Discovery questions, handling objections and difficult conversation rehearsals: a practical workshop for sales teams, reviewed from recordings.
The customer relations and sales programme aims to change the team's talking-to-listening ratio. In most weak sales conversations the seller is technically faultless; the problem is that the solution is explained before the customer's real constraint has been understood. The programme works on this not by lecturing but by having participants watch recordings of their own conversations.
The first half of the workshop is devoted entirely to asking questions. Participants write discovery questions for their own products and services; these are tested in the group and separated into "questions we already know the answer to" and "questions that open the customer's constraint". Most teams find that more than half of the questions they prepared fall into the first group.
The team writes down, collectively, the objections it actually hears in the field. These are divided into three clusters: price, timing and trust. A separate response structure is worked for each cluster — because an answer given to a price objection usually deepens a trust objection. The bank is handed to the company at the end of the workshop and becomes a shared resource for the team.
Where a commercial team covers several countries, the objection bank is the part that repays the day. Collected together, the clusters usually show that the objections differ far less across markets than the team assumed, and that where they do differ it is in the trust cluster rather than price — which changes what a regional team decides to standardise and what it leaves local. The workshop is delivered in English for mixed teams.
The programme is built differently for B2B and B2C: B2B weights conversations with multiple decision makers and long cycles, B2C first contact and speed of close. The programme does not sell a sales methodology licence and does not aim to change your existing CRM processes; what it works on is the conversation itself.
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Yes. The discovery questions, the objection bank and the role plays are all built on participants' own products and services. Generic examples are used only in the warm-up; the real work is in the company's actual sales context.
With senior teams the focus shifts: instead of basic technique, breaking habits, difficult conversations and the talking-to-listening ratio come to the fore. Experienced participants usually get the most feedback while playing the customer, because they hear their own patterns from the other side.
No. Recording is taken only with participants' explicit consent, used for review during the day and deleted at the end of the session. If consent is not given, the review is done from observer notes; this section works without recording. Where company policy prohibits recording, say so at booking and the day is built accordingly.
The full-day format is six to seven hours. For habit change a half-day follow-up three to four weeks later is recommended, in which the team brings examples from real conversations in the interim. The follow-up is optional.
Yes. The shared sections — discovery, objection bank — are run together; in the rehearsal section, face-to-face and phone or screen conversations are set up separately, because managing tempo and silence works differently when voice is the only channel.
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