Be Real: How to Underpromise and Overdeliver

Let’s start with a definition adapted from Wikipedia:

A temptation is something that looks appealing. It’s usually used to describe acts with negative connotations and, as such, tends to lead a person to regret such actions for various reasons – legal, social, psychological (including feeling guilty), health, economic, etc.

Temptation goes back to the Garden of Eden – the tree of knowledge, the apple, the serpent, Adam and Eve and the fall of man. It is rooted in our DNA.

So how does this relate to sales?

The temptation to overpromise always leads to underdelivering, and so we must fight it at every level.

• Sales representatives are tempted to overpromise to secure the sale.
• Sales managers are tempted to overpromise to motivate their sales team to greater performance.
• CEOs are tempted to overpromise to provide confidence to boards and shareholders.

No good can come from overpromising and underdelivering.

Bear in mind that intentions are irrelevant; “results” are the only thing you are measured by. In other words, it doesn’t matter what you intended to deliver, only what you delivered.

So, how do you avoid the temptation of overpromising and underdelivering? By doing exactly the opposite – underpromise and overdeliver!

Avoid emotion at all costs!

This is a toughie because we are emotionally driven creatures and emotion sells. Generally though, those decisions / sales pitches / forecasts / projections are more a reflection of our desires, wants and needs then they are a reflection of the truth. Sometimes truth isn’t all that exciting, whereas emotion is.

When someone in business says, “I feel this” or “I feel that” instead of “I think this” or “I think that” – based on “x” fact, “y” fact and “z” fact – run as fast as you can the other way. Don’t be this person!

Emotions cloud judgment and generally always operate in that gray area between fact and fiction. Gray is the devil’s playground, and the playground of those who can pretty much rationalize any deviant behavior or philosophy.

Stick to the facts!

Just as Sgt. Friday used to say in Dragnet, “Just the facts, ma’am.” Stick to the facts and emotions will play a lesser role.

• What exactly are the terms of your agreement? Specifically?
• What exactly are the agreed-upon timeframes? Specifically?
• What exactly is the promised (and demonstrated) feature / functionality? Specifically?

Everything you state in terms of promises and delivery should be specific, measurable, attainable, realistic and time-sensitive!

Prove it!

Generally speaking, you should never promise something you have not accomplished consistently in the past. Using this rule, you should have proof of delivering on your promises. This proof can take many forms:

• Case studies
• Testimonials
• References
• White papers

A good question to ask yourself to make sure you can deliver on what you are promising is, “Do I have proof of having done this consistently in the past?” If so, then you are probably safe. If not, you are being driven by emotion rather than fact and you should reconsider your approach.

If you do these three things you will not fall victim to overpromising and underdelivering!

• Stay away from emotion
• Use facts
• Prove it

We are proud of the fact that in more than 10 years as a consulting firm we’ve achieved 100% success with every client that has fully implemented our recommendations.

We are more proud of the fact that we’ve always delivered what we said we would. Or more!

Be that person! Be that company! All the other pieces will fall into place.

Brian