How Tech Engineers Boost Sales

Table of Contents
Introduction

Strategic Thinking

Tactical Techniques

#Operational Support

#Acknowledgement

Introduction

What this book is and not

"Most careers turn into sales jobs when you get senior enough" - Sam Altman, president of Y-Combinator.

Sales is how a company actually makes money. When money flows in, it’s like a magic-wand that solves all the headaches of a growing business. Sales isn’t just a department; it’s the engine that drives growth and innovation.

When there’s cash in the bank, companies can hire top talent. They can create a vibrant culture that people actually want to be part of. They can build impressive offices with all the bells and whistles. And they can invest in discovering new products and services that boost revenue. But here’s the kicker: none of this happens without sales. Sales is the fuel that powers everything in a company.

Everything in a company is geared toward selling more. When sales are up and revenue is rolling in, every problem seems manageable. But flip the script: when there’s no money, every little issue can spiral out of control to choke and kill the company.

Sales is what proves there’s a demand for what a company offers. If people are willing to pay for it, that’s a good sign. But if sales aren’t happening, the company might as well be an academic research lab—doing all sorts of fancy things that nobody cares about. If no one is buying, you’re just spinning your wheels.

That’s why sales is not just important; it’s absolutely critical for any company. And any sales engineer worth their salt needs to grasp this fundamental truth right from the start.

What is sales? At its core, sales is simply an exchange. You give something of value—like a product or service—and in return, you get money. If there’s no money changing hands, guess what? It’s not a sale. If you’re just handing out your products or services for free, congratulations, you’re running a nonprofit, not a company.

Now, if a customer is giving you money but not getting anything back, that’s more like a donation or a grant. So remember, for a transaction to qualify as a sale, there has to be that clear exchange. And when that happens, customers come with demands. They want quality, specific features, and timely delivery. It’s not just a nice-to-have; it’s a must-have.

Here’s the kicker: the customer decides what’s valuable. You might think your product is the best thing since sliced bread, but if the customer doesn’t see it that way, you’re just another voice in the crowd. They’ll say, "This is what I value, and if you meet that, I’ll hand over my cash." So, a sale boils down to this simple equation: a product or service exchanged for money.

Since sales is the heartbeat of any company, every resource in any organization eventually gets pulled into the sales vortex. As you climb the corporate ladder, you’ll find yourself either joining the sales team—think inside sales, or even the chief sales officer—or you’ll be supporting sales in some way.

If you’re in HR, you’re fielding questions about hiring processes. If you’re in operations, you’re explaining how the company runs and what those margins look like. And if you’re in software engineering? You’re discussing tech stacks and project outcomes. As Sam Altman said, as you rise in your career, you’ll inevitably morph into a sales role.

There is an interesting corollary to the above: if you want to speed up your ascent up the corporate ladder, jump into sales or a sales support role. I’d lean towards sales support because it lets you dive deep into your area of expertise while still backing up the sales team.

When you develop a sales mindset, you become exponentially more valuable. Why? Because you start to understand what customers really want and need. Instead of just throwing out what you know, you work backward from the customer’s perspective. And when you can deliver what they’re looking for, guess what? People start to love you. And when customers love you, promotions follow.

I've been involved in the sales process since I was a junior engineer. My role back then included preparing demos, creating sales decks, and participating in sales presentations. Sometimes, I would just talk about one or two slides, but I was always part of it.

As I progressed in my career, the expectations on me grew. I needed to understand what customers really wanted, not just what they said. I had to figure out how to grab the interest of prospects and decide what to include or leave out in our presentations.

To learn more, I turned to books and courses. I have read some of the popular books on sales:

Almost all of the books I found were aimed at sales teams and salespeople. While they were great reads, they didn't quite help me with what I needed to do. So, I relied on trial and error, talked to the sales team, and took lots of notes on my experiences.

Over the past 15 years, I've been closely involved in sales, shaping conversations with prospects and figuring out how to convert leads. I've learned a lot, including some tough lessons from deals we lost. Throughout this journey, I kept detailed notes, and that's what you'll find in this book.

This book is essentially what I wish I had when I started as a sales engineer. It's written for my younger self, and I hope it helps you avoid the mistakes I made and excel in your role as a sales engineer.

