CUTTER CONSULTING GROUP

E37: Behavior Week: Supporter Part II – Helping Supporters Buy

December 27, 2023


Have you ever found it tricky to help or sell to people who put others' needs above their own, and feel uncomfortable receiving assistance or gifts for themselves?

In Part I of the Supporter conversation, there were probably very little surprises. When you step back and examine the people in your life that fit most into each of these groups, you can see their preferences for different situations and how it relates to this behavioral overview.


In this episode I dive into how they like to buy and how to sell to them in a way that will make most comfortable and happy.


It’s all about supporting the Supporters in their mission

  • Show Transcript

    [Coming Soon]


    On this episode, I talked about how to care and support supporters. Welcome to Episode 37 of the sales experience podcast. In the last episode was part one where I was covering the behavior group known as supporters. Now, if you’re familiar with disc profile testing, they refer to them as steadiness. The people in this group feel it is their mission and duty to take care of other people. And pretty much at any cost, even if it means not taking care of themselves.


    Time, energy and money spent on themselves will literally feel like they’re stealing it from other people, that time, energy, and especially money could be spent to help other people in need. And to the supporter, it feels selfish to do much for themselves. And again, like I said before, there’s no right or wrong with any of this. But for all of us who have supporters in our life, it is amazing and they really bring a lot of love and nurturing and help.


    And there’s so many times where you might be in need in your life, and the supporter’s there too help you out and the only one who’s there. And so it is amazing. And you know that with the supporters in your life, they you probably like I said in the last episode, you want to do things for them, you want to thank them, you want to appreciate them, you want to try to give them gifts, maybe you know, you appreciate everything they do for you.


    So maybe you want to buy them a spa package or massage package and nice dinner out a weekend getaway. You know, something good for them to help reduce the stress, get away from their normal life, just take time for themselves. But the challenge is, is they don’t like the thought of that. They don’t like the thought of doing anything for themselves, they’ll see it as a waste of money. And that you should keep that money for yourself in case you have your own emergencies. And so there’s that struggle where you want to take care of them. They don’t like receiving it and there can be this internal struggle that occurs in the life of supporters and the people that you have in your life who are supporters.


    The reason why I mentioned this because it’s important when you’re dealing with prospects and people in your life that our supporters because you want to keep that in mind as you do things for them. And to not take it personal if they don’t want your help or don’t like the gifts that you give them because it’s not about you, it’s about what’s going on inside.


    Now, let’s shift our discussion towards the sales experience part of dealing with supporters. So, you’re faced with a supporter who is a prospect there in front of you, how do they like to buy? Well, the first thing is you got to keep in mind is that supporters really avoid and dislike confrontation and they want to avoid that at all costs. They know that going into a selling buying transaction where they are on the buying side, if they have to deal with a salesperson, it’s going to fill them with anxiety and stress.


    The thought of, let’s use the car example because everyone has either bought a car known somebody who’s bought a car is familiar enough with that process, is the thought of for a supporter of going to a car lot and buying a car or dealing with a salesperson will completely stress them out. And the reason why is because they know that they have a inability or complete dislike of saying no. If they say no to somebody, then that could lead to confrontation, it could lead to hurt, it could lead to drama, it could lead to a whole bunch of things that they really, really want to avoid at all costs. So, if they go into a car lot, and they really don’t want to buy the car that the salesperson is trying to talk them into, they will have a hard time saying no, and walking away from that transaction because they don’t want the confrontation, they don’t want the drama. And so they go into that kind of a buying situation with that thought in their mind, which will do a couple of things.


    One is they just won’t go into those situations so they won’t buy a new car. You will see a lot of supporters who will try to find somebody else in their life, who is more on the confrontational scale, like the group of talk about the next couple of episodes coming up. They might take that kind of person with them so that they can be the confrontational buffer to kind of negotiate the transaction or say no. Supporters a lot of times aren’t going to want to go into those situations themselves. And so they don’t like that, they don’t want the confrontation so they’ll avoid areas where they have to deal with a salesperson, or they want to make sure they know exactly what they want.


