Their annual report.
Their recent news.
Their industry pressures.
Their competitors.
Their likely initiatives.
Their probable challenges.

Yet despite having more information than ever before, many discovery conversations are becoming less meaningful.

Why?

Because information is not curiosity.

That observation became the focus of a series of conversations between us about discovery, customer engagement, AI, and what separates average sellers from exceptional ones.

One discussion in particular centered on the TEDW framework, a simple yet powerful approach to structuring open-ended questions. Ryan introduced the framework during one of our conversations, and it immediately resonated because it provides a practical way to apply one of the most important elements of discovery: genuine curiosity.

Those discussions ultimately led to a shared conclusion:

As AI makes information easier to obtain, curiosity becomes more valuable.

What follows is our perspective on why curiosity is becoming one of the most important skills in modern selling and why it remains fundamentally human.

The Real Discovery Problem

Most sellers do not struggle with discovery because they lack a methodology.

Frameworks and methodologies such as MEDDPICC, Command of the Message, Great Demo!, and Peter E. Cohan’s Doing Discovery provide valuable structure and proven approaches for customer conversations. They help sellers understand what information matters and provide a structured way to capture relevant insights.

Yet no methodology can make you genuinely curious about another person’s business problem.

That is the real gap.

Discovery is not about asking a list of questions.

It is about understanding what matters most to the customer, why it matters now, what happens if nothing changes, and who is affected.

Done well, discovery uncovers the customer’s Critical Business Issue: the problem or opportunity important enough to drive action.

When we understand the Critical Business Issue, everything else becomes easier. We can align conversations to outcomes, demonstrate relevant capabilities, and build a business case that matters to the customer. Yet when done poorly, discovery often devolves into a polite interrogation followed by a generic demo.

And we all know how that ends.

The seller presents.
The customer nods.
The opportunity stalls.
Everyone pretends to be surprised.

Curiosity Is the Differentiator

If discovery is so important, why do so many teams struggle with it?

Many organizations have a discovery methodology. Far fewer have built a culture of curiosity around it.

The best discovery practitioners, whether in sales, consulting, medicine, law enforcement, or investigative journalism, share a common characteristic:

Genuine curiosity.

They are not simply trying to get through a list of questions. They are trying to understand.

That distinction changes everything.

Curious people ask better questions. They listen differently. They follow threads instead of agendas. They stay engaged when the conversation takes an unexpected turn.

Most importantly, they continue digging long after others believe they have enough information.

That is often where the most valuable insights emerge.

And the payoff extends beyond any single deal.

Curiosity doesn’t just make you a better seller. It makes you a better learner, a better teammate, and a more interesting person.

Dale Carnegie said it best:

“To be interesting, be interested.”

A Simple Framework for Curiosity

Originally popularized by Nikki Anderson in user research and qualitative interviewing, TEDW provides a simple way to structure open-ended questions that encourage customers to tell their story in their own words.

TEDW stands for:

• Tell me about…
• Explain for me…
• Describe for me…
• Walk me through…

The authors also suggest one additional prompt: “I’m curious about…” We’ll use it later.

Instead of asking:

“Is your current process inefficient?”

Try:

“Walk me through your current process.”

Instead of asking:

“Are reporting delays causing problems?”

Try:

“Tell me about how reporting works today.”

Instead of asking:

“Would faster access to data help?”

Try:

“Describe what happens when your team cannot get the data they need.”

The first version points the customer toward your answer.

The second version creates space for their answer.

That is where discovery begins.

Yet open-ended questions are not the destination. They are the starting point. Their purpose is to create opportunities for expansion.

In fact, there are three types of discovery questions most sellers are familiar with, yet most only use two of them.

Open questions create space and invite the customer to tell their story. That is what TEDW delivers.

Closed questions confirm understanding and create forward motion, though used too early they shut the conversation down.

Between them sit expansion questions, sometimes called investigative or layering questions, which help us explore what the customer just said.

That middle layer is where curiosity lives, and it is the one many sellers skip.

The Power of Expansion

One of the most valuable concepts in Peter E. Cohan’s Doing Discovery is the use of expansion questions.

Most customers begin with symptoms.

“Our reports take too long.”

“The process is manual.”

“The team is frustrated.”

Those statements are useful, yet they rarely reveal the Critical Business Issue.

Expansion questions help us move beyond symptoms to understand consequences, business impact, urgency, and value.

A seller can ask:

“Walk me through your process.”

Customer:

“Our managers spend hours every week reconciling numbers manually.”

Many sellers stop there and immediately pivot to a presentation.

“Got it. Let me show you our dashboard.”

That is what we call Premature Elaboration Syndrome: jumping to a product pitch before you’ve understood the problem well enough to make it relevant.

Curiosity leads us somewhere different.

“I’m curious, how often does that happen?”

“Tell me who else is impacted by this.”

“What does that cost the business?”

“Explain what happens if the problem continues.”

“Walk me through why it has become important now.”

Notice the transition.

“I’m curious about…” is how you go deeper without it feeling like an interrogation.

“I’m curious about the data access piece you mentioned. Can you tell me more about how that’s managed today?”

It signals genuine interest, not a pivot to pitch.

Those questions help uncover the Critical Business Issue: the reason the customer is willing to spend time, money, and political capital pursuing change.

Discovery finds the problem. Curiosity finds the weight of it.

Where Does AI Fit In?

AI isn’t leading conversations or building trust with your clients.

It doesn’t know which thread to pull in real time. It hasn’t heard the hesitation in a customer’s voice, noticed what they didn’t say, or understood the human implications behind a seemingly simple answer.

That gap is the whole point of this article.

Use AI before the conversation, not during it.

AI is exceptional at helping you understand a company’s business model, recent news, likely pain points by industry, and the personas you’ll be meeting. Do that work in advance so you walk in informed.

But the moment you’re in the room, or on the call, put it down.

The customer doesn’t need you to recite what their 10-K said.

They need you to be present.

AI gives you the foundation to become curious faster. It doesn’t replace curiosity itself.

