Very few of us have a one-step sales process, and even fewer buyers have a one-step buying process. As a result, we often experience one or more time lags between conversations with our prospects. For instance, even in a successful sales call – one where you and the prospect decide to do business – you would typically end the meeting, write the proposal or contract, and then submit it for a signature. Or perhaps you come to agreement with the decision-maker, but then must meet with the board of directors or technical team to learn whether there are any showstoppers that cannot be overcome. And of course, there's always the time lag between the phone call during which you make the first sales appointment and the appointment itself.

So, what questions must you answer before you enter your prospect's office?

• What have I planned in advance to make the most of these sales transitions?
• What, exactly, am I going to do when I end one conversation, so that the result of the next conversation is better?  
• When a sales process ends in a "No thank you," what will I do after that to generate another sales opportunity at a later date?  
• Have I organized my sales transitions?

If your answer to the last question is "Nope," then at least you have lots of company. I've worked with hundreds of salespeople over the years, and I've yet to meet one who used anything but a fly-by-the-seat-of-one's-pants process for sales transitions. The good news is, organizing your sales transitions is as easy as one, two, three.

One: Secure Conditional Commitments

Whenever a conversation ends, and you've made a mutual commitment, always get a conditional commitment for the next step.

Proposal Example: "I guess my next step is to write this in the form of a proposal. I can have that on your desk in two days. When you get it, if it contains everything we discussed today – meaning all your conditions for a successful project and mine – what will you do?" (Unless you're happy with the prospect's answer, do not write the proposal.)

Board Of Directors Example: "I can be here next Tuesday from 9 to 10 a.m. for the presentation to the board. However, assuming that goes well, after that meeting I'll need to get back together with you for an hour to discuss any suggestions they have or changes that must be made, and to finalize our agreement. Can we set that appointment up now?" (If the prospect isn't willing to meet with you after your presentation, then don't do the presentation.)

First Sales Appointment Example: "I'll see you Friday at 2 p.m. for a one-hour meeting. One last question before I hang up – When we meet, if what I show you meets your conditions for a successful project, what will you do?" (Again, unless you're happy with your prospect's response, cancel the appointment.)

Getting conditional commitments during every transition will dramatically increase your results and eliminate a ton of time you would have otherwise wasted.

Note: Always confirm conditional commitments at the beginning of the next step: "When we spoke on the phone, you agreed that if what I show you met your conditions for a successful project, we'd do business. Has anything changed?" (In Honest Selling, you never make one-sided commitments. So if something changed, and you are not happy with the change, cancel the meeting and make your exit.)

Two: Keep The Ball In Your Court

At some point in every process, the prospect will be responsible for doing something, such as signing the proposal I mentioned above. In that case, the proverbial "ball" is in the prospect's court. If you leave it that way, a prospect will occasionally drop that ball, and then you're left to decide what to do next, which can be very stressful, because money is on the line, and you don't want to make a mistake that upsets your prospect.

To eliminate the stress that occurs when a prospect drops the ball, always prearrange your actions. ("Joe" is your prospect.)

You: "… and my next step is to write this in the form of a proposal. I can have that on your desk in two days. When you get it, if it contains everything we discussed today – meaning all your conditions for a successful project and mine – what will you do?"

Joe: "If it has what we discussed, I'll sign it and send it to you, so we can get going."

You: "Great. How long do you think that will take?"

Joe: "Not more than a week."

You: "Okay. I always like to know in advance what to do in every situation, so how about this? If I don't hear from you by August 6 [one week and two days from when Joe will get the proposal], I'll give you a call to see what's up. Is that okay?"

Joe: "Sure." [I've never had anyone balk at my being thorough.]

Three: Provide Value On The Way Out

Many sales situations will result in finding the reason you should not work with the prospect. In these instances, do your absolute best to find a way to provide value as you make your exit:

• Can you refer a competitor who might be a better fit for Joe and his company?
• Is there an article you can send Joe that will help his brother-in-law (you know, the guy who already has the project sewn up) do a better job?  
• Based on what you just learned, can you give Joe a suggestion that will help him save time hunting for the perfect company to help him solve a problem?

Some of the very best referrals I've gotten came from people with whom I never actually worked, because I figured out ways to provide value on the way out the door.

Smooth and successful sales transitions are just three steps away.

Good luck, and have a great week!

Gill