Consultants should know that Indecisive People do not exist.

The starting point for my reflection is an article by the brilliant Argentinian political consultant Daniel Eskibel, who upon speaking of the recent Spanish elections began his writing saying “The undecided do not exist, at least not in a strict sense.”

Many times as consultants we find ourselves puzzled when a client says to us that he likes the service that we offer, that he is interested in us helping him, that he likes what we do and then, we send the proposal and try to close a deal and suddenly… nothing. Nothing else happens.

Who are the Indecisive?

The definition of indecisive is a label that we put on others, but in reality there are many reasons why nothing happens, and we are not always ready to review them in detail.

Those that we perceive as indecisive are those that conceal their opinion, those that don’t want to do something, those that don’t have a conscious decision but do have a preconscious inclination, those that vacillate between two options, those that know perfectly well who and what they don’t want, and finally, those that don’t have the slightest idea of what they want.

For someone that has a vision of marketing of his/her processes of communication, this apparent “indecision” must function as an indicator that one has not sufficiently looked into constructing a proposal that has very precise benefits, that makes it so our clients can trust in us and have the desire to purchase, contract, or acquire our services or products.

Continuity vs. Change

The wise consultant Daniel Eskibel proposes that the axis for revision upon thinking of our clients is that of Continuity versus Change.

Continuity versus Change is a key theme because to change is to pass through the discomfort of the 4 levels of the process of learning and teaching, that was first explained by Martin M. Broadwell in 1969, and who described his model as: “the four levels of teaching.”

  • Unconscious incompetence
  • Conscious incompetence
  • Conscious competence
  • Unconscious or incorporated competence

Of course, why would I change if it is very uncomfortable to transition from unconscious incompetence to unconscious competence?

Moreover, if we add that: “I’ve been the way that I am for a long time and it hasn’t gone badly for me. In conclusion, it isn’t going to get much worse for me if I don’t change anything and I’m not going to go through having a bad time of feeling that I don’t know and that things don’t work out for me. It is easier if I don’t do anything.”

This reasoning speaks to the resistance that our proposal must overcome.

Our proposal must start off with classifying those clients to really understand what problems those supposedly indecisive people have, those that we want to convince. If we understand and can give credible and honest solutions to those issues, we are on the road to achieving what we want.

An ingenious key that Daniel Eskibel gives us is: “the indecisive possibly do not know what they want but practically always know what it is they don’t want.” In accordance with this premise, together with our experience with Aikiskills, we know that if we discover what it is that they reject and if we connect in a real and authentic manner with that feeling of rejection, then we can begin to see options to triumph.

Ultimately, more than indecisiveness, there is little investigation and understanding of the true problems and of what it is our clients reject. If we discover these keys, we can begin to attain results.

To listen and to ask more can help in this process.

When your service is about care, the Indecisive does not exist

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