The importance of repeating what could go wrong · The Sales Blog

My instructor gave me very clear instructions. He said, "Pull the accelerator toward you." I barely moved it and the plane started nudging toward the front. He said no. Shoot thoroughly. I was trying to follow his instructions and managed to pull him halfway, the plane picking up speed. the plane jumped ahead, gaining speed. I pulled on the yoke, as he had ordered, and we were flying.

Ten minutes later, my instructor explained what we would do next. He said, "We are now going to take off from the plane." That did not sound very positive, since we were a few thousand feet above the surface of the Earth. I asked, "Why would you do that? Why stall the plane? His response did not make me feel better. He replied, "Sometimes the planes go off and if you do not know what to do, you can turn the aircraft around and turn around in the ground."

To get a plane, you just have to climb at a rate higher than its capacity. The plane goes loose and wobbles, and the alarms begin to scream. Your instinct is to withdraw, which is exactly the wrong thing to do. The good thing to do is push the yoke forward, and it improves everything very quickly. We did it several times and the instructor told me that we would practice it every lesson. If something should happen, you want to make the right choice by reflex.

Vendors (and their managers, managers, and businesses) complain about scripts and role plays. They are also constantly on the same ground talking about this objection or this unreasonable challenge of the client. They tell of their ongoing struggle with unfulfilled commitments and darkening clients, as if there was no way to improve their bottom line.

Why not work with the common conversations they have with their clients to ensure they create the most value for their client while creating a preference for working with them?

How could we hurt by repeating their answers to the most common concerns that the clients of their dreams will face to ensure they can solve them effectively, if it is possible to do so?

Why fly and see for the first time the words that come out of your mouth when your client challenges you? Why repeat what has not worked for you before, when you can get new language choices that improve your performance in front of the client of your dreams, the same performance in which they try to determine if they should work with you on your competitors?

If you are continually challenged by the same scenario, this is not the hard-to-blame scenario. It's your lack of improvement in your ability to manage it effectively.

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