Being the Authority in the Sales Process: Staying in Control and Driving Results

A common challenge for consultants is losing control of the sales process. Often, after an initial meeting when everything seems to be going well, all the boxes are checked, and now you’re looking to schedule a follow-up. But then you hear objections, or worse, nothing.

Sales limbo happens through uncertainty. It’s like a dance where both partners are waiting for the other to make the next move. This can be not only frustrating, but can even lead to a complete stall.

Let’s dive into why this happens, explore some common objections, and discuss strategies to help you stay in control of the sales process.

Why Sales Limbo Happens

Typically, this challenge starts after the first successful meeting. The introductory meeting seemed to go well. ?Now it's time to book a follow-up with other decision-makers involved. You offer times, but then you hear nothing. Days pass, then weeks. You’re left wondering: should I follow up, or will I come across as pushy? Is the prospect still interested? You’ve lost control.

It can be tempting to go back and try to re-engage, but at this stage, there’s often hesitation. You don’t want to appear desperate, but the uncertainty of what to do next means lost opportunities. Other times, the objection is different, like, “Send me some information.” This often marks the beginning of a slow fade, where you never hear back from the prospect.

The Key to Regaining Control

The first step in regaining control is to never lose control, by having a clear plan and setting clear objectives for every meeting. Be the authority and never enter a sales conversation without a plan. Know exactly what you want to achieve, whether it's moving to the next step in the process, qualifying the lead further, or sealing the deal.

But how many meetings should you plan? Do you need two, three, or four meetings? Each meeting should have a clear purpose and a well-defined objective, helping you maintain control. For example, if the first meeting is to diagnose the prospect’s problem, the second should be about aligning with other decision-makers, and the third should focus on moving toward a solution.? Make each meeting’s outcome clear to the prospect before each meeting and get their agreement.

Common Objections—and How to Handle Them

One of the most common objections consultants face is when prospects say, “Send me some information.” This is often a stalling tactic. What they’re really saying is, “I’m not sure.” It’s a delay to buy time because they haven’t fully understood the problem or aren’t convinced you’re the right solution.

How do you handle this?

Don’t send generic brochures or capability statements, as these usually go nowhere. Instead, offer targeted, problem-specific content. If the prospect asks for information, respond with, “I do have some relevant content on this issue, but before I send anything, let’s schedule a time for everyone involved to review it together.” This way, you are still in control of the process, and you’re making sure that all key stakeholders engage with the content before the next step.?

In a perfect world however, an authority has a mapped-out process where you have already sent this information ahead of time and you have provided your prospect with the information they need to be able to move the conversation to the next stage.

By taking this approach, you maintain control and ensure that the next step isn't left to chance. You’re not just sending information into the void; you’re guiding the prospect through the process, ensuring they’re engaged.

Set Clear Expectations from the Start

Another authority strategy is framing the first meeting correctly. From the outset, it should be clear that this isn’t a casual chat. Set a time limit for the call, whether it’s 15 or 20 minutes, and make it clear that this is a business meeting with a defined goal. Is it a fit or not? Establishing these expectations helps avoid ambiguity and makes sure the conversation is productive.

As the authority in the process, it’s your role to diagnose the problem, much like a doctor prescribing the right treatment. If you frame it correctly, you can confidently say, “If it’s not a right fit, I’ll tell you.” When you take control of the process and communicate clearly, your value in the eyes of the prospect immediately increases because they see you as a problem-solver, not just a salesperson.

Reaffirm Your Authority in the Process

Sometimes, especially when a prospect initiates the contact, it’s easy to slip into the role of a servant, merely responding to requests. However, as the expert, it’s essential to assert your authority in the process. If a prospect asks for something that you know isn’t the real solution, don’t be afraid to push back.

For example, one of my clients had a prospect call about a training need. However, after further discussion, it became clear that the training request was a surface-level solution. The deeper problem needed a more comprehensive approach. My client was courageous enough to push back, explaining the real issue and suggesting a different course of action. This strengthened their position as an authority and maintained control of the process.

The Final Push: Overcoming “Send Me Your Proposal”

If a prospect says, “Send me your proposal,” challenge it. Although in a complex sales situation, a proposal is virtually an expectation, it’s also often a polite way of saying they’re unsure, and it delays the process. Instead of sending your proposal and waiting, you can say, “I don’t usually send out a proposal before we have an understanding that the solution I propose is really what you want, as it might not be relevant. Let’s dig deeper to see if we’re a good fit, and then I can send you a confirmation of the agreement we make today.”?

Don’t send proposals hoping they will do the selling for you.? Be sure that you have defined the solution for your prospect and that they give you a verbal agreement that the solution is right for them and that they are happy with the terms.? Then you send your contract for them to sign off on, rather than a proposal they have to “think about.”

Conclusion

Losing control of the sales process is a common challenge for consultants, but with the right strategies in place, you can overcome it. By authoritatively setting clear objectives, framing your meetings correctly, and managing common objections like “send me information,” you’ll keep the process moving forward. Ultimately, staying in control will help you close more deals, faster, and with greater confidence.

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