There are always 3 reasons. And you must have those available to you when the question or objection comes up. Or else.
“What question?” you might be wondering.
I don’t know what question, exactly. But I know the type. When you get a serious question, or make a proposal or recommendation, you need three reasons for those questions. The make or break questions.
The executive who asks: “OK, I finally picked up the phone and you’ve got me. 15 seconds – why shouldn’t I hang up?”
Your potential client “How can I possibly afford your product when I’ve already purchased a competitor?”
A prospective employer “Why should I hire you instead of another candidate?”
For the questions that move the needle, you need three reasons. Not two, nor four.
Three.
Why?
Consider this:
1. Three is enough to establish credibility without straining patience
2. At least one reason will really fit and one will likely impress them
3. They will remember them
Let’s break this down a bit.
Credibility
Your most precious resource is your credibility. Being believed by others is the very foundation of trust.
Have you ever trusted someone you couldn’t believe?
Have you ever not trusted someone you could believe?)
So you must always cultivate your credibility.
Providing three, well-considered reasons or answers to important questions immediately elevates your credibility in the eyes of your audience. Not fluffy reasons. Not mechanical or “corporate” responses. No. Well considered, appropriate-to-this-particular-listener reasons.
If you present just one reason, you might miss in choosing the most impactful, information for that particular person. If you have just two reasons, and one of them is OK, you still come off as being a bit unconvincing – maybe lightweight and unprepared. And you still might not provide enough dimensional convincing information.
But three is magic. If you present three well-considered, appropriate answers to questions or objections, you will likely touch one great reason that that particular person hasn’t even considered yet for going with your proposal.
Well, if three is great, four or five must be wondrous then, right?
Um, no. If you offer a long list, you have actually hurt yourself. The more you give, the more it looks like you are throwing everything at the wall to see what sticks, that you are sloppy, desperate, generic, or even pedantic.
Use three. Now, I’m not letting you off the hook easily, here. I expect you to develop many more than three possible answers. Think them through, write them down. Over time, this is quite easy – many questions come up again and again. You should become a collector of “reasons why x is the right answer for this situation.” The part that makes three magical, is that different sets of three reasons exist for different people you present to. By having a large list of reasons and answers that you have thought about and accumulate, you can select the right three reasons for this particular situation. The right number of tailored answers for this person means you build credibility.
You’re going to impress them
When you’ve done your homework, assembled lists of questions and answers in advance or over time, you’ll be able to pick the most powerful three reasons for this situation and time. Reasons that show your insight into the fit of your proposal. Reasons that show the depth and dimension of your solution. You’ll show your thoughtfulness. The person you’re presenting to is going to be impressed. They’re not getting some generic template here – but they are getting insightful answers that address their specific situation.
You can also use your three responses to “bracket” a range of possible motivations for the question they are asking. One of your reasons might be utilitarian. Another reason might be political. A third might be personal.
Mr. Customer asks “Why purchase now?”
You respond: “Three things come to mind:
1. You indicated your operating costs were too high, this approach will immediately reduce those by XX
2. This aligns with your strategy of reducing carbon footprint, which you indicated that the company was focusing on and the CEO has been pushing. You’ll be a leader.
3. This solution is much easier to implement and manage. That means less nights and weekends for you here at the office”
You bracket motivations and dial in on what is truly key for this person right now. When you’re finished, people you’re answering to will feel that you really understand them.
They will remember them – and you.
If you Google it, you’ll find many scientific studies that indicate that people can remember at most 7 things at a time. So you might be thinking, “Hey! Aren’t you leaving some reasons on the table? Can’t we load up the listener with more reasons and get them feeling even better?”
Actually, no.
Three.
You’re going to stay with three.
First, the customer is going to have more in their mind than what you are telling them. Look in your own busy mind– right now – you’ve got stuff happening in there other than this wonderful article.
· “What will I do for lunch?”
· “Am I ready for that next meeting?”
· “Where am I on the XYZ follow up?”
All while you’re reading this, letting me try to convince you that three is the right number. So I don’t have all of your seven available to me. I’m going for three. And you will find one a good fit, and you will find one to be something you haven’t thought of.
And because of all that, you find me credible (but not tedious), be impressed, and you’ll remember.
Three.