Identify the Opportunity. Install the System.
Use these questions to evaluate and strengthen the Summit Broadband sales operating system.
Every "No" is an opportunity to grow. Tap a check as you go — where you land tells you where to work.
The Solution
Selling with Awareness — the shift from pitching to understanding.
Most sales methodologies teach people what to say. This one teaches people how to think.
There are three kinds of awareness. Tap each to open it.
Clarity
- What is this connection actually supposed to do for their business?
- What would make this conversation worth their time?
- What do I want to be true when we hang up — a tour, a hold, a date?
Motive
- Why does this matter — revenue, uptime, growth, or a bad experience?
- Why now? A renewal, a build-out, a move, an outage?
- Why should they trust us with it — what have we earned so far?
People
- Who has a say — Decision Maker, Guardian, User, Coach?
- Who actually depends on it — staff, guests, residents, patients?
- Who haven’t I accounted for — IT, procurement, the property manager?
Measure
- How will they know it worked — uptime, speed, fewer tickets?
- How are they handling connectivity today?
- What are they judged on — budget, reliability, or the complaints they field?
Movement
- What am I asking for — a site walk, a serviceability check, a proposal?
- What’s the smallest commitment that keeps this moving?
- What do I owe them when we hang up, and by when?
Let’s stop asking “What question gets me a meeting?” & start asking “What question uncovers their Mode?”
The best questions are simple, conversational, and easy to answer — the kind that don’t feel like discovery. Work them in this order, and each answer opens the door to the next:
Establish context without sounding like discovery.
- What do you know about how the network is used today?
- Which sites or properties are on your plate this year?
- What does your footprint look like right now?
- Are you handling this internally, through a partner, or both?
- Has anything changed since the last contract?
- What’s hardest to get right with connectivity?
- What are you focused on this quarter?
Where most of us struggle. Instead of asking about facts, ask about experience — these seven tell you almost everything about their Mode.
- How’s that been working for you?
- How do you feel about where things stand today?
- What’s been the biggest challenge?
- What’s been the most frustrating part?
- What’s taking more time than it should?
- Where do you feel the most pressure?
- If you could change one thing about your current service, what would it be?
People don’t buy the seat. They buy improvement.
- What would success look like this year?
- What’s most important to improve from the current setup?
- If this went exactly right, what changes?
- What would make the biggest impact on the people using it?
- What’s costing you the most today?
- What would free your team up?
- Where do you think the greatest opportunity is?
Timing separates a real opportunity from a someday.
- Why is this important now?
- What’s driving the timing — a renewal, a budget cycle, a build?
- What happens if nothing changes?
- Is there a date you’re working toward?
- What made this move to the top of your list?
Know who matters before you go further.
- Besides yourself, who else is involved in the decision?
- Who ultimately signs?
- Who owns the vendor relationship day to day?
- Who else would want to weigh in — IT, finance, leadership?
- What does success look like for them?
“It sounds like [Situation] is creating [Impact]. If there were a way to [Improvement], would it be helpful to see how?”
“It sounds like the outages last year cost you more in complaints than the service saved you in budget. If there were a way to put that on a network nobody else shares, would it be helpful to see how that works?”
- Growth “It sounds like you’re looking to…” → improvement
- Trouble “It sounds like this is creating…” → relief
- Even Keel “It sounds like things are working, but…” → possibility
- Overconfident “It sounds like you’re comfortable with where things are…” → curiosity
Decision-Maker phrasing is shown; tap any question to see how to ask the same thing of the Guardian, User, or Coach.
Defines the outcome — clarity
Reveals the process — current reality
Exposes the impact — and who feels it
Creates the contrast — today vs. better
- Site count and bandwidth fit what we can deliver.
- Travel dates line up with a homestand.
- We solve a real budget or logistics problem.
- Ticket volume supports the effort.
- Trip has annual or recurring potential.
- Opens the door to the league, not just one team.
- Access to the coach, director, or trip organizer.
- Fenway is the draw — not just any game.
- Trust can be earned before deposits are due.
- Last year’s trip fell short.
- Families want a better experience.
- Organizers want it simpler to run.
- Budget, fundraising, or family pay-in exists.
- A deposit pathway is clear.
- Parents are bought in.
