“If X said it, it must be true”. X could be a Customer, Sales Rep, your manager, etc. An SE should never assume what they hear is the whole story. Always assume there is more to a story than meets the eye. Dig below the surface.

Suppose a customer says, “Here is the problem I am trying to solve…”. Do you tend to jump in and quickly begin suggesting solutions for that problem? Who is to say the customer is giving you the complete story, or that there is more to their problems below the surface?

What if instead of launching into solutions, the SE asked questions like, “What is the impact on your business from these problems?” “What is causing these problems to occur?” “Why do you need to address these problems now?”. As a rule of thumb, ask at least 3 “Why” questions about the business problem before thinking about solutions.

Asking these kinds of questions that dig beneath the skin often dredge up more business problems, more pain, more underlying issues — and these often lead to more solution and bigger deals.

Suppose a sales rep says, “Here is what the customer told me…”. Don’t take what the rep says at face value. Leverage your technical credibility to dig deeper. What is motivating the customer? What is driving their business problems? Ask why.

Which brings us to an intriguing thought. If you have been following this series of blogs, have you been assuming there are only SEven SE sins? Are more to follow? and why?

This is the sixth in a series. As an SE, if you read any of the blogs in this series and wince, ask yourself if maybe there is room for improvement. Are you wasting your time, or worse, are you wasting time and you don’t realize it! Do your teammates do the same thing? If so, perhaps your team should consider acquiring professional guidance to improve your skills.

SE Sin #6: Can’t Say No. Some SEs have a real hard time saying “No”. “No” to their sales rep. “No” to their customer. “No” to their channel partner. “No” to their manager (just kidding). They try to please everybody, and in the process, their calendar fills with tons of pointless activities. But the SE’s job isn’t to submit to everybody’s whim, their job is to sell something. Saying “No” is an important skill for an SE in prioritizing and managing control over their valuable time.

Of course, they should say “No” in a diplomatic manner. “No, and here’s why”. Invariably conflicts will arise. Attempts will be made to overrule the SE’s attempt to prioritize their time. Management should have a well-defined escalation procedure in place to address such conflicts. Both sales and SE management should trust the SE’s judgment in managing their time.

At the end of the day, the SE has to learn to just say “No”.

SE Sin #5: The Mystery SDM. Sometimes in a large meeting sales call, a stranger joins midway through. Sometimes, the SE (or sales rep) keeps right on going instead of stopping and asking, “Who is that masked man?”. Sometimes, the mystery person is our Solution Decision Maker (SDM).

One of the worst things that can happen to an SE at the critical moment of solution closure is to ask our the assumed SDM, “Do you have all the information you need to choose our solution?”, and the SDM says (in effect), “Oh, Fred needs to make that decision.” Oh No! If Fred really is the SDM and has a killer issue we didn’t know about, months of effort may have been wasted.

Be absolutely certain you know who the Solution Decision Maker is. Make no assumptions. Ask yourself two key questions: “Who does the alleged SDM take their recommendation to?” and “Can that person say ‘No’ for technical reasons?”. If the answer is “Yes” or “I don’t know”, you don’t know who the SDM is. Time to go find out, do the due diligence, and make absolutely certain.

Avoid unpleasant surprises. Know who you don’t know.