    That if it’s an easy, more transactional thing instead of a consultative type interaction with a salesperson where there’s going to be decisions and they might have to say no. Or they’ll just avoid it altogether, buy things online, or from a catalog, whatever it is just to avoid that all together. So, keep in mind the supporters that you’re interacting with, they are coming to this conversation with a healthy level of anxiety and stress because they’re worried about the confrontation.


    Now, how do you sell to them when you know this, the first thing is, is that when you’re interacting with someone, as soon as you realize that they’re a supporter, you want to help them understand what your job is, and that it’s there to help them. If you’re truly a sales professional and you’re doing a consultative type approach with the people you’re interacting with to help them make the right decisions; you want to let your supporter, just like you would anyone else, but you want to let them know that your goal is not to push them into anything, to force them into buy, to manipulate them, or talk them into something that’s not the right thing. Your goal is to help them find the right thing. And then you want to make sure that they understand that the choice is completely theirs.


    Now, of course, you know that. If you’re listening to this, hopefully you’re one of the good people out there who want to do sales in the right, way long term as a profession. And in your mind, you may know that, in your mind, you may know, hey, I’m one of the good guys here, I’m going to do what I can for you. And ultimately, it’s your choice because my goal is not to manipulate you because I know that if I push you into buying, it’s not going to lead to good things long term, and I’m here for the long term.


    But with supporters, you want to really make sure you let them know that and verbalize it, that your goal isn’t to push them in anything. And that at the end of the day, it’s their decision, they want to walk away, no issue, you’re not going to hold it against them, you hope that you guys can still be in contact or be friends, and then they’ll be okay with it. And then that will kind of put their guards down. When you get into your questions, keeping in mind that their ultimate goal is to support other people and care about other people.


    And anything they’re buying in their mind has to be geared towards what they can do to help other people. When they buy a car, buying a car is not about themselves. It’s not about how can I buy a car that makes me feel good. It’s, I need to buy a new car because I need something reliable because if somebody calls me at three in the afternoon and needs a ride, I need that reliable transportation that will help me get there. If they’re talking to you and let’s say they need help with their credit, it’s not about how the credit repair whatever it is, is going to help them. It’s about what that opens up and what they can still do for other people.


    So always remember that. And when you’re asking your questions, and going down your discovery path, is that your questions with a supporter want to be about their goals and how they see your product or service fitting into their ultimate vision and plans and desire to be of service to other people. And again, that’s different for all the groups, but with the supporters, that’s where it’s at.


    If we look at the example of buying a house, let’s say it’s a house with a pool, the supporter isn’t thinking, hey, this is great, I have a house with a pool, this is perfect, I can now just relax in my pool and have a good time. It’s more of I’m buying a house with a pool because I want a place for people to come and feel supported and loved. Or I have people in my family who I know would like a pool so I want to have a pool so that they could have that. Versus let’s say like a promoter who wants to buy a house with a pool, they want to have parties, they want to have people over they want to entertain, they want it to be fun and they want to use the pool with other people.


    The supporter wants to have the pool available for other people so that they can feel loved and supported. And so that’s the key is to ask the questions and figure out where they’re at with their goals, their desires and the framework of their behavior type as a supporter, so that you can then provide solutions that fit that and that helps them get what they want, which is the ultimate goal of being of service to others.


    Well, that wraps up another episode where we’re having a quick discussion about supporters, behavior types, buying, selling and all of that together. Make sure to come back tomorrow and listen to the next part, which is where we’ll talk about the polar opposites of the supporters and how that group deals with confrontation, empathy and their general tendencies.


    And until next time, always remember that everything in life is sales and people will remember the experience you gave them.


