How to ask questions
Stop asking what their biggest challenge is. Use this exact framework to make them uncover their own pain.
Most salespeople ask bad questions.
They ask what they think they're supposed to ask. They ask the same questions to everyone. They ask "What's your biggest challenge?" and the person gives a one word answer and they're stuck.
A good question moves the conversation forward.
There's a structure to this.
In the beginning, you ask consultative questions. You're trying to understand what's going on beneath the surface.
They know they have a problem but they don't fully understand the dimensions of it or the cost of it. Your questions help them articulate it.
A bad consultative question sounds like "Are you happy with your current situation?" They'll just say yes or no.
A good consultative question sounds like "What's been the hardest part of dealing with that?" This forces them to think. It forces them to access the emotional reality.
The pattern is this.
Start broad. What's been going on with your career? Then get specific. What about that has been frustrating? Then get emotional. How has that affected your confidence? Then get honest. What do you think is stopping you?
Listen more than you talk. When they answer, sit with it. Ask a follow up. Most people are not used to being truly listened to in a sales conversation. When you listen, it changes the dynamic. They feel heard. They open up.
People don't buy based on how bad the problem is objectively. They buy based on how much they feel the problem. And they only feel it when they've articulated it themselves.
If you tell them their situation is bad, they'll defend it. They'll come up with reasons it's not that bad.
If they tell themselves their situation is bad and articulate the cost, they're ready to solve it.
The second type of question happens in the middle. These are pattern questions.
You're trying to understand how they think about the problem. What do they believe about what's possible?
If someone says "I'm not smart enough to make the jump to tech," you don't say "Actually you are, lots of people have."
You ask "Where do you think that belief comes from?" They tell you.
Then "Has that belief been tested? Have you tried to learn something hard and failed or is this something you've just assumed?"
They think about it. Maybe they realize they've never tried. Maybe they realize the belief is old. Maybe they realize they're protecting themselves.
These questions reveal what's stopping them.
The third type happens near the close. These are confirmation questions.
"Does it make sense to you why this would help?" Or "If this worked the way I'm describing, would that change things?"
These move people closer to commitment incrementally.
The progression matters.
Consult to pattern to confirmation. If you skip it or jump around, it doesn't work.
You're gathering information early. You're understanding their beliefs in the middle. You're moving toward commitment at the end.
Know when to transition. You transition from consultative when you have a clear picture of their situation. They've articulated the problem. They've felt it.
You transition from pattern questions when they've started to open. When they're considering that something serious needs to happen.
You transition to confirmation questions when they've signaled they're ready. They start asking you questions. They start thinking about how something might work.