Condition 3: Does the buyer have a healthy dissatisfaction with the current
offering or the rate of improvement? Ask them: “Is this a minor irritant or something
you're truly fed up with?” “What would you say is missing?” “Why do you feel that
now is the time to put extra resources against this?” “How effective have your own
efforts been to address this?”
Condition 4: Does the buyer trust you and believe you're the best alternative
they have? Ask questions such as: “What other solutions are you looking at?” “How
do you feel about our capabilities in this area?” “What concerns do you have about us or
our approach?”
5
Mission Isn't Important. It's Everything
Years of helping to solve problems have taught me that when you listen
effectively and empathetically, it shows you care. And until people believe
you care, they won't fully engage with you.
I am sitting with Rick Haber, who is the CEO of Life Health. It's a $2-
billion health-care corporation. This is
our regular monthly coaching
meeting.
Life Health is a large not-for-profit medical center. The only other
hospital in the area is St. Frances. It is a much smaller hospital, located in
the wealthiest area of the city.
“I'm making an intensive drive to take over St. Frances,” Haber tells me.
“They have the largest cardiac program in the region and several dozen top
heart specialists. I need to have them in my camp. It's the one area where
we have a void. I'll take over the whole hospital if I need to.”
“I can see where you're coming from, Rick,” I reply. “You're an ambitious
guy. Because of your drive and persistence,
Life Health has become the
market leader in this town. Can you remind me,” I ask him, “what the
mission of Life Health is?”
“That's easy. I talk to my staff about it all the time. It is to offer the most
effective program in vital health maintenance and illness prevention and to
deliver the most caring and responsive treatments
available at the lowest
cost possible.” I pause and let it sink in. Then I ask Rick, “How would this
takeover further your mission statement? Your core purpose?”
“Well,” Rick begins. Then he pauses.
“Well, I just saw an opportunity that I could move in on. You know, I'm a
pretty aggressive guy.” My ears perk up. Whenever I hear the word “just,”
an alarm goes off. (I'm reminded that Harry Emerson Fosdick said that a
person wrapped up in himself makes a pretty small package.)
“Tell me, Rick, where in that mission statement does it indicate that
hijacking the cardiac care of St. Frances Hospital is what your mission is all
about? You're going to kill them. They'll end up getting dismantled when
it's over.”
“What are you saying?” he asks.
“I'm not saying, I'm asking,” I tell him.
Then I stop talking. I am quiet. It is a World Series silence—like what
happens when the visiting team has scored eight runs in the first inning.
I say it again: “Rick, I'm asking what your mission is and how this idea
will further it. Is it consistent with what you stand for?”
He doesn't have to answer—I can see it in his face. Rick knows that
taking over the cardiac program from St. Frances has nothing to do with
meeting Life Health's mission. He knows that
even without the cardiac
program, they'd still be the dominant force in the marketplace.
“Rick,” I add, “we both know that bigger isn't better—better is better.”
Mission is everything. It is your true north. When someone is making a
big move—a significant decision—check to see if it is consistent with
who they are. Ask:
“How will this further your mission and goals?”
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