Mark Osborne explains sales as clearing obstacles rather than convincing. The framework treats selling like change management: remove emotional, organizational, and economic barriers so clients can move forward. Don't forget internal approvals like legal.
I love the framework. I've had the benefit of some training in it and I worked with organizations that use it. And it provides such a really holistic and robust approach to, you know, and I think of sales as more of kind of change, like leading change management. Because very often, you know, when you're selling something to a company, it's not so much that you're convincing them of how to do it. It's that you're clearing the path for them, both emotionally, organizationally, and then, you know, sort of economically, to move from one state to a new state that's going to have, you know, improved outcomes for them. But, you know, oftentimes the actual person that you're working with, the client, forgets, oh man, I got to run this through legal. I never even thought about that. But if you are following this, you know, sort of process and you get to that P, you're like, now don't forget, you're going to need to get this approved internally.
How Can You Maximize Your Business Value Before Selling? with Randy Katz Video
