Early in my career I thought sales techniques were slick closes and memorized scripts. I saw presenters on stage talking about the perfect “line” to use in every situation. I dutifully wrote down those lines and tried them in the field. They fell flat. These sales techniques weren’t natural to me. Customers and prospects could tell I was parroting someone else’s words. That I was uncomfortable. Over time I learned that the most effective sales techniques are rooted in genuine curiosity, respectful persistence, and practice. It’s imperative that reps get coached on the right techniques.
Sales techniques that go beyond scripts
A sales technique needs to be more than a canned phrase. Sales techniques are truly a way of thinking. It starts with believing that the conversation is about the customer, and not you. Donald Miller refers to this as the StoryBrand Framework.
According to Miller, the customer is the hero. Position yourself as the hero’s guide. Understand their problems and offer a clear plan to get past them. Help them avoid costly mistakes. You don’t lead with features or how great you and your company/product are.
This approach makes your sales conversations more customer-focused. They are more memorable and ultimately more persuasive. When reps use StoryBrand, they don’t sound like they’re pitching because they are helping.
The best reps I know ask thoughtful questions, listen carefully, and respond in plain language. They’re not reading from a pitch deck or marketing one-pager. They’re having a real conversation. Confidence doesn’t come from memorizing a closing line. It comes from understanding the customer’s world and being able to help.
One of the most powerful things you can do is ask better questions. For example:
“What would have to happen for you to be dissatisfied with your current provider?”
That simple question gets people thinking about their pain points without you telling them what’s wrong.
Another favorite: “Can you think of any reason why having an additional vendor would hurt your business?”
During the chaos of supply chain shortages in recent years, most decision-makers realized that diversifying suppliers is smart.
These questions invite introspection and allow prospects to articulate their own needs.
The difference follow-up sales techniques make
If you take nothing else from me, remember this: follow-up matters more than almost anything else. Always ask for another meeting. Always follow-through on every follow-up promised.
Research compiled by sales training firm Brevet found that 80% of sales require at least five follow‑up calls after the meeting, yet 44% of sales reps give up after just one.
That’s a staggering gap. Why does it exist?
For one, virtually everybody hates rejection. Especially face-to-face in the field. It’s a lot easier to simply call on existing safe business than it is to face 10 rejections in a day.
I’ve also met reps who think follow‑up is annoying. They don’t want to bother the prospect. But it’s one of the most important sales techniques.
Here’s the truth: if you believe your product solves their problem, then follow‑up is a service. You’re providing help. Filling a need.
When I would leave a meeting, I’d schedule the next point of contact right away. It’s among the most important sales techniques. It might be a phone call in a week, an email with additional information, or another site visit. I never would rely on memory. I used a simple tracker to remind me too. And I varied my follow‑ups. Maybe I’d send an article relevant to their project, or I’d stop by with a small gift (I was famous for dropping off small Lego sets). Each touchpoint is an opportunity to add value.
Asking better questions
I touched on this in the first point about sales techniques, but it deserves its own section. Great questions uncover hidden needs and build trust. Instead of launching into a pitch, start with curiosity. Ask about the project timeline, the equipment they’re using, the challenges they’re facing. Listen to the answers. Resist the urge to jump in with your solution until you fully understand the problem. When you do propose an option, frame it in terms of their goals. “Based on what you told me about your timeline and budget, this unit will keep you on track and save you money. What do you think?”
Another question asking technique is to get prospects to visualize the future. Ask them how they’d feel if the project was behind schedule because of equipment availability. Paint a picture. Then show them how your solution prevents that outcome. Help them think ahead without using scare tactics.
Practice makes natural
Finally, you need practice. Role‑play with a colleague or even by yourself. When I’d be in the truck driving between sites, I often would talk through upcoming conversations out loud. I imagined objections and practiced my responses.
It feels silly at first, but it works. The more you rehearse, the less scripted you’ll sound. You’ll avoid filler words and long pauses. Your confidence will grow because you’ve already said the words dozens of times.
I also still practice listening. People will often leave great listeners thinking they had a wonderful conversation. Even when they spoke 80% of the time.
It sounds odd, but you can rehearse listening by summarizing what the other person said before responding. “So it sounds like your main concern is uptime on the job site. Did I get that right?” This simple act shows you’re paying attention and gives them a chance to correct you if you misunderstood. It also buys you a moment to think before speaking.
No sales technique is magic. Sales techniques are habits that anyone can develop with a bit of intention and a willingness to step outside their comfort zone. Ask better questions on sales calls, follow up consistently after visits, and practice until you feel natural at it. Confidence will soon follow.
