blabbing. One thing that's helped me is to literally bring a tall glass of water to proposal calls. After you say the price, force yourself to take a big sip. Hard to keep talking with water in your mouth... 𝟯. 𝗣𝘂𝘁 𝘆𝗼𝘂𝗿𝘀𝗲𝗹𝗳 𝗼𝗻 𝗺𝘂𝘁𝗲: Signals to the other person that it's their turn to talk. (You want to get their reaction to the price) 𝟰. 𝗪𝗿𝗶𝘁𝗲 𝗻𝗼𝘁𝗲𝘀 𝗶𝗻𝘀𝘁𝗲𝗮𝗱 𝗼𝗳 𝘁𝗮𝗹𝗸𝗶𝗻𝗴: I've seen reps who literally look down at their notepad and write out notes from the call as a mechanism to keep themselves silent while they wait for their buyer to react. I like this one because it gives you a "distraction" to do instead of continuing to justify your quote. --- As you get more seasoned as a seller, you'll learn to stop overthinking pricing and will gain confidence in the value of what you sell. But for newer sellers, these tips may help you keep your cool when quoting big. What other advice would you give a newer seller about presenting price?

Ethical sales hacks I know now I wish I knew starting out: (Here's how to keep the ball in the air long enough to score) ➠ 𝗧𝗵𝗲 𝗙𝗼𝘂𝗻𝗱𝗮𝘁𝗶𝗼𝗻 𝗼𝗳 𝗧𝗿𝘂𝘀𝘁: Building trust isn't just good ethics, it's good business. Early in my career, I learned hard sales might bring quick wins, but trust wins the marathon. Here’s how: • Reputation • Consistency • Authenticity • Transparency ➠ 𝗟𝗶𝘀𝘁𝗲𝗻𝗶𝗻𝗴 𝗢𝘃𝗲𝗿 𝗧𝗮𝗹𝗸𝗶𝗻𝗴: Listening more than talking is a game-changer. Stop thinking about what you’re going to say next. There is nothing more important than giving your full attention to the person in front of you. It's not about convincing; it's about understanding needs and providing solutions: • Active listening • Tailored solutions • Clarifying questions ➠ 𝗩𝗮𝗹𝘂𝗲 𝗕𝗲𝗳𝗼𝗿𝗲 𝘁𝗵𝗲 𝗦𝗮𝗹𝗲: I used to think closing was everything. Now I know providing value upfront builds stronger, lasting relationships: • Build credibility • Share knowledge • Solve a small problem for free Prove you can help by actually helping. ➠ 𝗛𝗼𝗻𝗲𝘀𝘁𝘆 𝗶𝗻 𝗡𝗲𝗴𝗼𝘁𝗶𝗮𝘁𝗶𝗼𝗻: In negotiations, honesty creates more than deals—it builds bridges. Overselling or hiding facts can backfire: • Be upfront about limits • Seek win-win outcomes • Don't promise what you can't deliver How you do one thing is how you do everything. ➠ 𝗥𝗲𝘀𝗽𝗲𝗰𝘁𝗶𝗻𝗴 𝘁𝗵𝗲 ‘𝗡𝗼': Respecting a ‘no’ can be more powerful than pushing a yes. It shows respect and leaves the door open for future opportunities: • Long-term mindset • Respect boundaries • No means not now, not never Don’t ignore them though, there’s nothing wrong with reaching out in the future. There’s nothing better than circling back to share some new info and picking up a new client in the same stride. ➠ 𝗘𝗱𝘂𝗰𝗮𝘁𝗲, 𝗗𝗼𝗻’𝘁 𝗠𝗮𝗻𝗶𝗽𝘂𝗹𝗮𝘁𝗲: Education is the heart of ethical selling. Help clients make informed decisions, rather than pushing for a sale with: • Clear explanations • Informative content • Honesty about pros and cons And moreover, shine a light on new problems they’ll have to deal with after experiencing your product or service. That’s growth—solve one problem and unlock a new better one. Rinse and repeat. ➠ 𝗧𝗵𝗲 𝗣𝗼𝘄𝗲𝗿 𝗼𝗳 𝗣𝗮𝘁𝗶𝗲𝗻𝗰𝗲: Patience in sales was a tough lesson. Rushing clients can lead to resentment. Time can be a powerful tool in building desire and trust: • Don’t rush decisions • Follow-up, don’t push • Build relationships over time ➠ 𝗥𝗲𝗳𝗹𝗲𝗰𝘁𝗶𝗻𝗴 𝗮𝗻𝗱 𝗔𝗱𝗮𝗽𝘁𝗶𝗻𝗴: Ethical sales is about constant learning and adapting. Reflect on your interactions, seek feedback, and always aim to improve with: • Self-reflection • Constructive feedback • Continuous improvement 𝗘𝘁𝗵𝗶𝗰𝗮𝗹 𝘀𝗲𝗹𝗹𝗶𝗻𝗴 𝗶𝘀𝗻'𝘁 𝗮 𝘁𝗮𝗰𝘁𝗶𝗰; 𝗶𝘁'𝘀 𝗮 𝗽𝗵𝗶𝗹𝗼𝘀𝗼𝗽𝗵𝘆. It’s about doing right by your clients and yourself, building a business that stands the test of time. What’s your take on ethical selling? 💬 (Tell me below) ↓