The sellers who will win in an AI world aren’t the ones who automate discovery. They’re the ones who use AI to show up prepared enough that they can spend the whole conversation being curious and actually listening.

How Do We Get Better?

Curiosity improves the same way any meaningful skill improves: through deliberate practice, honest feedback, and repetition over time.

1. Practice with specific role plays

Start with role play, but make it specific. We like to call the exercise “Have You Met TED?” The reference is intentional, and the format is simple:

• Set a realistic customer scenario.
• Pair people up.
• Have one person play the customer while the other practices turning closed questions into open and layered questions.

The goal is not to perform perfectly. The goal is to notice where you stop digging and why. Make it a habit, not a one-time exercise.

2. Use AI as a practice partner

AI can do more than research accounts. It can help sellers practice. Run a discovery scenario, ask AI to play a skeptical economic buyer, and then debrief where you led the witness instead of following the customer’s thread.

The feedback is immediate, and there is no ego in the room.

3. Review calls for missed opportunities

Record discovery calls and listen back, but do not listen only for what you said. Listen for what you did not ask:

• The follow-up question you skipped.
• The thread you dropped.
• The moment you pivoted to pitch because the silence felt uncomfortable.

That is where the real coaching lives.

4. Invest in discovery as a craft

For teams that want to go deeper, the Doing Discovery Workshop led by the Great Demo! team is built on a seven-level repeatable methodology designed for exactly this purpose.

The sellers and SEs who treat discovery as a craft, not a checkbox, are the ones who compound over time.

Coaching for Curiosity: A Leader’s Role

Leaders can teach questioning techniques quickly. Coaching genuine curiosity takes longer. It requires a more deliberate, systematic approach.

The guidance above applies to individual practitioners. For leaders, the challenge is helping others build the habit of curiosity and use it consistently in customer conversations.

1. Make it safe not to know

If your team feels pressure to have the answer in every customer conversation, they will stop asking questions and start presenting.

Create room for responses such as, “I don’t know. Tell me more.” Treat that as a sign of discipline, not weakness.

2. Debrief the questions, not just the outcome

After a discovery call, do not stop at, “What did we learn?” That question matters, but it is not enough.

Ask questions that reveal how the conversation developed:

• What question opened the conversation up?
• Where did we stop digging too early?
• What thread should we have followed further?

That is where the real coaching lives.

3. Model curiosity in the moment

If you are on a call and something genuinely interests you, ask about it. Let your team see you follow the customer’s thread instead of forcing the conversation back to your own agenda.

Over time, that example teaches more than any coaching framework. It shows that curiosity is not a technique. It is a leadership behavior.

Curiosity Compounds

Customer-facing team members and leaders who commit to curiosity don’t just close more deals.

They build sharper instincts, stronger relationships, and careers that hold up over time.

It’s also the hardest thing to teach, which means the people who develop it deliberately have a real and durable edge.

That’s the whole point of discovery.

Not to extract information.

To genuinely understand someone well enough to help them.

Be curious. Everything else follows.

About the Authors

Paul H. Pearce is President of Great Demo! LLC. He works with sales and presales organizations to improve discovery, customer engagement, and demonstrations that align to business outcomes.

Ryan Garrett is a technical sales leader known for his thoughtful approach to customer discovery, coaching, organizational learning, and the practical application of AI. He is passionate about helping teams improve customer engagement through curiosity, effective questioning, and continuous learning.

A Note from Paul

One of the unexpected benefits of teaching, coaching, and working with sales teams is the opportunity to learn from others.

Ryan’s willingness to challenge assumptions, connect ideas across disciplines, and focus on understanding what truly matters to customers was a significant influence on this article. Our conversations about curiosity, discovery, and AI pushed my own thinking and ultimately helped shape many of the ideas presented here.

If the ideas discussed in this article resonate with you, I encourage you to connect with Ryan on LinkedIn and continue the conversation with either of us. I believe you’ll find him to be as thoughtful, insightful, and generous with his ideas as I have.

“I believe that there is always something new to learn, in fact, that is one of the three reasons that I chose to become a chef, that my education is never over.”
– Anne Burrell
With respect to doing discovery and delivering demos, are you a cook or a chef?

What’s the difference? Cooks follow recipes, chefs create recipes! Cooks specialize in one or a few functions; chefs manage the entire menu and kitchen operation.

In doing discovery and delivering demos, most customer-facing team members are like cooks: They execute the prescribed skills and follow the established processes over and over, seeking to achieve consistent, high performance. Their objective is to minimize mistakes and follow best practices.

A few folks, on the other hand, are like chefs seeking to improve processes and pursue new methods. They generate and test new ideas, exploring new dimensions and going beyond existing boundaries. They welcome making mistakes and the information and experiences that those experiments yield.

We need both types; in fact, we need many more cooks than chefs!

Cooks and Execution

“A recipe has no soul. You, as the cook, must bring soul to the recipe.”
– Thomas Keller

Cooks practice following recipes until they are consistent and predictable (and hopefully tasty!). It takes time and repetition to execute even simple recipes to acceptable standards. The same is true, or perhaps harder, for delivering demos and doing discovery!

It often takes six months or longer before a customer-facing team member is considered “ready” to present a demo to a prospect or customer. And that demo will likely follow the established recipe rigorously!

Like the simple process of frying an egg, there are numerous nuances that impact execution, including customer preferences, ingredients, and the kitchen itself. Regarding customer preferences, some people desire their eggs “over easy” with yolks that barely touched the pan while others would gag when seeing these on their plate! That later group wants eggs that could bounce after cooking, which the first group would claim are “ruined.”

Ingredients are another dimension to consider. Fresh eggs vs been-around-for-a-while? Fertile or not? Jumbo, extra-large, large, medium, small, or peewee? Butter, bacon fat, other oil, or none? Garnish or plain? And how many eggs does the client want?

These choices map to the many options for demos. For example, executives prefer crisp demos with a focus on outcomes; middle managers want to see capabilities that map to their interests; and end-users yet another set. Each has their needs and preferences. Oh, and system admins probably want their eggs uncracked and uncooked, sitting on the shelf in the fridge, ready to be “configured!”