What it is not

This book isn’t about the sales process, generating leads, or structuring sales compensation. There are plenty of other books that cover those topics, and they are mainly aimed at salespeople and sales teams.

Instead, this book focuses on engineers. While I interviewed sales teams and salespeople to understand their expectations of engineers in the sales process, the main audience here is engineers. The goal is to help engineers excel during sales calls so they can better support sales teams in closing big deals.

Sales teams will bring in the new prospects, but it’s up to the engineers to demonstrate to these prospects that they can deliver what the customer needs. This collaboration is crucial for the sales team to successfully close the deal.

This book is specifically for sales engineers, CTOs, and senior technical experts like VPs of Engineering or principal technical architects. It aims to prepare them for sales calls so they can perform effectively. That’s the main focus of this book.

Key Factors for Closing Sales Successfully

When we discuss how to successfully close a sales lead, there are three important factors to consider:

Starting with strategic thinking, I like to think of strategy as using your strengths on the most promising opportunities to reach your goals. When you have a sales lead, you need to evaluate what the opportunity is. Is it about developing a new application? Taking over an existing one? Or managing cloud resources? Once you understand the opportunity, you can put together a set of relevant projects to discuss. This might include a demo for the prospect or showcasing your existing certifications. You gather all this information and take coordinated actions to address that specific opportunity. This could involve your UI/UX team or a technical team providing a demo, for example. By consistently applying these actions, you can work towards achieving your desired outcome.

Next, we have tactical techniques. This refers to how you conduct yourself during lead calls. It includes what words to use, which demos to present, who should speak at different times, and how to handle potential objections. All of this falls under tactical techniques. It’s beneficial to practice these elements so that when you’re on the call, it feels much easier to manage.

Lastly, let’s talk about operational support. This is often overlooked, as people usually focus on strategy and tactics. However, operational support is crucial. As Tom Peters once said, to win a war, you need to have both bullets and toilet paper available at the right time and place. The same principle applies to sales. Your pre-sales team should be able to gather research and create presentation decks. All this support is necessary to ensure you perform well during sales presentations.

To win a sales deal, you need to combine all three elements: strategic thinking, tactical techniques, and operational support.

Who is a sales engineer?

Alright, let’s shine a light on the sales engineer! Now, this isn’t just some fancy title tech companies hand out like candy. A sales engineer is the bridge—the vital link—between the tech world and the sales floor. Picture them as the translators between the “how it works” folks and the “how it benefits you” crowd. And what makes a great sales engineer? Two key skills.

First, they’ve got to be tech-savvy—real tech-savvy. We’re talking about more than just knowing a few terms here and there. Ideally, they’ve got hands-on experience building applications. Full-stack ones, if possible. So, they’ve navigated the front end, wrangled the back end, worked with databases, and maybe even tinkered with mobile apps. They should be comfortable with cloud providers, APIs, and the whole nine yards. Now, don’t think they’re writing code every day, but they should know how it all fits together, so when the back-end team talks shop, our sales engineer is right there nodding along, asking sharp questions, and handling any curveballs a client throws during a call.

Next up—storytelling. And we’re not talking about fairy tales; this is about reading the room and speaking their language. If you’re in a meeting with tech pros, go ahead and dive into the details, don the jargon hat, and break down the nitty-gritty. But if you’re chatting with business folks, pull back on the tech talk and switch into plain language that shows the “what’s in it for me” side of things.

To pull this off, a sales engineer needs a strong vocabulary and the ability to think on their feet. If a tough question comes their way, they don’t flinch. Instead, they handle it with ease, keeping the conversation flowing and the trust intact.

So, who is a sales engineer? They’re a tech-savvy storyteller who knows how to speak to every audience, blending technical know-how with people skills to bring everyone onto the same page. That’s the magic of being a sales engineer: they’ve got the art of tech and talk down pat!

Strategic Thinking

Why a structured approach is required for closing sales

Jumbled Words

Steven Covey offers a number of exercises in the book, one of them being the following:

As shown below, a page has numbers from 1 to 54 jumbled together. You need to identify as many of them as possible in 30 seconds.

Go.

You will probably find 20 or so if you have never played this game. I found only ten.