Negotiation tactics we used to decrease our SaaS spend by 30% in the last year: It’s amazing to me how much room there is in SaaS pricing. The price is not the price is not the price. You can always negotiate, and there are often loopholes that can save you a ton of money. Here are some of them: - Cancel the renewal before the negotiation. We send cancellation notices to our biggest opportunity negotiations months in advance, and tell them that we will only renew upon having a new deal. Often, account reps can provide special discounts for “at risk” clients. - Get your usage data. We always dig through our data before a negotiation. If our usage is lower than expected, we use that as leverage. For example, our hiring has gone down by about 60% post-ZIRP, but we still paid the same annual price for our applicant tracking system. We showed them the data and made it clear the software wasn’t worth what we were paying. - Be nice. Honestly, sometimes I get frustrated because I know I’m getting the runaround. Every time I do, it backfires. When I’m on my A-game, I’m nice - I tell them I love their software, it is useful, but we just don’t have as much of a need right now. It’s not you, it’s me. I do tell the truth, though, so they know I’m genuine with my praise and critiques. - Compare their costs to other options. There are 3 different types of comparisons: 1) direct competitors. Just call them and get a quote. 2) indirect competitors. Oftentimes another company offers a “basic” version of the software you’re using, so you can use that as leverage: “we don’t need an applicant tracking system because we already pay for Notion”. 3) budget competitors. Compare the pricing of x subscription with y subscription. We regularly compare unrelated products and say: you are the 2nd highest cost product we use, even though you aren’t the 2nd most valuable to us. - Ask 3x. You almost always have to negotiate at least three times to get the best deal. It doesn’t work with every company, but most account reps have latitude and at some point you’re not worth their time. Take advantage and just make sure you press multiple times in a row instead of taking the first offer. I’m surprised at how often we get our way in these negotiations. Sometimes I step in as the founder, but now my team has watched this playbook and gets the same results on their own. You don’t need to be a founder or a business unit leader to do this: act like an owner and make sure your company isn’t wasting money!

Struggling with prospects saying “It’s too expensive” or “We don’t have the budget”? Let me share how I handle these objections I tackle them with empathy and by becoming a trusted partner not “just another salesperson” 🤝 1. Active listening When a prospect says “It’s too expensive” I listen carefully. I don’t interrupt or rush to defend the price. I show I understand their concern - Tip: Instead of jumping to justify the price I validate their feelings. “I understand that budget is a big concern. Can you tell me more about what you're comparing this to?” 2. Ask clarifying questions     I dig deeper to understand the real issue. Sometimes “too expensive” means they don’t see the value yet - Questions I ask:   - “Can you share more about your budget constraints?”   - “What are your main priorities right now?”   - “How does this fit into your overall strategy?” 3. Demonstrate value I shift the conversation from cost to value. I explain how my solution can save them money or drive revenue - Value points:   - “Our lead generation services have helped clients reduce their customer acquisition costs by 20%”   - “Here’s a case study showing how we increased a client’s qualified leads by 30% in just three months” 4. Offer flexible options I show I’m willing to work with them. I offer flexible packages, discounts for longer commitments or trial periods - Examples   - “We can customize a package to fit your budget and goals”   - “How about starting with a 1-month pilot to see the results firsthand?” 5. Build Trust I position myself as a partner who’s there to help - not just sell. I share insights, provide value and show genuine interest in their success - Action steps   - I send relevant articles or resources   - I schedule follow up meetings to address their ongoing needs   - I’m transparent about what my solution can and can’t do Example dialogue Prospect: “It’s too expensive.” Me: “I get it budgets are tight. Can you tell me what your top priorities are right now? Maybe we can find a way to make our solution fit those needs” Prospect: “We don’t have any budget left” Me: “I hear you. How do you usually split up your budget? Let’s see if there’s a way to get the most value out of what you’ve got” Handling budget objections with empathy and a consultative approach not only helps me close deals but also builds long term relationships Remember it’s not just about the sale - it’s about being a trusted advisor P.S. What’s your go-to strategy for handling budget objections? Share in the comments and let’s help each other out!