The nature of the kitchen, or kitchens, yields yet another set of learning challenges that find equivalents in demos and discovery. Gas stove, electric, wood, or other source of heat? Non-stick or cast-iron pan? How much heat and for what duration? Spatula, another tool, or none? Is it your kitchen or someone else’s? And what plate will you use to serve?

These parameters have their equivalents in demos and discovery. Your computer or someone else’s? Over the web or face-to-face? Your facility, your prospect’s, or a third party? Well-established and characterized demo environment or new and untested? (Untested? Oh-oh: Not advised…!)

And consider the complexity of the dish. How many ingredients? How many steps? What preparation and execution are required for each step?

Like learning to cook, that six-month investment in onboarding and training your new team member is just the start of their journey to demo and discovery proficiency. For demos, for example, once they have absorbed the standard demo script, they begin to ascend through the ten levels of increasing skills and knowledge:

• Level 1 : Follows the standard demo script
• Level 2 : Customizes based on the prospect’s market/industry
• Level 3 : Customizes based on the discovery information uncovered
• Level 4 : Communicates tangible business value
• Level 5 : Applies both Vision Generation and Technical Proof demos
• Level 6 : Manages and explores prospect questions
• Level 7 : Uses Biased Questions to outflank competition and reengineer vision
• Level 8 : Applies storytelling techniques to reinforce key ideas
• Level 9 : Applies these skills to the broad range of demo scenarios required, including demos for prospects occupying different portions of the Technology Adoption Curve, transactional sales cycles, expansion opportunities, Executive Briefing Centers, presenting new products, lunch and learn sessions, tradeshows, demos for analysts and third parties, channel partners, internal demos, and other scenarios
• Level 10 : Captures and reuses demo success scenarios, and integrates, aligns, and leverages the skills above into a cohesive demonstration methodology.

And that’s all just to become an accomplished cook with respect to demos! Achieving this can take years and for many people it is a lifetime journey.

We need proficient cooks; we need many of them in our customer-facing roles!

Chefs and Creation

“Cooks seek to avoid mistakes; chefs embrace them.”
– Me

When I try a new recipe, I endeavor to follow it as written. I may play a bit with choosing a plate or bowl for presentation and I’ll likely add some kind of garnish. But my first attempt at a new recipe follows the script, just as a newly certified vendor rep follows their demo script.

Regarding food, I’m a cook.

There are a number of dishes that I’ve made many, many times and I do continuously work to improve the outcomes. I’d like to get my biscuits just a bit crispier and more flakey. I want to get that fresh tuna fillet seared evenly all over, with that gorgeous gradient of the cooked edges changing to sushi-raw inside just right!

On the other hand, I don’t think my wife has ever followed a recipe verbatim. For her a recipe is just a starting point, just a suggestion.

Somehow, she visualizes (or more accurately, the taste equivalent of visualize!) how different ingredients impact a dish. Intriguingly, she also has a mental image of what is available to her in our kitchen. It’s like she has an active database that she works with in her head. She’ll pull ingredients from cabinets I didn’t even know we had! And she intuitively understands what works well with other components.

This goes far beyond a few grinds of pepper or grated nutmeg. Za’atar, yuzu, Manuka honey, and Tahitian vanilla are staples for her! (Try these; they’re really terrific!)

And it is not just ingredients that form the basis for chef’s experiments. New cooking methods have been introduced and refined over the past decade, including sous vide and air frying, which have since become commonplace; but also less-known methods like ultrasonic-assisted, infra-red, and ohmic heating techniques.

It takes a chef to depart from the norm.

Does everything she make turn out wonderfully? Mostly, but there are occasional mistakes, some of which she can correct, but all of which she learns from!

Cooks seek to avoid mistakes; chefs embrace them.

You: Cook or Chef?

“Be yourself; everyone else is taken.”
– Oscar Wilde

I’m not suggesting that everyone should endeavor to become a chef with respect to demos and discovery. Quite the contrary! We need skilled practitioners to execute well-proven methods and processes consistently and with high fidelity.

In fact, we need many more cooks than chefs in our customer-facing teams. Great restaurants may have several or many cooks, but typically only one real chef (restaurant job titles can be deceiving).

But back to the question: Are you a demo and discovery cook or chef?

This likely depends on two sets of factors:

1. Your personality.
2. Your experiences.

Your personality often determines what gives you the most pleasure and sense of accomplishment. Many of us focus on constant improvement of our practices, seeking to make our demos just a bit better, and our discovery conversations just a bit more mutually informative. Generally, we are working towards best practices.

In the ten levels of demo skills above, most customer-facing team members are delighted as they progress to higher levels of execution. They get great satisfaction from learning and then mastering new skills and scenarios.

Most people struggle the first few times that they present in Executive Briefing Centers; they’ve never dealt with an audience that consists solely of executives! And vendor personnel who have been demoing for prospect Innovators and Early Adopters are initially surprised at the much more skeptical responses they get from Late Majority prospects. But they then do work to improve and tailor their demos for those specific audiences.

It’s like the breakfast restaurant cook who has been promoted to work the lunch menu: The recipes are different, but well-documented. The kitchen is the same, but the customers have significant differences. The cook embraces the challenge, and a few weeks of concentration and repetition yields consistent positive outcomes.

Your experiences, like the change from breakfast to lunch, can impact your pathway as well. In one case, you might find you enjoy the challenges of changing from breakfast to lunch recipes. In another, you might find you’ve been pushed into a whole new dimension!

Imagine you’ve been a skilled breakfast cook for a while when suddenly your restaurant has to close its doors! You scramble (no egg pun intended) and find a new position at a Thai cuisine restaurant. Now, you have an entirely new kitchen, new cooking methods and equipment, new ingredients, and new customers. You’ve got a lot to learn, but over time you gain competence and, finally, are getting smiles from the owner as you dish up tasty Pad Thai, Tom Yum Goong, and Som Tum.

