The Five Unspoken Truths That Close Deals

As you near the final stages of a deal, it’s easy to get caught up in the mechanics: negotiating terms, finalising contracts, and ironing out last-minute details. But pause for a moment, take a healthy gulp of oxygen, and ask yourself: Have you truly guided your prospect or buying group to reach five critical conclusions? If not, you might be standing on a very wobbly deal, no matter how solid it appears.

1. “We understand the problem and its impact if unresolved.”

First, your prospect needs to have a crystal-clear grasp of the problem they’re facing. More than that, they need to appreciate the potential fallout if they fail to address it. If your conversations haven’t driven home the real, tangible consequences of inaction, then the urgency to act might not be fully realised. An uncertain prospect can lead to prolonged decision-making or, worse, a complete stall in the process. This is often when prospects start to “ghost” you, disappearing without a trace. Spooky, right? It’s usually because they see your solution as a nice-to-have rather than a must-have.

2. “We’re agreed that investing in a solution is a strategic priority.”

It’s not enough for one or two stakeholders to recognise the value of a solution. The entire buying group needs to be on the same page, seeing the investment as not just a good idea, but a strategic necessity. This alignment is crucial; without it, internal debates can simmer below the surface, causing delays or derailing the deal entirely.

3. “We’re confident we can make an informed decision on evaluating the right type of partner and solution.”

Have you equipped your prospect with the knowledge and tools to evaluate not just your solution, but the landscape of options available? They need to feel confident that they’re making an informed choice. This means helping them understand the criteria for evaluating partners, the differentiators that matter, and the potential pitfalls.

4. “We’re confident the solution can generate the outcomes we need.”

There’s a difference between being sold on a solution and believing it will deliver specific, measurable outcomes. Your role is to bridge that gap. Ensure your prospect isn’t just buying into a product or service but into the tangible results it promises. This confidence is often what turns a tentative agreement into a firm commitment.

5. “We’re confident we’ve taken all the risk off the table that we reasonably can – we’re ready to go ahead.”

Finally, the spectre of risk looms large in any significant investment. Have you done everything possible to mitigate these risks? This might involve clarifying the implementation process, offering guarantees, or demonstrating a robust support structure. When your prospect feels they’ve minimised the risk to a manageable level, they’ll be far more likely to sign on the dotted line.

If you can’t confidently say that you’ve helped your prospect arrive at these five conclusions, then the deal likely has hidden risks that could surface at any moment. By ensuring these truths are addressed, you’re not just pushing a product; you’re partnering with your prospect to make a decision they won’t regret—a strategy that, according to research, significantly increases the likelihood of a successful outcome (Rackham, 1988).

So, before you move to close, take a step back and reassess. Are you guiding your prospect towards these realisations? If not, it might be time to revisit the drawing board.

Remember, it’s not just about closing an opportunity—it’s about closing it right.