There is, however, a trick to finding all the numbers. It's about knowing how the numbers are arranged. Even though the numbers appear random and arbitrary, they follow a structure. The madness has a pattern.

It is arranged in a 3 x 3 matrix starting with 1 at the top left corner, 2 in the middle, and so on until 9. After that, 10 is on the top left and this repeats until 54.

Click here if you want to see the solved puzzle.

Each success factor in life-wealth building, networking, growing a company-is similar to these numbers. It seems chaotic, complex, and confusing. Despite your best efforts, it seems impossible to make any progress. You get lost often and feel that your efforts are ineffective.

You can advance much faster and all the way to the top if you discover the structure of success. That's how you create a life of meaning and contribution.

How you see yourself is how others will see you

How you view yourself in private is pretty much how the world will see you in public.

It’s like sending out little signals—call it energy, vibes, or whatever fancy name you prefer—and the universe responds accordingly. So, when you make the leap from being a software developer to supporting sales, this little phenomenon becomes quite important.

When I first dipped my toes into the sales support waters, I had a mantra that went something like this: 'I am a coder. I can talk to machines, but people? Not so much.' I was the quintessential introvert, perfectly content lurking behind the scenes, far away from the glaring spotlight of client meetings. I had a whole collection of self-images that needed a serious overhaul.

So, I decided to reframe my thinking. I started telling myself, 'I am a situational extrovert.' When the moment calls for it, I can chat with people, persuade them, and share my thoughts—no problem! Gradually, this new self-image began to shine through. It was like flipping a switch; suddenly, I was more than just a shy coder.

Now, let’s talk about sales calls. They’re not for the faint of heart; it’s like a competitive sport where everyone’s throwing hard questions at you. Your customers will grill you, your sales team will probe, and even your colleagues will throw curveballs. If you see yourself as timid, you’ll likely shrink back, and before you know it, you’ll lose credibility faster than a balloon deflating at a birthday party.

To survive in this arena, you need to project strength. You have to believe you’re capable and assertive before anyone else will see you that way. So, put on that metaphorical armor, and step into the ring with confidence.

After all, if you don’t believe in yourself, who will?

Before fixing anything else in life, get your life philosophy right

Each one of us carries around a picture of how the world works. This picture isn’t just created in a vacuum; it’s shaped by our parents, teachers, society, and even our friends.

Many of these beliefs we’ve picked up along the way, often without questioning them. We just accept them as truth and move on. Some of these beliefs can be pretty limiting. For instance, you might think life is just a game, or that sales is a sleazy business. Maybe you tell yourself, 'I’m an introvert, so I can’t talk to people. Sales just isn’t for me.'

These ideas are like old shoes we’ve been wearing for years. They might be comfortable, but they can also hold us back. When everything is going smoothly, these beliefs don’t bother us much. But when we face challenges or new opportunities, they can trip us up. Imagine you’ve convinced yourself that you’re not cut out for sales. When a great opportunity knocks on your door, you might just let it pass by because of that belief.

That’s why it’s so important to examine these philosophies we hold. I’m not here to tell you which beliefs are good or bad—that’s for you to decide. But let me tell you this: if your mindset isn’t right, you’re going to struggle in sales and in life.

You need to cultivate a positive philosophy about yourself, about sales, and about your place in this world. When you do that, you open the door to success. So, let’s get to work on those beliefs, shall we? You’ve got this!

Get to know how your company makes money

Just because you and a friend at another company both code in Python doesn't mean both companies make money the same way.

Some companies create digital products for consumers. Others might take on projects from European clients and deliver them back to them. Some companies work on WordPress themes for retailers, etc. It's key to know how your company makes money.

You can stand out more quickly if you align your skills and efforts with your company's goals. If your company specializes in WordPress themes, you might want to learn how to create them. If your company develops products, you should know about product management. If you're working in fintech, you should know about SOX compliance and the FinTech industry.

It won't just help you understand what you need to learn, but it can dramatically improve your career prospects.

Talk to your manager if you're not sure how your company makes money. They should be able to give you some insight. If not, ask their manager.

If none of them can give you a clear answer, you might want to look for a new job.

