“This is a very high price,” Rhonda said as she looked at Tom’s proposal.

Tom didn’t expect the resistance he was getting from Rhonda, the vice president of his organization. Tom had just been promoted to manager of a small team and was there to make a splash in the organization. He unveiled a bold proposal to implement new business software that would replace an existing system that had been in place for several years.

“Yes, it’s a high price, but this is cutting-edge technology that will help propel us into the future. Our current system uses old technology that will be obsolete. Now is the time to act.”

“But what we have works and is stable,” Rhonda said.

Tom’s frustration grew with Rhonda’s resistance. “Yes, today it’s working, but what about tomorrow?” Tom asked.

Rhonda looked at her watch. “Tom, we’re almost on time. Let me give you a little training.” Rhonda loved cultivating her personality and used situations like this as teachable moments.

“Um, okay,” Tom said.

“I love your passion and creativity. Those attributes will serve you well as you advance in your career. Do you want to know where you went wrong with this proposal?”

“Safe.”

“You presented a solution with no problem.”

“Well, I…” Tom stuttered as he flipped through his slides.

Ronda stood up. “It’s not there, Tom. If you want to sell a solution, you have to clearly articulate the problem you’re trying to solve. Give it some thought, okay?”

“I will. Thanks, Rhonda.”

“Take care,” Rhonda said as she left the room.

Sell ​​toll 2: I recognize the problem

Once you’ve passed toll 1, I think that’s believable, now you have to convince the executive that there’s a problem. This is where the facts and objective data take center stage. The key here is balance. If it comes off like the black-and-white opening scene in an infomercial with a person feigning utter disgust while trying to peel a potato, then he’ll be seen as jaded and will undermine his own credibility.

Also key to explaining the problem is articulating the consequences of not addressing the problem. When an executive not only understands what the problem is, but also has a clear picture of the tangible consequences of not addressing it, he has been able to explain what the problem is and why it is important to address it.

So what if what you’re trying to sell isn’t a problem that needs solving but an opportunity that needs to be seized? The approach is no different. Support the opportunity with facts and objective data and explain the consequences in terms of what happens if the opportunity is not taken.

As with toll 1, look for positive commitment from the executive. Confrontation over the problem statement could mean that you have not convinced the executive that a problem exists, and silence on the part of the executive could be a sign of disinterest.

~~~~~

Executives live in a world of problems to solve, constantly having to decide which problems to tackle and which to put on the back burner. If you want your executive to take action, you need to convince him that not only is there a problem, but that it’s worth addressing. The next time you propose a solution, take the deliberate step of clearly articulating the problem you’re trying to solve.

We have gone through two tolls so far:

• Tollgate 1: I think you’re believable
• Tollgate 2: I recognize the problem

The following is part 3 of The 5 tolls of the sale.