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By Jason Cutter February 17, 2025
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By Jason Cutter February 13, 2025
The Balance of Effort in Sales The blogs this week have been about the other person going most of the way. Whether it’s a prospective customer and your salesperson, where the salesperson truly can’t want the deal or make most of it happen for that customer to truly be successful. On the path for that prospect to becoming a customer, they should go at least 51/49. Whether it’s your team and their manager, the manager can’t want the team to succeed more than the team actually wants it for themselves. It’s not scalable for the coach (manager) to run on the field every play to win the game for the salespeople. What about sales ops processes and systems? What about the tools available to the sales team and the ones that are classified as sales enablement? In a reversal of philosophy, I believe the sales ops processes should go 90, the team should only have to go 10. Why Do We Need Salespeople? Let’s start where it matters – what is the point of having salespeople? I know many owners question the need and desire to have salespeople. They are hard to manage, tough to deal with, always want more money (potentially for doing less work and closing less deals), and are very resistant to change. Of course, that is a generalization. Of course, there are salespeople who don’t check those boxes. However, having worked with a lot of teams in a lot of industries, that generalization isn’t completely wrong or unfair. So if there is even a small part of that which is accurate, why would we even mess with the messiness of having salespeople? Of needing to employ and manage humans? The Human Element in Sales We need them. That’s why. Even in 2025, AI and technology has not successfully replicated the requirements of sales – which is about helping a human (prospect/customer) make the right decision and move outside of their comfort zone to buy something new. It still takes your human (salesperson) to persuade that other human. It’s why I say all the time that its not B2B, B2C, Retail, SaaS, etc. – it’s H2H. Sure, people can buy something online or even in a store without speaking to someone. But if it’s a considered purchase where there are options and decisions to be considered – it still takes a human being involved. That means ultimately your human (salesperson) has one job, and one job only – persuade the right prospective humans to buy. Minimizing Distractions for Salespeople Everything outside of that mission, task, focus is a distraction that takes away from their highest and best use. Imagine if we had a surgeon who had to prep the room, prep the patient, schedule the surgery and meetings, and do all the parts of the surgery themselves. Nope – they show up for the surgery and do what they do best. Then they take off their gown, gloves, and walk away to get cleaned up and move on to the next thing. Your goal as a sales ops leader is to support the team with systems and processes that allow them to focus on the one thing you need them for. The human part. It would be amazing if they could show up, talk to people, and make sales happen. Of course, there is more that they (and any professional) need to do before, during, and after the sales conversation. But your goal is to minimize all that. Every hour that your salespeople aren’t selling or doing sales-related activities, they aren’t moving revenue forward. The Ultimate Goal of Sales Ops What processes can you put in place that go 90 percent of the way, where the salesperson can do the last 10 percent? An example would be building an email campaign that runs automatically, and when the right people reply, the salesperson gets involved in getting that person from email to phone call. Another example would be your CRM serving up people for the salesperson to call – leads or anyone in the sales pipeline flow – with all the backstory, research, data, intel needed for them to review it then take action. What can you put into place that takes away as much distraction and effort from your sales team such that they can focus on the one thing you need to focus on – other humans?
By Jason Cutter February 12, 2025
The Danger of Doing Too Much as a Sales Leader Alright – so maybe they don’t need to go 90. In true servant leadership mode, you would go way more than 10% of the way to your team. But you have to be careful, as a sales leader. The inclination might be to do it all for them. To help them close their sales. To make excuses for them to your leadership as to why they aren’t closing more sales. Especially considering the very high likelihood that you are a sales manager because you were a great salesperson in the role that you are now managing. And there is a slight chance that you are a player-coach…so you are leading and selling. This can make it really tough not to want to run out on the field to win the game each time. But that doesn’t scale. That doesn’t lead to increased results. You can only sell so much as one person. Creating a Culture of Ownership So, you need to have people on your team that are coming to you. What does that look like? The pinnacle is a salesperson who doesn’t close a deal, comes to you right away and asks for feedback. They want some critiques as to where they could have done things better, different that would have led to the desired result – a closed sale. That takes a healthy level of ego by a professional who has the ultimate growth mindset. They know there are always ways to improve. They want to improve. And they are willing to risk their ego (and the internal, protective, primal part of our brain that doesn’t want to risk our place in the tribe) by asking for feedback that could be negative. Whenever you can, encourage that type of response. Ensure that the team knows that the team itself, and you as their leader, is a safe space – where the goal is to improve, grow, win and that everything done to support