The Art of Visualization

You know, a lot of folks love to chat about visualization. Count me in as a believer, but I’m not talking about the typical, run-of-the-mill visualization that everyone seems to rave about. Usually, when people mention visualization, they’re all about picturing themselves basking in the glory of their achievements. Picture this: you want a shiny new car, so you imagine yourself zooming around in it, wind in your hair, feeling like a superstar. Or maybe you’re gearing up for a public speaking gig, and you envision yourself delivering a speech so captivating that the audience erupts into applause, giving you a standing ovation worthy of a Broadway finale.

Now, here’s the catch: when you visualize like that, your brain gets a little too cozy with the idea that you’ve already made it. But let’s be real—life doesn’t work that way. There’s a big ol’ gap between your dreamy visualizations and the messy reality of the world. So, what do I do? I take a different route. I visualize the process instead.

Let’s say I’m preparing for that public speaking event. Instead of imagining the applause, I picture myself on stage, speaking with just the right tone, hitting the rhythm, and pausing for effect. I see myself engaging with the audience, asking questions, and, lo and behold, they’re responding! It’s like a little dance of conversation, and I’m right in the middle of it. Or if I’m in the market for that car, I visualize the nitty-gritty details: the questions I’ll ask, the dealer’s responses, the insurance paperwork I’ll need to tackle. It’s all about the nitty-gritty.

This approach has a fantastic perk: it helps me foresee all the bumps in the road. I can visualize the hurdles I might face and the normalization process I’ll go through. This means I’m not just standing there, wide-eyed and confused when things don’t go as planned. For instance, when I’m about to step up to the podium, I’ve already imagined myself taking deep breaths to calm those pre-speech jitters. I’ve even pictured the audience throwing questions my way, and guess what? I’m ready for them!

So, that’s the kind of visualization I practice, and let me tell you, it has been a game-changer for me in every endeavor. It’s not about the applause; it’s about being prepared for the journey ahead.

The Power of Planning in Sales Success

Alright, folks, let’s talk about something that can really change the game when it comes to sales calls and demos. You see, having a solid plan is key! Now, I know what you might be thinking: 'Plans can go sideways!' And you’re right! But let me tell you, while all plans might be useless, the act of planning is incredibly useful.

Picture this: you’ve got your script ready, you’re feeling confident, and then—bam! Things don’t go as planned. But don’t sweat it! That planning you did? It’s like a safety net. It helps you navigate those unexpected twists and turns during the call. So, remember, planning is not just important; it’s essential! You need to think strategically about how you’ll approach that call.

Now, when we dive into the heart of a sales call, there are two big things you need to focus on as a sales support engineer. First up, it’s all about building trust. Trust is the foundation of any successful relationship, and in sales, it’s no different. You build trust by truly understanding your customer’s needs—both the ones they say out loud and the ones they might not even realize they have.

Imagine you’re having a conversation with a friend about their favorite movie. If you can describe it in a way that captures their feelings, they’ll know you really get them. That’s how you want your customers to feel! When they see that you understand their requirements better than they do, their confidence in you will soar.

Next, you need to showcase your expertise. Show them that you have the skills and knowledge to solve their problems. And remember, you’ve got to work within their constraints—whether it’s budget, schedule, or any other limitation. It’s like being a magician who can pull a rabbit out of a hat while staying within the rules of the magic show!

Now, let’s talk about objections. Oh boy, customers can have a lot of those! Sometimes they’ll voice their concerns, and other times, they might keep them to themselves. Your job is to address all those objections, whether they’re spoken or unspoken. If you can do these two things—build trust and handle objections—you’ll be well on your way to closing the deal.

So, as you prepare for your next sales call, take a moment to plan out how you’ll build that trust and tackle those objections. With a little strategy and a lot of heart, you’ll find yourself much closer to signing that deal. Now go out there and make it happen!

SODAS

Let me share with you a powerful framework that can really make a difference in your sales conversations. It’s called SODAS, which stands for Situations, Options, Disadvantages, Advantages, and Solution. This is a fantastic way to gather what your customer needs and present it back to them in a clear way.

Now, here’s the deal: if you nail the first part—understanding the situation—everything else will fall into place. But if you stumble here, it can lead to a whole lot of trouble down the road. Customers often share some things openly, but they might hold back on others. It’s your job to dig deep and uncover both the obvious and the hidden needs. Think of it like being a detective; you want to gather all the clues so you can analyze the situation effectively and come up with the best options.