People with a “cook” personality take great pleasure in achieving and ultimately mastering their new skills. And so do chefs, but chefs start asking questions and experimenting: “Wow, I wonder about using lemongrass in breakfast offerings, such as sausage? (Yes!) Could tamarind be added to orange juice and champagne to make an intriguing mimosa? (Oh yes!)

What are the key attributes of your personality? Are you focused on pursuing best practices or establishing new ones?

What about your experiences? Has your trajectory pointed you towards being an excellent cook or launched you into the role of a chef?

In my case, I was a demo and discovery cook (a good one, thank you very much!) for over fifteen years before an event took place that forced me to revisit my practices. I had been the “go to” person, in many cases, for demos for the products that I represented. I was skilled and comfortable with the results and output of my discovery conversations. I felt I was at the top of my game…

Until I became the customer!

It was when I was leading a business unit and needed to purchase a CRM system that I woke up and smelled the coffee: instead of being the cook, I was now the patron. The vendors we engaged were largely awful with respect to doing discovery and their demos were appalling Harbor Tours!

But what I also realized was that we, as a vendor, were applying the same poor practices in our sales efforts! We were just as bad. It was like realizing that our fried eggs were greasy and served cold (yuck!). Our “best practices” clearly weren’t “best,” they were simply our current practices.

This experience triggered a reexamination of our discovery calls and demos, yielding the Great Demo! methodology and, a bit later, the Doing Discovery methodology. (See “The Great Demo! Origins Story” in Suspending Disbelief for the full, enlightening story!)

Become an Excellent Cook First…

“They say that nobody is perfect. Then they tell you practice makes perfect. I wish they’d make up their minds.”
– Winston Churchill

In the kitchen, you need to be a consistently successful cook before you can become a chef. The same is true for doing discovery and delivering demos. You need to execute your current best practices consistently and successfully before you contemplate making substantial changes.

The prerequisite before exploring new ideas is to establish a clear baseline, enabling you to determine how your investigations compare. Before you add tamarind to your sausage, you must have a repeatable sausage recipe that delivers consistent results with your customers. Otherwise, how can you tell if adding tamarind is an improvement or not?

This doesn’t preclude you from ideating new methods or processes, of course. It simply says that you, or someone, needs to be able to determine if a change is better, worse, or the same as the status quo.

Incremental or Step-Change?

“Necessity is the mother of invention.”
– Plato

In the kitchen, change can be driven by the absence of an ingredient, tool, or other entity. We ran out of brown sugar for a recipe and substituted smoked brown sugar, instead. The result was perceptibly improved taste and scent. Not a big change, but the result was a noticeably better, so we amended the recipe accordingly.

Was this a big change? No, it was an incremental improvement, and it represents one small step in the transition from a cook to a chef. Note that the high-performing cook would have headed to the store to buy more regular brown sugar; smoked brown sugar is not the standard recipe!

The same principle applies to demos and discovery. An example incremental improvement in discovery is learning to explore “pain” more deeply than the simple acknowledgement of pain by the prospect. “How long has this been going on?” “Is the team frustrated?” “Tell me more about what is going on…” These small additions elevate vendors from Level 1 to Level 2.

A step change represents a more radical departure from the norm. I was getting ready to roast a rack of lamb (special occasion!) and had planned to use my typical set of herbs and spices, which had served me well over the years. (I’m a cook, here, obviously!)

My wife suggested I prepare a glaze based on harissa, which I had never heard of before. “What’s harissa?” I asked. “It’s a hot, spicy paste made from peppers…” she explained. “It’s in the fridge. Here, I’ll show you…”

She guided me to the proper location in the fridge where a jar resided, purchased previously by my better half unbeknownst to me. “Try it!”

I did.

And now I have a new standard recipe for rack of lamb! She’s the chef; I’m the cook.

In the world of demos, traditional practice was to “save the best for last” and show the prospect how your system worked. During my experiences buying the CRM system I realized that prospects want to see deliverables before learning how the vendor’s system works. And in many cases, particularly with high-ranking prospect players, they aren’t interested in how the system works at all; they are concerned about the solutions, outcomes, and deliverables the tool provides or enables.

However, making the change from “save the best for last” to “Do the Last Thing First!” required reconstructing demos. It’s a step change that offered major improvements.

We invested several years testing, tuning, and validating the new practices in hundreds of demos across a broad range of parameters until the new methodology was “production hardened.” The results showed consistent substantial improvements in demo performance (based on our own experiences and, later, as reported by Great Demo! Workshop customers):

– Gains of 10% or more in improved close rates overall
– Demo win rate increases of 25-75%
– Reduced “No Decisions” by half
– Reduced sales cycle length by 50%
– Reduced of cost-of-sales by 25%
– Reduced “wasted demos” by 50%
– Eliminated or reduced the need for POCs and evaluations
– Free POCs and evaluations transformed into paid events
– Increased deal size and breadth by 2x – both licenses and services

Chefs, whether in the kitchen or doing demos and discovery, often look for step change opportunities!

Accepting vs Solving

“Not everything that is faced can be changed. But nothing can be changed until it is faced.”
– James Baldwin

Great chefs go far beyond simple exploration like trying a radical new ingredient: They solve problems.

The sous vide cooking method originally arose to make food preparation safer, by enabling pasteurization and sterilization of quantities of food for large commercial operations. Separately, a French chef (not the French Chef!) wanted way to prepare foie gras while retaining as much fat as possible; sous vide was the solution. (I’m personally not a fan of foie gras…!)

Restaurant chefs wanted a way to speed meat preparation. They found it through precooking and holding various meats using sous vide, then finishing as needed on the grill, sauté pan, etc. Doing so saved a great deal of time and expense, while yielding a superior product, in many cases.

Cooks generally simply accept the status quo: “We’ve always had this problem…” Chefs see problems as challenges to be overcome.

In the world of demos, one of the biggest complaints as a presenter is being asked to deliver an “overview” demo with little or no discovery information. Most people just complain, shake their heads, and then present their “standard overview demo” (aka Harbor Tour).