each other is done in that mode. They truly have to feel safe to share their mistakes and to get support in learning how to do more, better. Feedback That Drives Growth Part of this takes team and individual meetings that are actually filled with positive support. That doesn’t mean it’s always positive, motivational fluff. It’s not even about the shallow strategy of the feedback sandwich. Its about being real, honest, and empathetic – meaning “I see you are here, I know you want to be there, I will help you get there – even if its hard and it means saying hard things.” It should never feel mean or abusive or like an attack. But you can give some really direct feedback that will sting that ego I mentioned, but the person will know the intent behind it. The second part is hiring this type of person. Hiring people for the team that wants to win, grow, succeed. And they know that you don’t get better by being coddled, sheltered, or protected. You want people who don’t like the thought of perpetually living safely in their comfort zone. And they are excited about the opportunity to be a part of a team that pushes everyone, empathetically, outside of their comfort zone. Are You Leading or Just Managing? If you find yourself as a leader having to push your team, or going to them most of the time, or most of the way mentally – then they see you as a manager not a leader. They see you as someone who manages them, pushes them, and wants them to do things they don’t want to do. I have written some blogs here that go into what your role should be – as a leader, not a manager. Pulling people along with you, inspiring people, and supporting yourself with a team of people who want to win. Not just those that want to show up, do as little as they can and hopefully go unnoticed (yet – complain about not making enough money and how the comp plan isn’t fair, or the leads are bad, or their schedule means they can’t be successful.) Make sure your team knows that they need to come to you – at least 51/49. They should be asking for help, guidance, training, feedback, and support more than you are having to push it down onto them.
By Jason Cutter February 3, 2025
If you have seen the movie Hitch, then you know the scene. Will Smith’s character (Hitch) is trying to coach Kevin James’ character (Albert) on how to finish out his upcoming first date. He is giving him pointers, one being that if his date fumbles with her keys at the door, it could mean she wants a kiss. So Hitch wants to see if Albert knows what to do – for a good night kiss. Hitch gives him the advice “you go 90 percent, and then wait for her to go 10%” which Albert then asks “wait for how long?” Hitch: “as long as it takes.” Albert leads in, Hitch is holding back to see if Albert will wait, and then Albert goes all the way and gives him a kiss. Hitch gets upset, and says “You go 90, I go 10 – you don’t go the whole 100%.” The Sales Analogy Kissing our prospective customers is not acceptable (just ask HR!). But the concept is the same. You don’t want to ever make 100% of the effort for your prospective customers. You don’t want to be the one who is doing all the work. Fundamentally, it is not good practice to want the deal more than the other person. When you go your 90, you need to wait – as long as it takes – for the prospect to go to their 10. And I would say that you want to go somewhere between 10-49, in reality. How Successful Sales Professionals Balance Effort Successful sales professionals know how far they have to go to meet the prospect where they are, while also knowing how much effort the prospect needs to put in to show they are committed. Where most salespeople get in trouble is they get desperate. They want the sale (kiss) more than the other person and they go the full 100%. Of course, persistence is important. And you won’t get what you don’t ask for (although…if you have followed me for any length of time, you will know I am very against having to ask for the sale). But you also have to ensure that your prospects actually want what you are selling. And they want it for their reasons and their motivations. They are driven to pursue your production option(s). They must go 10, 40, 60% of the way to you. The Pitfall of Chasing Your Prospect Just like courtship and relationships – if you find yourself chasing and one-sided-pursing the other person then it means you want it more than they do. It also means they own you. You are essentially begging them for the relationship – convincing, manipulating, begging, bribing, persuading your way forward. Which means they consciously and/or subconsciously know that they are in control. Because if they say no, you will keep pursuing and offering solutions. In sales – that looks like a salesperson who is calling, emailing, stalking a prospect – making offers, offering discounts and trials, and trying to find any way to make deal work. They are going 90-100% of the way for the prospect, not requiring them to go anywhere towards the agreement. This will end terribly. If they do decide to buy – taking the discount, free trial, taking the sale bait – they will not be happy (since they weren’t bought in for their reasons), they will look for reasons confirming why they didn’t really want to buy anyway, and they will know that they own you. Your company will have to convince them on a regular basis to stay in the relationship. The Right Balance for Customer Ownership You fundamentally need that prospective customer to come to you. Not 100% where you are just an Order Taker. But potentially 51% of the way – so they want it more than you. The more you can get them across that 50/50 threshold, the more they will be a satisfied customer. But remember – at 51/49 – they still need persuading, they still need to understand the value of your product for where they ultimately want to be in their life/business, and they still need your support. They lean in the right amount, you lean in the right amount = sales magic!
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