Speaking of options, here’s a tip: don’t just bring one option to the table. It’s like going to a restaurant and only seeing one dish on the menu! You want to have a couple of choices ready for your customer. These can be different paths they can take, and they might even be progressive options. Remember, customers love to have choices. So, never go back to them with a “this way or nothing” attitude. Give them options, and you’ll see how much they appreciate it.

Now, each option will come with its own set of advantages and disadvantages. It’s important to present these fairly and clearly. Sure, you might have a favorite option that benefits you the most, but don’t forget to highlight the value it brings to the customer as well. This is where your understanding of their situation really shines through.

Finally, always wrap it up with a solid solution. After you’ve laid out the options, guide your customer to the best choice. Say something like, “Based on everything we’ve discussed and my experience, I recommend this solution.” This approach not only shows your expertise but also helps your customers feel confident in their decision.

So remember, with SODAS, you’re not just selling; you’re creating a partnership. And that’s how you build lasting relationships in sales!

Options

Imagine you’re driving down the highway, and you decide to stop at a hotel. You walk in, and they offer you just one type of room. If you don’t like it, they say, 'Well, good luck finding somewhere else!' Now, that’s not exactly the warm welcome we all hope for, is it?

Now, picture this instead: you pull up to a three-star hotel. They greet you with a smile and say, 'Welcome! Here are your options!' You can choose from different types of rooms, and guess what? They’ve got a gym, a swimming pool, and a delicious buffet breakfast all included! That’s what I call a real experience! The variety and quality show that they care about your comfort and satisfaction.

In the same way, when you’re in business, especially in tech proposals, it’s crucial to offer options. When a prospect comes to you with their needs, don’t just throw one solution at them and say, 'Take it or leave it.' No, my friend! That’s like offering a single room at that first hotel. Instead, give them choices! This opens the door for a conversation, and it allows them to pick what suits them best.

Let’s say a customer approaches you and says, 'I want a mobile app to track my health.' Well, your first option should be to create exactly what they asked for. But wait, there’s more! You could also suggest developing a smartwatch app to go along with it. Or how about a web application too? You could even host all of these on the cloud! The more options you provide, the more you show that you understand their needs and have the expertise to meet them.

Now, here’s the kicker: all of this comes from truly understanding what your customer wants and combining that with your own experience. When you put those two together, you become a powerhouse of options! Your customer will see that you not only get their requirements but also have the know-how to offer them different paths to success.

So remember, always think of options when you’re presenting to your prospects. It’s not just about what you can do; it’s about how many ways you can help them achieve their goals. That’s the secret sauce to building strong relationships and driving success in your business!

Tactical Techniques

Sing in your sales calls so you can sing all the way to the bank

When I transitioned from software development to sales, I started by supporting salespeople as a senior software developer. At first, I struggled with delivering my demos and talks effectively. I made two big mistakes.

First, I spoke in a very monotonous voice. Everything I said fell flat. The second mistake was that I talked too fast. I wanted to cover a lot of information quickly, but this only confused my audience. I didn’t realize I was making these mistakes, and no one could tell me exactly what I was doing wrong. They would say things like, 'You need to improve your delivery' or 'You need to work on your communication,' but they never pinpointed the exact issues.

While I was looking for ways to improve my sales pitches, I came across Roger Love, a celebrity voice coach. He teaches that your speech should be like a song. This means you should vary your tone, include pauses, and allow for silence. When I started applying these techniques, it completely changed how I delivered my presentations. Not only did my delivery improve, but my confidence also grew.

So, if you incorporate a bit of singing into your sales pitches and calls, you might just find yourself singing all the way to the bank!

The Perils of Bluffing in Sales Calls

Let’s dive into the world of bluffing during sales calls. We’ve all been there, right? The temptation to stretch the truth about our achievements or the results we've delivered is strong. But here’s the kicker: bluffing is a slippery slope, and it comes with three major pitfalls.

First up, we have cognitive dissonance. Picture this: on one hand, I believe my customer is savvy enough to see through my smoke and mirrors. On the other hand, I’m banking on them being gullible enough to buy into my bluff. If they’re smart, they’ll catch on, and if they’re not, I’m in for a rough ride when it comes to executing the project. This internal conflict creates a mess of cognitive problems that I didn’t even see coming.