I looked at the problem as solvable and invented the Vision Generation demo, successfully designed to satisfy the prospect’s (or sales rep’s!) desire to “see what’s possible,” but doing so crisply while leveraging existing customer success stories. Vision Generation demos result in a rapid connection between vendor and prospect and segue smoothly into a productive discovery conversation. (See Chapter 11 “Vision Generation Demos” in Great Demo!)

Problem addressed. Here’s another example…

Vendors with many product offerings traditionally present long, painful product overview presentations and/or even more painful end-to-end demos. (“How long do you need for your demo?” asked the prospect. “How much time have you got…?” replied the vendor!)

I borrowed a simple, but very effective tool from the world of restaurants to solve this problem: the menu!

When you sit down in a restaurant, the waiter hands you a menu (or you use a QR code to read on your phone). In moments, you can see what’s possible from the list and make your choices. Very simple, very logical.

You can apply the same method for demos and discovery: Present a menu of the solutions you offer. Your prospect chooses what is most interesting or important to them, giving you guidance about what to pursue.

The Menu Approach (as it is known) enabled a step-change in engaging prospects, saving incredible amounts of time and enabling a crisp focus on prospects’ specific interests. (See “Origins of The Menu Approach: A Demo Survival Success Story” in Suspending Disbelief for the engaging tale!) Applying the Menu Approach at tradeshow booths and stands was a high-productivity refinement of the method.

In the kitchen, I am most definitely a cook. With discovery and demos today, I would claim the chef title!

Dessert

“Only those who will risk going too far can possibly find out how far one can go.“
– T. S. Eliot

Individuals: Are you a cook or a chef? If you are a cook, keep pursuing those best practices, expand your skills, and acquire knowledge. And be very proud to be a cook!

Leaders: Who are your cooks and who are your chefs? Develop the former; nurture the later. Engage their unique strengths and talents. Doing discovery and delivering demos requires truly great cooks to follow best practices and truly great chefs to define new ones!

Copyright © 2025 The Second Derivative – All Rights Reserved.

To learn the methods introduced above, consider enrolling in a Great Demo! Doing Discovery or Demonstration Skills Workshop. For more demo and discovery tips, best practices, tools and techniques, explore our blog and articles on the Resources pages of our website at https://GreatDemo.com and join the Great Demo! & Doing Discovery LinkedIn Group to learn from others and share your experiences.

The New Reality: How Buyers Think and Decide

Before diving into the habits, here is a summary of what’s changed in the demo-selling world since 2023:

1. AI / Generative AI Has Become Central:AI capability is now a must-have in most software buying decisions. In a 2025 Buyer Behavior Report, over two-thirds of respondents said AI capabilities are now actively considered for power users when selecting software. BBR 2025 Report, G2 Crowd
2. Self-Guided and AI-Powered Demos: Instead of solely relying on live demonstrations, sales teams are increasingly turning to self-guided, AI-powered product experiences. For example, Demoboost enables buyers to explore interactive tours or ‘choose-your-own-journey’ demos on their own time, while embedding AI-driven narratives and analytics behind the scenes.
3. Buying Teams are Larger & More Intentional: According to 6sense’s 2025 buyer experience report, B2B buying groups average 10+ people, and buyers often decide on their shortlist before contacting vendors. 6sense
4. Economic Complexity & Pricing Pressure: Revenue intelligence data (Gong) shows that macroeconomic uncertainty, pricing negotiation, and deal complexity have increased since 2022–23.
5. Remote / Hybrid Selling Is the Norm: Many sellers now operate in hybrid or remote models, and remote interactions continue to dominate.
6. Longer, More Strategic Buying Cycles: Buyers are spending more time on ROI analysis, peer reviews, and research. B2B Buyer’s Report – Demand Gen
7. Sustainability and Value Alignment: According to expert market research | Claight, sustainability is increasingly important in B2B purchase decisions.

In the light of these shifts, let’s revisit the original seven success factors and update them.

The 2026 Updates to the Seven Validated Success Factors in Demos

Key Success Factor 1: Pre-Demo Discovery

Then (2023): Discovery was often superficial. Many teams focused on basic qualification: Pain, Budget, Authority, Need, Timeline (BANT), rather than deep situational understanding.

Now (2026): Discovery is more critical than ever. With rising deal complexity, macroeconomic pressures, and larger buying committees, you must dig deeper. As Gong’s research shows, economic uncertainty is being discussed much more in sales conversations today. Gong

Implication: Surface-level discovery leads to broad, generic, feature-heavy demos that fail to resonate. You should uncover not just workflow pain, but financial context, AI-readiness, key stakeholders’ expectations, timing, and future value realization. This richer discovery maps to a more focused demo later. This enables a precise Situation Slide, a strong upside-down opening, persona-specific depth, and a Transition Vision tied to measurable value and timing. Deeper discovery transforms the demo from a presentation into a strategic, value-driven conversation that accelerates buying decisions.

Key Success Factor 2: A Crisp Review of the Prospect’s Situation (Situation Slides)

• Roles & Stakeholders: Who participates in the decision, and what outcomes matter to them?
• Current State & Friction: What workflows, tools, or inefficiencies define their reality today?
• Business Drivers: What strategic initiatives (growth, automation, compliance, sustainability) are shaping the need for change?
• Budget Pressures & Constraints: How sensitive is the financial environment, and what level of ROI is required to justify action?
• Priority Use Cases: Which capabilities, outcomes, or problems must be demonstrated first to earn engagement?
• Value & ROI Expectations: How does the customer expect AI, automation, and efficiency gains to translate into measurable impact?
• Timing & Decision Milestones: What deadlines, renewal cycles, executive reviews, or go-live windows define urgency?

Key Success Factor 3: Do the Last Thing First (“Upside-Down Demo”)

Then (2023): Great Demo methodology taught to show the most valuable output first, rather than walking through base workflows.

