Your sales pitch is constantly undermined by a team member. How do you regain control and close the deal?
If a colleague's interjections are derailing your sales pitch, it's time to reassert your strategy with tact. Here's how to regain control and seal the deal:
- Address concerns directly by inviting your team member to discuss their points in a separate meeting.
- Re-establish ground rules before pitches, clarifying roles and speaking turns.
- Use positive reinforcement, acknowledging their contributions while steering the conversation back on track.
Have you faced similar challenges? How did you handle them?
Your sales pitch is constantly undermined by a team member. How do you regain control and close the deal?
If a colleague's interjections are derailing your sales pitch, it's time to reassert your strategy with tact. Here's how to regain control and seal the deal:
- Address concerns directly by inviting your team member to discuss their points in a separate meeting.
- Re-establish ground rules before pitches, clarifying roles and speaking turns.
- Use positive reinforcement, acknowledging their contributions while steering the conversation back on track.
Have you faced similar challenges? How did you handle them?
-
In my journey as a sales leader, I encountered a challenge that tested my resilience, the constant undermining of my sales pitch by a team member. I took a step back to analyze the dynamics within my team, understanding the root cause of the undermining behavior. Communication became my ally. I prioritized open dialogues, addressing concerns without assigning blame. This fostered a culture where each voice, including mine, was heard and respected. I refined my pitch by integrating feedback, ensuring it resonated with our clients' needs. This transformation reignited my confidence and strengthened my authority. I collaborated closely with my team member, aligning our goals and emphasizing our shared successes.
-
The two principles to consider: 1. First who, then what - the right people on the bus. 2. Listen to understand, not to respond. If the insights are valuable they should be heard, the feedback measured and potentially implemented. Use other team members to clarify if the feedback is valid to remove bias. There also needs to be a review of the feedback loop, how are ideas presented and implemented. “Undermining” is never a positive in a team environment, if there is no formal process to provide feedback, the process is the issue. If the team member requires some coaching on how to provide feedback follow this route. If the team member cannot adjust their method they may be the wrong person and be detrimental to culture.