Next, let’s talk about the fallout when a bluff gets called out. Imagine I boast about helping a client achieve a five-star rating on the app store. Easy enough, right? But what happens when the customer checks and finds a measly three stars? Suddenly, my credibility is shot. I might try to backtrack and explain that the client switched vendors, but let’s be real—no one’s buying that excuse. Once the bluff is exposed, everything else I say is tainted, even if the rest of my claims are rock solid.

Finally, bluffing creates a culture of deception within the team. If the sales rep is throwing around half-truths, you can bet the sales engineer will start embellishing their contributions, the UX team will follow suit, and before you know it, everyone’s in on the act. It spirals out of control, and soon, no one knows what’s real and what’s just a tall tale.

So, there you have it: the three big reasons why I steer clear of bluffing in sales calls. It’s not just about honesty; it’s about maintaining trust and clarity, both with customers and within the team. Let’s keep it real, folks.

Let’s get real about bluffing in sales. You’re going to face moments where you feel the urge to stretch the truth. Maybe you’re on a call, and the pressure’s on. You might think, 'Do I really have to bluff?' Spoiler alert: sometimes, you do. But here’s the kicker—there’s a smarter way to do it.

When you find yourself in a position where bluffing seems necessary, switch gears from numbers to narratives.

If you say someone is 5'9”, that’s a fact. It’s easy to verify. But if you say, 'He’s so tall that in any crowd, he stands out like a lighthouse,' now you’ve got a story. There are no numbers to back up or dispute that claim. It’s a narrative that can flow seamlessly in conversation, and it’s much harder to challenge.

Now, don’t get too comfortable with this trick. If you rely on narratives for the core of your sales pitch, you will get called out. But if you use this approach for peripheral features—those little extras that customers care about—they’re likely to overlook any exaggerations. This is the one area where a sprinkle of exaggeration can slide by without raising eyebrows.

But let’s be clear: bluffing should be your last resort. Especially in sales support, where getting caught can lead to serious trouble. Always aim for honesty. If you absolutely must bluff, remember: narratives are your friend. Numbers? Not so much. Keep it smart, keep it safe.

Show, don't tell

In the world of storytelling—whether it’s movies, novels, or even sales—there’s a golden rule: show, don’t tell. It’s a simple concept that can make or break your pitch. Instead of saying your main character dances like a pro, you throw them into a dance sequence. You let the audience see the magic happen.

Now, let’s bring this back to sales. When you’re on a call, don’t just blurt out, 'We’re great at project management.' That’s like saying a movie is good without showing any clips. Instead, walk your potential client through your project management process. Lay out the common pitfalls in project management and how you tackle them.

What tools do you use for communication?
What’s your game plan?
How do you conduct management reviews?
What’s your escalation process?

By showcasing your experience with multiple projects, you’re not just talking the talk; you’re walking the walk.

Once you’ve shown them your expertise, then you can drop the mic with some stats. 'We’ve been doing this for ten years and have perfected our approach.' At this point, your prospect isn’t just hearing words; they’re witnessing your expertise in action. So remember, it’s not about throwing around fancy jargon. It’s about letting your customer experience your skills firsthand. Show them, and then tell them. That’s how you seal the deal.

Handling objections

Let’s talk about objections! Think of them as little speed bumps on the sales journey—they pop up here and there, maybe slow you down for a second, but with the right approach, they’re no match for you. Objections aren’t brick walls; they’re stepping stones! Each one you handle brings you closer to sealing the deal, turning “maybe” into “yes” and “not now” into “tell me more.”

Now, here’s the scoop: objections come in two flavors. The first is straightforward—the kind where the prospect says, “Hold up, let’s talk about this.” It’s like a big, bold road sign telling you where to turn. Easy, right? But then there’s the sneakier type—the hidden objections. These are the unspoken hesitations, the subtle signals that maybe they’re just not convinced. Maybe they’re not sure what’s holding them back, or maybe they don’t want to say it outright.

So, how do you take these challenges and turn them into golden opportunities? Let’s keep it simple. Imagine you’re talking to a prospect about an IT outsourcing project, and they say, “I thought this would be more affordable.” Bam! There it is! Then maybe they toss in, “Can you give me a quick estimate now?” or “Will communication be smooth?” It’s like playing a game of catch—not dodgeball! You’re catching each question and handing back a clear, confident answer.