Now (2026): This is even more important now. With larger buying committees and limited attention spans (especially in remote or hybrid settings), starting with the outcome, the “aha moment”, is non-negotiable. Revenue intelligence platforms agree that buyers want to see the payoff quickly, particularly stakeholders like VPs or executives.

Implication: Begin demos with your most compelling content: dashboards, key insights, AI-driven automation benefits, whatever resonates most with the buyer’s prioritized outcomes.

Key Success Factor 4: Inverted Pyramid

Then (2023): The order of demo content should follow what the customer cares about most, based on discovery.

Now (2026): That inverted pyramid structure remains the best way to manage time risk and engagement risk. But now, prioritization is more complex: topics like generative AI, security, sustainability, and long-term ROI may top the list, not just feature workflows. Modern demo platforms (including self-guided ones) allow customization based on buyer persona: AI components for CTOs, ROI for CFOs, usage flows for end users.

Implication: Re-evaluate what “most important” means for your prospect today. Use your discovery to reorder capabilities not just by pain, but by strategic themes (AI, value, security).

Key Success Factor 5: Peel Back the Layers (First Layer)

Key Success Factor 6: Peel Back the Layers (Expanded / Persona-Driven)

Then (2023): You would tailor the depth of your demo based on the prospect group (execs, managers, users, admins).

Now (2026): With diverse and larger buying groups, layering must be even more persona aware. In many deals, you now have AI champions, data teams, sustainability leads, security/compliance stakeholders, and execs involved. AI-enabled demo platforms like Demoboost help tailor content dynamically by persona: the system supports templates and variables that adjust the demo path in real time based on who is viewing or interacting. Remote/hybrid engagement means that not everyone experiences the same demo flow. Customizing for different personas becomes a critical skill.

Implication: Prepare multiple “layers”, not just based on role but based on strategic drivers (AI value, compliance, ROI). Use tools or pre-built modular demo content that can shift dynamically depending on who is in the room (or on the call).

Key Success Factor 7: Transition Vision

Updated Four Acts of the Demo (2026)

Given these shifts and latest success factors, here is a modernized script for your act:

Act 1: Contextual Overview: Transition Vision meant showing the customer how they move from “today’s pain” to post-implementation value, defining early Value Realization Events and a key go-live date.

Act 2: Upside-Down Demo: Reveal key outcomes first: automated insights, AI-driven feature, ROI dashboard.

Act 3: Accelerated Interaction: Use interactive tools and conversational formats; pause frequently for questions; ask for feedback and comments; adapt depth dynamically via AI or modular content.

Act 4: Wrap-Up & Transition Vision: Articulate a roadmap that links deployment, adoption, and measured value including early AI-driven wins.

Conclusion

The seven validated success factors from the original (2023) analysis remain deeply important. But as of 2026, the way you execute them must evolve. Buyers are smarter, more strategic, and more demanding. AI is now a core part of the conversation. Demo platforms are more sophisticated, and economic risk demands clarity on value and ROI. If you lean into these changes, integrating AI-aware discovery, self-guided demo technologies, layered persona-driven content, and a clear transition vision, your demos will not just be “good”; they will be stunningly successful in today’s Buyer-Led, AI-Driven market.
Copyright © 2025-26 Great Demo! – All Rights Reserved
]]> https://greatdemo.com/stop-asking-any-questions-start-leading-instead/ Mon, 21 Jul 2025 07:02:58 +0000 https://greatdemo.com/?p=38722 Stop Asking “Any Questions?” Start Leading Instead

“Do you have any questions?”

It sounds polite. It feels like the right thing to say. And if you’re in the middle of a software demo, it might seem like a good way to check in.

It’s not. It’s a rookie move.

It’s the sales equivalent of handing your car keys to a stranger mid-test drive and saying, “Wanna steer for a bit?” You’ve just given up control, lost your momentum, and invited confusion.

Let’s break down why this phrase is one of the worst things you can say during a live demo, and what to do instead. This article will give you replacement phrases, tactical examples, and presales best practices aligned with the GreatDemo! methodology. You will walk away knowing exactly what to say, and why, to lead your demo with clarity, confidence, and control.

It’s a Closed Door

“Do you have any questions?” is a closed-ended, low-status question. It invites a yes or no response, and in most cases, especially on Zoom, you get nothing at all. No objections. No insights. Just silence.

It doesn’t mean your audience is aligned. It means they’re unsure what you expect next.

Worse, it shifts responsibility onto the audience to direct the conversation. The person asking the questions controls the flow. Just like in a job interview, the one asking the questions holds the power. Do not give up your authority with generic questions. Ask targeted, specific, and pointed questions that keep you in control and move the conversation forward with purpose.

You’re the guide. Stop acting like a guest.

You’ve Invited the Wrong Kind of Participation

When you ask, “Any questions?” mid-demo, you’re not prompting engagement. You’re inviting interrogation. You’ve just opened the floor to detours, random technical concerns, and feature rabbit holes.

It’s like cooking a gourmet meal, presenting the first course, and asking, “Do you want to check the recipe?”

No. You’re the chef. Serve the experience.

Your Job Is to Move the Conversation Forward

A well-run demo is a guided experience. Each feature, each story, each outcome is a stepping stone toward a confident decision.

Asking, “Any questions?” mid-demo is like stopping halfway through a story to ask, “Am I doing okay so far?”

It weakens your presence and invites your audience to judge instead of buy.

The real pros do not ask generic questions. They ask purposeful, outcome-driven questions that uncover meaningful context, clarify business priorities, and move the conversation toward decision and value.

Ask Better Questions

Before you ask anything, you should already know your audience. Our training recommends you start every session with three simple questions:

• What’s your name?
• What’s your title?
• What do you want to ensure we cover today?

With that insight, your follow-up questions should be directed, purposeful, and personal. Don’t throw a question into the room and hope someone catches it. Ask a specific person about the specific value they said they were hoping to see.

