Do you Really Know Why They Said No? Thinking About The Real Reasons Behind Losses

By: Betsy Buckley

Posted on 08/05/2011 - 9:51am | From the Growth Strategy Blog

As I worked with a client earlier this week who had lost a competitive RFP (Request for Proposal) after being included in the final three presentations, a light bulb went off. “John, do you think they didn’t want what you were selling them or could it be that they didn’t like how you were selling it?”

As their business development coach, I had offered some observations about what the potential client might really want during virtually every step of the process.

• During the development of the written response, I queried: “Do you think it might be valuable to link some of your responses to the mission, vision and values of their organization and then point out how that ties in to yours?” No, they replied. “They didn’t ask for that.” The same response came out when I suggested hand delivery of the document and when I suggested a cover letter. And, when I suggested co-branding in the footers of every page. They were insistent on following the rules, while I was suggesting doing that AND showing some creativity. While my message of “logic AND emotion” seemed to be heard, the firm felt as though it was critical to follow the rules and didn’t want to stand out as “different.”

• As one of three finalists, from an initial group of 12, the firm began to prepare their presentations. Although the potential client hadn’t asked for this, they immediately began creating a PowerPoint. My suggestions about raising the prospective client’s four major questions and engaging them in dialogue by having the questions on flip charts in each corner of the room were met with a “that’s not how we do it” response. They saw no need for a formal rehearsal, and looked at me as if I were almost a crazy woman when I suggested they include some of the more junior staff in critiquing their presentation.

• When I raised the idea that they might want to give some insight into how they would work with the potential client (who does what, how we’d envision the first 30-60-100 days), they somewhat warmed to that idea, but eliminated it because they already had too many slides.

• Finally, after the presentation, they did send a thank you note. But, the notion of doing anything beyond that--- including the simple idea of a one-pager that would highlight how they’d spend those first weeks and the kinds of feedback they’d want from the client so they’d know they were on track--- were also resisted.

So, why did the thought “Is it possible they didn’t like how you were selling yourselves” hit me?

• At What Matters, one of our mantras is “We Guide, They Decide”. When a professional services firm is being hired, clients are assessing their confidence in your ability to work with them. Your expertise and competence are assumed as “givens”, or you wouldn’t be in the running. What isn’t assumed, and therefore must be incorporated into both your written proposal and your presentation, is your ability to work with them, to guide them, to apply your expertise in ways they can receive it. They’re looking for professionals they trust, who will be there for them, who will work hard to understand and collaborate with them, not professionals who will be “yes, people.”

• When you write what’s asked for, present what’s asked for, and thank them in ways that are expected, there is no sense of “going the extra mile.”  Potential clients want to see you behaving as professional advisors, not just as highly competent experts.

• None of this is about having the right selling tricks. It’s about as far away from that as possible. It’s about realizing the entire “sales” process is nothing more than a dress rehearsal about how you would work together.

Think about a potential client you didn’t win. Did you show them, every step of the way, ways you’d work with them that differentiate you, that demonstrate how you really work, that incorporate both logic and emotion, use left and right brain?

Now, think about an upcoming new client opportunity, whether it’s a response to an RFP or a proactive pursuit. How can your team be the same people they are when they serve a client as they are during this potential client acquisition process? How can you stop trying to sell (especially by singularly following the rules) and start serving?

I guarantee that doing this will increase your energy around the preparation, better highlight your professional and relational competencies, restore your confidence, and increase your win rate.

Let me know how it works.