I have written about objections and red flags in the past. They are not bad events. Since a red flag suggests sudden death perhaps a better name for them is ‘amber flags.’ Red flags are not fatal blows in the course of a sales process, but they are markers and a sign that a sales professional is doing his or her job. Rather salespersons need to think of them as signposts that should be interpreted as the means to help them identify what they do not know and should, what they have not addressed and should, who they have not met and should, et cetra. Red flags are like road constructions signage that guides the driver to not crash or burn or to meet a pothole. Red flags are like the poles on the slope for the slalom skier to know where to go and where to avoid. Looked at this way, they are actually handy because the alternative may be sticking one’s head in the sand and no ostrich has ever made an enterprise sale*.
Salespersons need to actively look for red flags, recognize them as such and proactively react to them where they have not been pre-empted. In my experience, salespersons who cannot identify red flags are in as a precarious position vis-à-vis their sale as those who either do not know how to react to them or, worse, choose to do nothing.
There is a myriad of examples my teams and myself have come across over the years, but here is one example of a red flag to paint a picture. A new executive/technical person/user of what is being sold has been hired and his point-of-view is unclear. His or her opinion is important and valid and should be known and considered. Sales needs to communicate with the person.
*That is to the best of my knowledge. Let me know if you understand otherwise.
*Things That Need to go away: managers who are unhappy when a salesperson steps forward to discuss a red flag he or she has discovered.