If you want to lead the conversation, start asking questions that shape the next step and tie directly to value. Your goal is to connect capabilities to real-world business outcomes. Try questions like:

• “Where would this create the greatest time savings for your team?”
• “If this went live tomorrow, how many manual steps would disappear?”
• “What’s the financial impact of automating this part of your workflow?”
• “How would this help you reduce errors, delays, or rework?”
• “Which KPIs does this help move immediately?”

These types of questions align with the Great Demo! principle of “Do the Last Thing First.” Lead with the outcome, then ask how they would use it, where it would apply, and what would change if it went live today.

They also tie directly to the Situation Slide, a tool used in Great Demo! to summarize the customer’s Critical Business Issue, current state, desired capabilities, expected value, and timing. The best questions are not just open-ended. They are grounded in this context. Tailored questions prove you listened. They show you are not demoing software. You are solving a meaningful business problem.

Do not avoid questions. Use them with intent. Great Demo! encourages peeling back the layers, gradually revealing depth without overwhelming or derailing the conversation. Ask short, purposeful follow-ups that uncover depth without inviting detours:

• “Interesting, how are you handling that today?”
• “How often does that issue come up for your team?”

These questions do more than gather information. They demonstrate leadership by directing focus toward measurable outcomes and reinforcing your role as a trusted advisor.

If You Must Ask…

Every question you ask during a demo either builds your authority or erodes it. If you feel the need to check in with the audience, reframe it.

Say: “Questions, thoughts, comments, observations, what’s on your mind?” Or simply ask, “What’s going through your mind now that you just saw that?”

This invites input without giving up authority.

If you ask, “Any questions?”, you’ve just tossed your influence out the window.

Instead, frame your questions to move the buyer forward, not to validate your performance. Because that is what leaders do.

Responding to Questions with Questions

A key element of demo leadership is how you respond when the buyer asks you a question. Many consultants jump straight into answering, but a more effective move is to answer with a question that uncovers context, urgency, or intent.

For example:

• Buyer: “Can this export to Excel?” You: “Yes, it can. Yet I’m curious, why is that important to you, and are you doing that today?”
• Buyer: “Can we integrate this with our CRM?” You: “That is possible. Is the goal to reduce manual entry, improve data accuracy, or both?”
• Buyer: “Does your company do its own implementations or use 3rd Party consultants?  You: I can tell you are thinking ahead!  Which do you prefer and why?

This approach does three things:

1. It clarifies the real reason behind their question.
2. It links your answer to measurable value.
3. It keeps you in control of the conversation.

Responding with purpose transforms a technical question into a strategic conversation. That is how you move from vendor to advisor.

Reengineering Vision with Questions

In Vision Generation Demos, the buyer may not have a clearly defined problem yet or may not even know what is possible. These sessions are not just about showcasing your product; they are about shaping the buyer’s thinking. Your job is to use questions to help them imagine a better way of working and uncover needs they have not yet articulated.

These questions help surface unspoken challenges and aspirations. They allow you to construct a Situation Slide in real time by identifying implicit needs, desired capabilities, expected value, and timing, all in the buyer’s own words.

In a Vision Generation Demo, questions are not just for exploration. They are tools for co-creating a compelling future state and positioning your solution as essential to achieving it.

Instead of describing features, use well-timed questions to paint a picture of a better future:

• “What would change if your team didn’t have to touch this process again?”
• “How would your role evolve if this became fully automated?”
• “Who else in your organization would benefit if this pain point disappeared?”

These questions elevate the conversation. They shift the buyer’s focus from what exists today to what could be achieved tomorrow. That is not just good selling. That is vision engineering.

One Final Rule

Pearce’s Rule of Demo Questions: Every question you ask should do at least one of the following:

• Clarify the buyer’s intent
• Surface unspoken needs
• Link software to measurable value
• Clarify impact in the customer’s language
• Set up a crisp next step

If it does none of these, don’t ask it.

Want to Turn More Demos into Wins?

If this article resonated, you have just seen a small part of the Great Demo! methodology. Our programs help presales and sales teams deliver crisp, compelling demos that align with how buyers actually make decisions.

Whether you are just starting out or looking to refine an enterprise process, we will help you move from showing software to proving value, consistently and repeatedly.

Visit GreatDemo.com or message me directly to learn how we help teams convert demos into real revenue.

Paul H. Pearce
President, Great Demo! Americas
Modern Demos. Real Results. Repeatable by Design.

Coach Kirk started with a little story about sewing his backpack and used that as an analogy, setting the tone for the rest of the webinar. The main goal of this session is to help you make analogies for your product in a way that will make your presentations more engaging and memorable.

Here are the main takeaways from this session:

1. Using real-life scenarios that mirror the process or concept you want to explain can help make your presentation a lot easier to understand and remember. You wouldn’t want to make things confusing and complicated for your audience; using analogies can help create clarity and keep your explanations concise.
2. Following a pattern helps you make it a repeatable process. Here’s Coach Kirk’s pattern for making analogies:
   • Situation → Inspiration → Conclusion → Scene
3. With analogies, you can create “aha” moments that help position your product as the perfect solution, transition the customer’s vision, and ultimately, close more deals.
4. You probably won’t be good at it at first but you’ll learn what works best for you. Try to make it simple, easy, and clear.

You’re the one that’s controlling the narrative and that’s why you should be able to present it in a way that will help you win more deals! Watch the replay below

View Recording

If you have inquiries, you can reach out to the webinar hosts through the following channels:

Below are ten lessons from the dating world that will make your demos unforgettable, and maybe even inspire you to explore Great Demo! training to master these techniques and leave prospects saying, “Where have you been all my life?” 

1. When Competitor Talk Kills the Mood

Imagine this: you’re out on a first date, and everything’s going well until your date starts going on and on about their ex. Suddenly, you’re wondering, “Why are they so focused on someone else when I’m right here?” In demos, trash-talking competitors have a similar effect. It can make you seem petty, insecure, and—frankly—a little desperate. Instead, focus on what makes your product amazing. 