I often find myself talking about similar topics - and even saying the exact same thing - over a week or so, even with different people and situations. The topic on repeat this week is relationship building. I've observed that people think they can - or should - close a deal in one interaction. It's all about speed and efficiency, which can, frankly, come across as cold and desperate. Their mindset is solely on the final outcome - securing investment, signing a large customer, or finalizing a partnership - so the pressure is too intense. But that first interaction - a DM, email, chance meeting at a networking event - is JUST that: a first interaction. And the truth is, no one is ever signing on the dotted line or wiring money immediately following the first handshake or DM. 🎯 First goal: Get a meeting Go into that first interaction with the sole goal of getting a formal meeting. Give them enough information to be interested, and leave them wanting more. 🎯 Second goal: Get a second meeting Come to that first meeting prepared. Bring questions for them and be prepared with answers you expect for theirs. Have an agenda. Make it clear you're not wasting their time. Show respect. Take the time to get to know them and build trust. Don't be afraid to ask them something about themselves and share a little bit about you. For example, if you have a dog, that can always be a good icebreaker. Most people love a good dog story, even if they don't have one. 🎯 Third goal: Get a little more in the weeds You're getting a little more friendly and sharing information, so this is when you can start to talk about deal terms and see if you're on the same page. But don't forget about the human. Is this someone you can see yourself in a long-term relationship with? Is this someone you really want to do business with? Do you have a good feeling about them? Would you recommend them to your best friend of 30 years or another person you really respect? Would you risk your reputation for them? Do you want to go out and have a Blood Monkey Gin cocktail with them? 🎯 Fourth goal (and beyond): Get a deal on the table If you like the vibes, have built rapport, and want to do the deal, start putting it together. This is when you can go into closing mode. Yes, there will be pressure here, but at the same time, the goodwill, trust, and connection have built credibility and should make negotiation smoother. Your gut should still be playing a big part at this stage, and if things feel off, don't ignore it. It's telling you something for a reason. 🎯 Last goal: Done (Dunn?) deal When sorting the final agreements, hopefully, you've established not only a new partner but also a new friend. Yes, you're exchanging money and services, but it's so much better to do that with people you like and trust. And that takes time. A good relationship will last if it has a strong foundation built on many interactions, large and small, over time.

Over a 24-month period at a startup, I closed $5.5 million in ARR. Want to know a secret? I used the same 5-step negotiation framework every time. 𝗦𝘁𝗲𝗽 𝟭: 𝗞𝗻𝗼𝘄 𝘆𝗼𝘂𝗿 𝘁𝗼𝗽 𝟯-𝟱 𝗻𝗲𝗴𝗼𝘁𝗶𝗮𝘁𝗶𝗼𝗻𝘀 𝗹𝗲𝘃𝗲𝗿𝘀 These can be based on: • Volume • When the deal closes • Length of the deal (e.g. 2-year deal vs. 3-year deal) • When you get paid (Net 30, 60, 90) I use a slide to present these items. Give them options (besides discount) 𝗦𝘁𝗲𝗽 𝟮: 𝗨𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱 𝘄𝗵𝗮𝘁 𝗶𝘀 𝗶𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝘁 𝘁𝗼 𝘁𝗵𝗲𝗺 Throughout the deal process, gather information from them that you can use in negotiations later. Example: “My VP really cares about adoption” In this case, you can make a price adjustment on professional services around adoption. 𝗦𝘁𝗲𝗽 𝟯: 𝗨𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱 𝘁𝗵𝗮𝘁 𝗻𝗲𝗴𝗼𝘁𝗶𝗮𝘁𝗶𝗼𝗻 𝗶𝘀𝗻’𝘁 𝟭 𝗰𝗮𝗹𝗹 Too often we see reps trying to finish a negotiation in 1 call. This tends to lead to reps negotiating with themselves. Don’t give anything away without getting something in return. 𝗦𝘁𝗲𝗽 𝟰: 𝗟𝗲𝘃𝗲𝗿𝗮𝗴𝗲 𝘆𝗼𝘂𝗿 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲𝘀 𝗶𝗻 𝗻𝗲𝗴𝗼𝘁𝗶𝗮𝘁𝗶𝗼𝗻𝘀 Executives would prefer negotiating with other executives. Leverage other executives in a negotiation when possible. Before adding them to a negotiation call, brief them. 𝗦𝘁𝗲𝗽 𝟱: 𝗙𝗶𝗻𝗮𝗹𝗹𝘆, 𝗴𝗲𝘁 𝗼𝗻 𝗰𝗮𝗹𝗹 𝘄𝗶𝘁𝗵 𝘁𝗵𝗲 𝗽𝗿𝗼𝘀𝗽𝗲𝗰𝘁 𝗮𝗻𝗱... 1. Get all negotiation items out (steps 1-4 above) 2. Repeat/Ask what you heard. "So if I got it right you want ____ Is there anything else?" 3. Prioritize the issues. "Let me ask, what is most important to you price or..." 4. Qualify the decision maker. If we come to an agreement today can you make the decision by (today)? 5. Make the offer. Be clear, confident, and concise. 6. Listen and repeat their counter-offer. 7. Ask for the deal and add an expiration date. 8. Agree to consequences if the expiration date is not met. 9. Confirm your conversation with an email: "Per our conversation, we agreed to ____ did I get that right?" 10. Once they've agreed in writing follow up with contract: "As discussed in the email in which we agreed to" 𝗧𝗵𝗲𝗿𝗲 𝘆𝗼𝘂 𝗵𝗮𝘃𝗲 𝗶𝘁! My 5-step Negotiation Framework. Two final thoughts: • Don’t rush the process, you’ll end up negotiating against yourself • Understand your negotiation levers ahead of time P.S. The waitlist for our 4,000+ member LinkedIn Growth Accelerator is now open: https://www.brand30.io/

