What you'll learn
By the end of this lesson you can give each of your next two conversations in an account a clear job, prepare with a one-page account picture, send a recap the buyer can forward and tell whether the account is really moving.
What each conversation is for
Lesson 2 ended the first call with the problem in the buyer's words, two names and a dated next step. The next two conversations build on that. Each has one job.
| Conversation | Its job | Who is in it | You leave with |
|---|---|---|---|
| First | Hear the problem and get names | One person | Their words, two names, a date |
| Second | Test the problem with another role | Your first contact and one new person | Whether the problem is shared, and what each role needs |
| Third | Find out how a decision would be made | Two or three roles | The steps, people and timing of a decision, in their words |
The second conversation is not a demo, and the third is not a proposal. If the buyer asks for either, give it, short. But do not skip the job.
Before the second conversation: the account picture
Spend 15 minutes on one page. Write it for the account, not for the call.
Account picture
ACCOUNT: [ ] DATE: [ ]
The problem, in their words: "[ ]" Said by: [name, role]
Spoken to: [name, role, date]
Heard of: [name, role, who mentioned them]
Still unknown: [1] [2] [3]
This conversation must find out: [one thing]
Next step agreed: [date, purpose, people]The line that matters most is "This conversation must find out". One thing. If you try to learn everything, you will learn nothing in particular.
Running the second conversation
Open by repeating the problem as your first contact put it, then ask the new person whether it looks the same from where they sit.
"When [first contact] and I spoke, they described it as [their words]. Does it look the same from [their area], or different?"Then listen for the differences. A head of operations and a head of IT rarely describe one problem the same way, and the gap between them is often what has stopped it being solved. Ask your role questions, keep your own description to two minutes and end on what would need to be true for this to go further.
Running the third conversation
By now you have heard from two or three people. The third conversation brings their views together and asks how this company decides. Three questions do most of the work:
- "If you chose to act on this, what would happen next, and who would sign?"
- "Has anything like this been tried before? What stopped it?"
- "What would you need from us to take this to [budget owner]?"
Then offer a short written summary of what you have heard, for them to correct. Not a proposal. A summary they correct becomes their document, and it travels inside the company in a way your slides do not.
The recap note
After each conversation, the same day, send five lines.
What we heard: [the problem, by role]
Where views differ: [one line]
What we agreed: [ ]
Next: [date, purpose, who joins]
Still open: [one question]Write it so it can be forwarded without editing. Then update the account picture and the buying committee map.
Is the account moving? Four signs
The account is moving when:
- They bring someone new without being asked.
- They correct your summary. People only correct what they intend to use.
- They tell you something that is not public: a budget date, a past attempt, a concern about another supplier.
- They set the next date themselves.
It is stalling when you keep meeting the same person, the dates slip without a reason, or you are asked for a proposal before you have met anyone else. Say so plainly: "It feels as if this has paused. Is that right, and what would restart it?" If nothing restarts it, pause the account with a date to look again.
Worked example (illustrative, not a real company)
Quaywise sells warehouse software. Sam Carter works one Tier 1 account. All names are invented.
| Conversation | People | What Sam learned | Next step |
|---|---|---|---|
| First | Asha, Regional Warehouse Manager | Stock counts across two sites are the worry | A call with Asha and Marcus |
| Second | Asha and Marcus Lee, Head of IT Applications | Marcus worries about timing, not counts. The new site opens before the system upgrade | Marcus suggests Dana joins |
| Third | Asha, Marcus and Dana Whitfield, VP Supply Chain | A pilot at the new site would need Dana's sign-off and a procurement check | Dana introduces procurement |
Sam never presented a full demo. The account moved because each conversation added a person and a fact.
Key takeaways
- The second conversation tests the problem with another role. The third finds out how the company decides.
- Prepare with one page, and one thing this conversation must find out.
- An account is moving when they bring people, correct your summary and set the dates.
Exercise (25 minutes)
- Pick one account where you have had a first call. Fill in the account picture. (10 minutes)
- Write the one thing your next conversation must find out. (5 minutes)
- Write the opening line that repeats the problem in their words. (5 minutes)
- Check the account against the four signs. If none applies, write the question you will ask to find out whether it has paused. (5 minutes)
Why this works on named accounts
Put it into practice
Buying Committee Mapper
Map the people behind a decision by role, stance and influence, and see who to approach next. Runs in your browser.
Appointment Setting Script for Enterprise Accounts
For SDRs, founders and account executives calling into large companies.
You leave with a pre-call card, a call script, replies to seven responses and scripts for the second and third conversation.
Discovery Call Question Bank by Function
For sellers whose first call with a new stakeholder sounds like the last one.
You leave with a call plan, 36 questions for 6 functions, 4 closing questions, a notes header and one plan filled in.
The Forwardable Note: Get Introduced Inside an Account
For sellers with one friendly contact in an account and nobody else.
You leave with the ask, a note your contact can forward in ten seconds and the thank-you that keeps them involved.