Nick Huber, in “The Sweaty Startup”, writes that sales is the foundation of every business.

Having a tech background and being mostly surrounded by other builders, sales is both one of my weakest skills and one that I want to improve. I’ve witnessed great ideas fail because nobody was selling them, disproving the “build it and they will come” myth, and I have seen what a truly good seller can bring to the table.

To me, good sales boil down to mutual wins. A good salesman will figure out what the other party needs, a way to provide it at a fair price, and manage expectations, while avoiding deception and the psychological biases that trap both buyers and sellers.

A corresponding section of the book describes a few down-to-earth habits to become more effective at sales. I found them particularly valuable because they align with good product management or successful negotiations. I am writing them here with a few reflections so that, eventually, they can become part of my mental models.

# 1. Realize not everyone wants to buy what you’re selling

Some will never be your users.

This is both true and hard to accept at first, especially when we compare ourselves to the hyperscaler of the day, or when technology is so pervasive that almost everyone browses social media through a smartphone.

For those who would be your users, though, remember that innovation and adoption take time.

# 2. Get comfortable being uncomfortable

Improving at something requires discovering one’s limits and overcoming them, while facing both the unknown and what’s visible around us. Sales require that same attitude, times a thousand.

Especially when cold-calling or finding an initial market fit, sales are a numbers game. You will have dozens of conversations, each equally uncomfortable. Make them worth it: each sale is an opportunity to figure out someone’s needs and an opportunity to adapt your offer.

# 3. Prove that you are an expert

Experts know about both the upsides and the downsides of an opportunity. They have been in the trenches, and they know that things can and will go wrong, but they also recognize the value that an opportunity can provide.

Some salesmen will only try to sell you on the upside, without mentioning the downsides. This sometimes results in potential buyers getting defensive, feeling that something is “too good to be true” and that they aren’t seeing the full picture yet. They’ll likely stall or simply back out. I know I do, in those cases.

Instead of hiding risks and difficulties, acknowledge them in your pitch and show you know how to manage them. Exposing the negative aspects makes them less frightening. It defuses them while reinforcing what’s positive.

# 4. Manage expectations

Success depends on how you define it. Pick success criteria that you are very likely to meet, while ensuring to satisfy the customer needs.

The classic examples draw from forecasting how long something will take. Instead of over-promising on a tight timeline that requires everything to go smoothly, be realistic and think about risks, uncertainties, and unknown unknowns. Discuss them upfront with your potential buyers. Together, you’ll pick good success criteria.

Those conversations will be hard but necessary to manage all stakeholders’ expectations. Have them early on: you will also find out that some potential buyers are not the right fit for you.

# 5. Add value first

Business is a positive-sum game. Someone’s success will enable them to spend more, and their spending is going to be someone else’s income.

Adding value means first providing something that your users need, so they can test it and eventually trust you. At that point, the sale becomes a lot easier.

Successful SaaS companies (e.g., Tailscale) have found a good balance around this, with a free tier generous enough to suit most needs and a paid tier you (or your employer) can purchase after finding trust and value in their service.

# 6. Make scarcity work for you

Not every customer will provide you the same value: 20% of your users might generate 80% of your sales.

Gently push back potential buyers after you have made it clear that you are an expert, you know how to manage expectations, and how to add value. You don’t need to win every sale and if you do, your prices are probably too low. It will be hard because it looks counter-intuitive.

Pushing back allows you to select customers that are right for you, while turning away potentially bad customers.

# 7. Let the other party sell themselves

After having defused the negatives and having gently pushed them away, ask your potential buyer “What makes you think I’d be a good fit?”.

In negotiations, open ended questions and well-timed silences will allow information to flow while you discover what the other party needs. In sales, they’ll do something as powerful: they’ll change perspective and framing. Then, the other party will start selling themselves to you, explaining how they’d be a great fit or a good customer. If that happens, they’ll have overcome any objection they might have had and convinced themselves that they want to work with you.

# Closing thoughts

I find that sales, negotiations, and product management share these traits. They boil down to a few core principles: being upfront and providing true value. Forecasting what to expect and know what you don’t know. Managing stakeholders’ expectations by defusing the negatives and, as a result, reinforcing the positives. Not everyone will be your user, nor will every user be right for you. Change perspective and re-frame things to let the other party sell to you. You will learn what they really need and they will work with you to overcome objections and biases.

How do you approach sales? Have you found yourself nodding along or violently shaking your head? I’d love to hear about it – shoot me an email!

Thank you for reading and ‘til next time! 👋