Lacey Pease

Probably.

Probably.

Well, you know, you shared all these seven steps in the seven conversations, last one being actual experience.

And when I hear you talk about these like seven different conversations that need to occur, are you?

What does it actually look like in action?

Is this me actually as a sales rep or as a consumer of a product, trying to make sure I hit these seven topics?

Or how do I practically do this to make sure that we are aligned on expectations before we move forward?

Yeah, and I think you bring up a good point here too.

It's not like the way that you can roll out this strategy isn't just I'm trying to make a good experience for my customer, but literally like human conversation is the hardest thing we do day to day.

We communicate with you, right?

And that happens every relationship at work, whether it is with a client or it's with an internal employee is all about mismatched or expectations are hopefully trying to set expectations that are aligned.

So I think that is a really valid point here is that this framework isn't just for I'm trying to sell you something.

I want to understand all these things.

It can also be like I'm a boss and I'm trying to have a conversation with my employee on what expectations we have about the job role that they're doing or vice versa.

The employee is trying to figure out like, what is my what's my CEO needing and how can I support them?

I'm also of the philosophy, too, that if it's a mismatch, like, oh, your expectation is this and what we offer is actually this.

The sooner I can get to that realization of, no, we can't actually deliver on the expectation you have, the better because I'm going to spend less time with you trying to sell you on a product or work with your team on this thing.

At least then I don't have the negative customer experience later on whenever you're not happy with this thing.

Like, how good is it that we get to the answer of no faster if it is a no, right?

Yeah.