I asked a salesperson for the price. I was taken back by their response: “Let’s hold off on that until I learn more about your situation and show you the demo. I want you to see the value first.” The problem? I’ve done research. I can’t determine value without price. Salespeople don’t determine value, buyers do. When you hold price hostage you destroy trust. Why? Prospects think you’re hiding something. So if a prospect asks for the price, tell them the price, even if it’s a range. Like this: Prospect: “What’s the price?” Salesperson: “There are a few variables but typically companies invest between X and Y. Can you see yourself falling in that range?” Then shut the front door. If your prospect doesn’t bring up the price bring it up early. Like this: “Can I ask you a direct question?” “I don't want to do you a disservice by wasting your time doing a demo, only for us to realize that although you like what you see we’re not fit because we’re too expensive. So based on what you told me so far, would it be okay if I ran some numbers by you?” Price conveys certainty. The shift? Hold price hostage —> Set price free

Top problem I predict in sales for 2024: Low "early stage" deal conversion. "We're struggling to convert our stage 1 deals to stage 2." I heard this 30x from sales leaders in the last couple months. I hear it even more now. 4 reasons your 'early stage' deals aren't converting: 1. you aren't finding/building pain 2. you're talking to the wrong person 3. you don't control the sales process 4. they aren't qualified, plain and simple I can't help you with the last one. But let's tackle the first three. 1. You aren't finding/building pain. If this is happening, there are three things you need to get right: - find pain - build pain - quantify pain Those are related, but different tasks. Try asking your buyer these questions: FIND PAIN: "What's going on in your business that's driving this to be a priority?" BUILD PAIN: "What are the ripple effects and ramifications this challenge is having throughout the business?" QUANTIFY PAIN: "What metric is suffering most as a result of these challenges, and what would you estimate that to be worth?" Grab more questions here if you need 'em: https://lnkd.in/g-VRcCsq 2. You're talking to the wrong person. No need to give up just because it's the wrong person. Work with them to get to the right person. Try what I call asking "who-based impact questions": "Who else is affected by these challenges and how?" [Let them explain] "Given how they're impacted, does it feel fair to them that we include them a few steps from now, assuming I've earned the right to ask for that with you?" That's a good start... But here are 3 more tips on gaining access to the right person: https://lnkd.in/gywaVAZF 3. You don't control the sales process. The key is to know the buying process so you can align (and control) your sales process. Ask these: "What steps do you and your company need to take to have a confident evaluation of this?" "In addition to you, who is involved in each of those steps and how?" "What time pressures are driving you to take these steps?" Then 'co-create' the answers into a mutual success plan. Ok. That's all for now. Much more to say on this topic. But hopefully this gets us started. P.S. If you're struggling with deals "slipping" at the end of the month, here's 10 FREE closing motion scripts to close SaaS deals faster: https://lnkd.in/gtxYd9Vs