math is hard

The hardest part of making the big sale for women selling professional services?  the pricing conversation.

The hardest part of buying services for executive women?  the pricing conversation.

Why is this so hard?

• We have taken the time to build a good, trusting relationship. We like the other person and can imagine working together. 
• Then we shift gears to negotiating price... we have set it up to be a confrontational "win/lose" situation. (Think car buying). 

Women don't like this, aren't comfortable doing it, and I believe our reluctance to learn to do it well is hurting us.

I think about the last senior executive woman I worked with. When we went through all the "getting to know you" steps and finally came down to discussing the price, she told me she hated these conversations. I laughed and said I did too. It loosened things up and I realized that it isn't just on my end that it seems awkward and uncomfortable.

I have read the books on selling and negotiating. Some are good, some not so much. But here is what I find works for me.

Prepare a "discussion document" vs. a proposal

When putting together the proposal--think of it as a discussion document (until it is signed). 

• Use it as a way to engage in a conversation. 
• Find out what works on their end, do they have other resources that could help? 
• Are there other considerations that might change how you structure your work or your team?
• Don't talk pricing until both of you are comfortable that you understand each other - what the problem is, how you might work together to solve it, and what you are proposing.

By working together to revise, refine, and create the final version - you are giving a taste of what it will be like to work together, you are showing that you understand her needs and are flexible in your solution, and you come up with a better solution.

Prepare pricing options and scenarios vs. a pricing number

Once the nuts and bolts are figured out, then you come up with pricing OPTIONS. I'm always surprised at what comes out of these conversations. I will present resources and different models - as an example, perhaps some strategic oversight with some day-to-day support and a few workshops... which ends up turning into much more time for strategic help, one of their people running workshops, and a more senior person doing capability transfer. I would never know what they really want (and they wouldn't either) without presenting different scenarios and finding out what makes sense.

Be open to new ideas... seriously

We tend to glom onto the solution (which we know is right, of course) and then pretend to listen and make a few changes to appear flexible. This is not what I'm talking about. This is why I think it is important to lay out at least 2 different scenerios in the discussion. Force yourself to think about another way to meet the client's need.

I see 3 options here...

1. Learn to sell like a man
2. Learn to sell in a new way
3. Fail to sell...

I like option 2.