Step one to mastering objections? Make a list. Jot down every objection you’ve ever heard—and every one you might hear. This is your very own “objection playbook.” Then, come up with answers that feel real, as natural as chatting with a friend. Skip the scripts. Just focus on being yourself, keeping it conversational, and guiding them through each worry, step by step.

Mastering objections isn’t like flicking a switch; it’s a bit like learning to dance. You don’t stomp over their concerns. You listen, respond, and show up with a smile. So lace up those dance shoes, and let’s make objections a graceful glide closer to that “yes” we’re after!

Objections come in two main flavors, and if you’ve been in sales a minute, you’ve seen them both! First, there are the general objections—those ones that come up like clockwork. Think of these as the “common colds” of sales. In IT outsourcing, these are the questions around cost, budget, timelines, and communication—things every prospect’s going to ask.

Then, there are the specific objections. These are the unique ones, like those wildflowers that pop up unexpectedly in your garden. Maybe it’s a previous experience they just can’t shake off, or some unique compliance requirement. These need a custom answer, tailored just for them.

So here’s the winning play: rally your team and make a list of every possible objection. That’s right—every single one! Plan how to answer each. Some might be for your sales guru, others might go to the tech-savvy engineer, and maybe a few go straight to the top for management’s input. What counts is that when objections pop up, you’re ready with answers smooth as a well-practiced band, not like a bunch of soloists playing out of tune.

Picture this: You’re presenting the cost, and you’re upfront about no room for discounts. Then management swoops in with a deal that’s as sweet as grandma’s apple pie! If you’ve prepared, this surprise won’t throw you off, and the prospect sees a team that’s solid and in sync, not fumbling with mixed messages.

Remember, sometimes flexibility is part of the plan. Maybe management has a different answer on a key question—that’s okay as long as everyone’s looped in. You never want to be caught like a deer in headlights when a tough question lands. Keep every player on board, ready to handle objections with confidence, and you’ll keep your prospect’s trust. Think of that trust as a golden ticket—hold onto it, and you’re on the fast track to success!

So get out there, tackle those objections, and remember: the more prepared you are, the smoother the road to that winning sale!

Operational Support

Amazing things don't happen without boring things

Last week, I took a week-long road trip to Kanyakumari and Varkala Beach with my family. We explored rubber plantations, swam in the sea, and indulged in some mouth-watering seafood.

Oh, let me tell you, we took lots of Instagram-worthy photos. I posted those photos on WhatsApp, and my friends showered me with compliments. It was all so amazing!

My brother-in-law was behind the wheel, navigating through all these beautiful places. One evening, I caught my brother-in-law sitting there, deep in thought, scrolling through Google Maps. He was busy picking the best routes for our journey.

Now, none of those fantastic moments we enjoyed would have been possible without him doing those so-called boring tasks.

Him going through those routes weren't Insta-worthy. But those moments were the backbone of our adventure.

And you know what? This same principle applies in our workplaces too!

We often overlook those who do boring stuff—the admin team keeping the lights on, the infrastructure team ensuring the internet and all the wiring are in tip-top shape. Without their hard work, we wouldn’t be able to accomplish the amazing things we do every day.

Acknowledgement

So many debts lie behind writing of this book that I will only single out a few for particular mention.

I want to thank Sameer and Aditi, owners of Net Solutions. They gave me the freedom to focus on what I love, which is technology. I enjoy designing tech solutions and creating processes to improve software delivery. They also encouraged me to coach others and get involved in sales calls. I’m grateful for the confidence and freedom they provided.

Most of my practical sales knowledge comes from Ranji Prasad, our sales head in North America. He taught me the importance of preparation, having strong pitch during sales calls, and debriefing after each call to analyze the call and next steps. He encouraged us to dig deeper into our pitches, which made a big difference in my approach.

Additionally, my pre-sales team, business analysts, and engineering team were instrumental in my learning. They showed me how to research effectively and the importance of being well-prepared. I also helped them prepare, and through coaching and rehearsing together, I learned a lot in return, much like iron sharpening iron.