Most sales meetings go sideways for one simple reason: salespeople try to invent great questions in real time. You’ll always do better with a flexible structure you can adapt, rather than relying on brilliance “on the fly,” especially online where attention is fragile.
Why should you design qualifying questions before meeting the client?
Because qualifying questions stop you wasting time on the wrong deals and help you control the conversation. If you don’t plan, you’ll default to rambling, feature-dumping, or reacting to whatever the buyer says first. A light structure keeps you adaptable without sounding scripted: you set the parameters, then fill in the details as the conversation unfolds.
Answer card / Do now: Build a reusable “question bank” and adjust it per client instead of improvising everything live.
What is the “permission question” and why does it matter?
The permission question earns consent to ask sensitive questions from someone who doesn’t trust you yet. You’re effectively asking a stranger to reveal weaknesses in their business—something people naturally resist—so you must frame it as: you’ve helped similar organisations, you may be able to help here too, but you need to ask a few questions to find out.
This is especially important in relationship-driven markets like Japan, and still crucial in Australia and the US where buyers are wary of pushy sellers. Permission lowers defensiveness and increases honesty.
Answer card / Do now: Memorise one permission line you can say naturally on Zoom, phone, and in-person.
What “need questions” actually uncover the real problem?
Start broad, then narrow—because the first issue they mention is often not the biggest one. A clean opener is: “What are some key issues for your business at the moment?” If they struggle to answer, prompt with a realistic scenario from similar clients (for example, sales performance in a virtual environment) and ask whether that’s true for them or if they’re satisfied. Then ask what other issues are priorities, so you don’t anchor on the first answer and miss the real driver.
Answer card / Do now: Prepare 3 “prompt examples” (common issues) to help buyers respond when your question is too broad.
Which qualifying questions reveal the scale (quantity) and constraints (budget)?
Use quantity questions to size the problem, and budget questions to test seriousness without triggering defensiveness. A quantity question gives you the scale, like: “How many salespeople do you have who could benefit…?” That helps you calibrate your recommendation. Budget can be asked directly (“How much have you allocated?”), but many buyers won’t share it—especially early—so you can work indirectly from team size and solution scope to estimate what’s realistic.
Answer card / Do now: Write one direct budget question and one indirect “scope-based” alternative you can use when they clam up.
How do you ask the authority question without making it awkward?
Ask who else has the strongest input, framed as necessary to help them properly. Buying decisions usually involve multiple stakeholders now, so you need to identify who matters early. Use wording like: “In order for me to help you, may I ask, apart from you, who would have the most interest and input into the buying decision?” It’s respectful, it doesn’t challenge their status, and it surfaces the buying committee.
Answer card / Do now: Add the authority question to every first meeting agenda—no exceptions.
What is an agenda statement, and how does it help control the meeting?
An agenda statement is a simple way to guide the meeting flow while still staying flexible. You remind them why the meeting matters, outline what you’d like to cover, and then ask if they want to add anything—so the agenda becomes shared, not imposed. A practical sequence is: check their familiarity with your company (to correct misconceptions), learn what they’re doing now and what systems they use, clarify future goals, uncover challenges blocking those goals, and—if there’s a match—discuss how you could work together. Then invite their additions.
The conversation won’t go in perfect order, and that’s fine—your job is to ensure the key questions get answered while you still have the chance.
Answer card / Do now: Use a 6-point agenda statement, get agreement, then work through your question bank calmly—even if the order changes.
Simple meeting structure you can copy
Permission question (earn consent) Need questions (broad → narrow) Quantity (size the issue) Budget (direct or indirect) Authority (map stakeholders) Agenda statement (control flow + invite additions)Conclusion: what salespeople should do now
Qualifying isn’t “being clever”—it’s being prepared. Build a structure, customise it to the client, and then stay adaptable in the moment. The sellers who win in 2025 are the ones who can guide the conversation without sounding scripted, earn permission before probing, and leave meetings with real decision clarity instead of vague friendliness.
FAQs
What’s the biggest mistake in sales discovery? Improvising questions under pressure instead of using a simple structure you can adapt.
Why add an agenda statement at the start? It sets shared expectations and reduces random detours, while still allowing flexibility.
What if the buyer won’t discuss budget? Use indirect sizing questions (headcount, scope, rollout timing) to estimate what’s realistic.
Author Bio
Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.
He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー).