- Contract end or renewal date is known.
- Sites, bandwidth, and services are known.
- The build window won’t stay open forever.
The Plan
Create Sales Strategists. A leadership operating system for people, teams, and culture.
Great teams don't happen by chance. They're built through a repeatable system.
Gold for Ghosting
Awareness earns the meeting. This earns the reply.
A communication framework for getting a response without chasing people.
5-Steps to Earning a Response
Tap any step to open the shift — what to stop saying, what to try instead, and why it works.
The psychology
A UO Sales Manager reached out to a group after discovering limited information online indicating they were planning a trip to Orlando.
Good Afternoon,
Thank you for choosing Orlando & allowing the City to assist you in hosting The 2026 National Championships! (This is a mutually agreeable fact) On behalf of our Gold Key partnership with the Orange County Convention Center, your group qualifies for discounts up to 40% off Universal Orlando tickets. (Provides unique offer while acknowledging their choice & giving UO credibility)
Would you be against hosting a link for your Teams, Athletes, Coaches & Parents to save on their tickets? (Get your Yes with their No) We also have programs for you to resell them the tickets & raise money for your organization while still offering a substantial savings to the attendees. (Allow two choices, no more. Always two never three.)
If there were a way to provide your group with either one or the above options, what would be the best number to reach you at? (This is an easy to answer question)
Much appreciation,
Name
Title & UO signature line
A recent graduate from Embry-Riddle’s Engineering program was struggling to get responses to his job applications and resumes. After repeated silence, the outreach was going nowhere — so he changed the approach.
Afternoon Clay, (Email contact at Northrop Grumman he found online)
Congratulations on the launch of Lumberjack! (A mutually agreeable fact) As a recent Engineering graduate from Embry-Riddle Aeronautical University and having heard about its development just over a year ago, I can only imagine how rewarding this milestone must be for you and the team. (Sharing himself as the unique offer & appreciation of someone else’s accomplishment is always adding value)
Would you be against a quick call to share 3 or 4 key decisions that helped shape your career path? (Gets a Yes with their No) Alternatively, I’d be happy to stop by next time I’m in the area to drop off my resume in person. (Allow two choices, no more. Always two never three.)
What would work best for you? (An easy to answer question)
Much appreciation,
Jeremy Jackson
A Sales Manager at Medicus Healthcare Solutions received a list of contacts from a colleague who had recently attended a healthcare conference. Using the five-step format, he successfully engaged several of those prospects.
Good Morning Todd,
We both value clinical excellence and sustainable staffing models. (A mutually agreeable fact) As you spoke with Garrett Williams at a recent conference, I understand he discussed our Transition and how it works as a bridge when insourcing a service line or switching between groups. (The unique offer — delivered as information, not a pitch)
If there were a way we could enable Peace of Health Medical Center to make the move to an employed model, ensure full schedule coverage in the process, and improve read turnaround times — would you be against meeting with my VP and I on 11/17? (Got his Yes with a No — and opened with “If there were a way…” not “If I had a way…” which would have subconsciously implied Brian knew more than the prospect)
We will be visiting Peace of Health St. Johns from 11 – 1:30pm on 11/17 to discuss our program for multiple service lines there.
Shortly after we meet to better understand your specific needs, we could move forward with a detailed clinical discussion to assess how our solution would look in execution.
Would a meeting on 11/17, sometime between 3pm – 5pm or a dinner that evening work better for you? (Allow two choices, no more. Always two never three — and easy to answer.)
Much appreciation,
Brian
Simple Shifts
Change the word. Change the answer.
Same question. Different door. Curiosity opens it.
What You Take With You
Open it, fill it out, keep it. The system is only worth what gets used on Monday.
The weekly cadence. Three accomplishments from this week, six planned for next week, and one teammate who went the extra mile.
Open & fill ↓ DownloadPrep one opportunity. Frame it, score fit and readiness, map who has a say, and leave knowing what they want to improve.
Open & fill ↓ DownloadKnowing what to do, how to do it & why it matters. One objective, the two commitments that protect it, the planning matrix, and the honest questions at the end of the period.
Open & fill ↓ DownloadPick the buying influence, their mode, what they value and your timing — the builder frames your outreach on the 5-Step framework. You bring the specifics.
Open the builder →