By Scott Gillum
Estimated read time: 5 Minutes
This is the first of four part series on how to navigate decision making blockers.
We’ve all experienced them, in our personal and professional lives – people whose first reaction to anything is to say “no.” For me, it was my father. I knew if I wanted to do anything or go anywhere as a teenager, it was going to be a battle.
“Blockers” come in all shapes and sizes. Most are born that way, others react to a situation or information, while others are of our own making. After studying how buyers behave in the purchase decision making process for the last three years, here’s what we’ve learned about how to make progress with Challenger personality types.
Challengers are skeptics
My dad is a Challenger. After saying no, he would follow up with asking why I needed or wanted to do something or go somewhere. Eventually, I figured out how to make a convincing case for myself through many frustrating years of trial and error.
I eventually realized that if I want the car to do something on the weekend, I’d have to start on Monday. Expecting a “no,” I’d come back with an argument (that would benefit him) on Wednesday, then involve my Mom on Thursday, and then by Saturday I’d be in the car on my way to the mall.
Much like my father to me, challengers are the scariest and most difficult buyers for young and inexperienced reps, for a number of reasons.
First, they don’t realize the “objections” they’re hearing are actually the Challenger’s way of gathering information. If they are actively engaging in a back and forth discussion, that is progress. When they stop challenging you, then you’ve lost them.
Second, reps have a tendency to give up mainly because they’ve run out of answers. You need to prepare for a duel, and arm yourself with the facts. Their goal is to exhaust you.
If you are currently blocked by a Challenger, you most likely haven’t convinced them of one or more of the following; 1) there is a valid need; 2) your solution is credible and best fits the need, and/or 3) the investment (including time) is worth the return/effort.
Here’s what you need to do next
- Your homework. Credibility is everything when wrestling with a Challenger. if you have not done your research on the company’s issues/needs and the Challenger, you need to do that immediately. Without it, you’re in a knife fight without a weapon.
- Do not use the words “new,” “innovative” or make claims that you cannot support with data or research. Again, this relates to your credibility. Give them an “anchor” reference. Instead of saying this will “revolutionize the way you do…” instead say “this is an evolution of the existing XXX but improves its functionality in these areas” and be specific. If you cannot solidly state or source evidence that it improves those areas…then don’t mention it. Also, have references of clients that have experienced those improvements ready to go.
- Talk moderate downside improvement vs large upside potential. One of the things that immediately shoots sales people in the foot is to make a claim that is too bold (improve productivity by 40%, increase profits by 100%, ROI’s of 400%) Being born skeptics, Challengers immediately will try to match your claim with their own beliefs and experience. Not only will they challenge your claim, they’ll pick apart, and it will go downhill from here. This is a sport for them. Instead, talk about risk reduction and/or cost savings. Buyers are much more open to believing the value and credibility of smaller claims related to risk reduction rather than large returns on investment or time.
- Never offer an opinion, instead lean in on making a logical argument. Your opinion doesn’t matter to them unless you’re credible (one of the reasons why they’re a challenger for young and inexperienced reps). Your response to their first question will determine whether you’re worth their time. Know that, and be ready. Lay out a logical argument that is relatable and believable. “Dad, I need to be at an event on Friday night, if I don’t have the car, then you’ll have to drive me.” Give them the opportunity, through options, to answer, or make the decision for themselves. (After a long work week, does my Dad really want to have to drive me across town at 7:30 pm on a Friday?)
- Prepare for a journey. Challengers are often the last hurdle to overcome, don’t let them stand the way of your deal. As I mentioned earlier, their goal is to outduel you. Do a dry run internally and anticipate where they will attack, get armed with data, research, use cases and references.
- Use other people in the buyer group to help sell them. Locate an “influencer” in the organization and arm them with the information they’ll need to advocate for your solution. Influencers enjoy the dance as much as the Challenger, but they are better at selling ideas than the Challenger is at rejecting them.
Are they really worth the trouble? Yes, Interestingly enough, once convinced these natural born skeptics will be one of your best advocates, and are the most powerful movers of the buyer group.
Why? Other members of the buying group are keenly aware of their skepticism, and as a result, they default to them as sort of a “due diligence officer.” Once the Challenger is convinced, the others fail in line.
Lastly, if you are in certain sectors of technology, finance and life science industries know that every other person you speak with may be one of these personality types. There are no easy wins. Do your homework, stay persistent and win these people over because if you do – they’ll also be your most loyal customer.