Case in Point: One rep, eager to stand out, made a point of calling out competitors’ shortcomings. But halfway through the demo, his prospect started to look distracted. Eventually, the prospect chose to move forward with the competitor he had been downplaying. Why? Because the focus had shifted from his own solution’s strengths to everything his competitor was supposedly lacking. 

Great Demo! Insight: Great Demo! teaches you to position your product confidently, highlighting the unique value it brings—no comparisons, no distractions. 

Pro Tip: Say goodbye to “ex talk.” Instead of focusing on the competition, focus on what you do best and why it matters to the prospect. 

2. First Impressions Matter—Don’t Start with the Resume

Just like dating, first impressions set the tone. Imagine showing up to a date in sweats and kicking things off with, “So, here’s a bit about my career trajectory.” Yikes! In a demo, starting with your company’s founding story can have a similar effect. Great Demo! emphasizes beginning with the prospect’s challenges and goals—creating a connection from the get-go. 

Case in Point: One rep used to spend the first ten minutes of every demo talking about his company’s history, values, and market position. Prospects would lose interest before he even got to the product. After learning Great Demo!, he switched to opening with a Situation Slide focused on his prospect’s most pressing challenge. Engagement skyrocketed. 

Great Demo! Insight: Our training teaches you to lead with the prospect’s challenges rather than company history, making them feel like you’re here to solve their problem—not just showcase your achievements. 

Pro Tip: Before your next demo, research a specific pain point your prospect faces and lead with it. Watch engagement soar. 

3. Don’t Be the Clingy Type—Accept Rejection Gracefully

Rejection is tough, whether it’s from a date or a demo. But sometimes, there’s just no spark, and that’s okay. Imagine leaning in for a first kiss only to be met with a polite, “Not yet.” Ouch, right? Great Demo! teaches you to handle each demo gracefully and focus on ideal matches, rather than pushing every lead down the same path. 

Case in Point: One sales team had a high-profile lead they poured resources into. But the lead ended up going with a competitor. Instead of obsessing, they used it as an opportunity to refine their approach. Weeks later, they closed a larger deal with a prospect who was the perfect fit. 

Great Demo! Insight: Learn to gracefully accept a “no,” keeping doors open and using feedback to improve future demos. Great Demo! training develops resilience and focus so that you can handle each prospect with confidence. 

Pro Tip: After a rejection, seek feedback, thank them for their time, and keep the door open for future conversations. Every “no” gets you closer to the right “yes.”

4. Ask Questions, and Actually Listen!

Ever been on a date where the other person only talks about themselves? Exhausting, right? Don’t make the same mistake in demos. Great demos are conversations, not monologues. Through Great Demo!, you’ll learn to ask smart discovery questions and listen to the answers—uncovering insights that help you tailor your approach on the fly. 

Case in Point: A rep once struggled with prospects who’d zone out halfway through his demo. After attending Great Demo!, he started each call by asking the prospect about their biggest challenge. That simple change led to a more personalized demo and a better connection, improving his close rate. 

Great Demo! Insight: Great Demo! trains you to use discovery questions that uncover the issues that matter most to prospects, allowing you to adjust your demo in real time for maximum impact. 

Pro Tip: Start with, “What’s your biggest pain point right now?” Use their response to tailor the rest of your demo.

5. Stay Present—Don’t Check Your Phone!

Picture yourself on a date, and every few minutes, your date checks their phone. It’s distracting, disrespectful, and honestly, it feels like you’re the backup plan. In a demo, your undivided attention matters just as much. Prospects can sense when you’re distracted, and they may start to wonder if they’re truly valued. 

Case in Point: A remote sales rep got into the habit of checking emails during demos. A prospect noticed, ended the call, and chose not to move forward. After taking a Great Demo! training, he committed to eliminating all distractions during demos making his prospects feel fully valued, and saw his engagement rate skyrocket. 

Great Demo! Insight: Great Demo! emphasizes the importance of giving your full focus to each prospect. You’ll learn techniques for staying present, building trust, and minimizing distractions for a seamless experience. 

Pro Tip: Turn off notifications before each demo. Make your prospect feel like they’re the only person in the room.

6. Plan a Memorable Experience

A great date isn’t just a meal; it’s a memorable experience. The best demos are the same, they don’t just run through features but address the prospect’s challenges in a way that sticks. Great Demo! is all about designing demos that resonate, keeping you top of mind long after the call. 

Case in Point: A rep discovered her prospect struggled with reporting tasks. Instead of a standard feature rundown, she focused her demo on reporting capabilities, making the solution relevant to her prospect’s daily frustrations. They remembered her demo—and ultimately, her product—because it was meaningful to them. 

Great Demo! Insight: Great Demo! shows you how to make each demo memorable by centering it around specific challenges that matter to the prospect. 

Pro Tip: Identify one core issue they’re facing, and center the demo around it. Prospects remember solutions, not lists of features.

7. Don’t Rush—The Three-Demo Rule

Good relationships take time to develop. Rushing through every feature in a single demo can overwhelm your prospect. Great Demo! training emphasizes pacing and understanding when to go deeper and when to hold back, letting your prospect absorb the value of each feature. 

Case in Point: One rep was notorious for trying to cover every feature in one demo, leaving his prospects confused and overwhelmed. After taking a Great Demo! training, he learned to pace his demos, focusing on core benefits and reserving details for future conversations. The result? Prospects were more engaged and understood the product’s value more clearly. 

Great Demo! Insight: We help you structure complex demos, giving prospects time to absorb each feature’s value and building anticipation. 

Pro Tip: For complex solutions, consider breaking your demo into stages, covering only the essentials in each session.

8. Trust Your Instincts

In dating, you know when there’s a spark and when it’s time to pivot—the same is true in demos. Suppose a feature resonates with your prospect, Great Demo! training helps you recognize and respond. Conversely, if a prospect seems disengaged, pivot to something that’ll recapture their interest. 

Case in Point: A rep noticed a spark when he mentioned automation. Seizing the moment, he tailored his demo to emphasize this feature, ultimately sealing the deal. Great Demo! equips you to read cues and adapt, creating a more connected, responsive demo. 

Pro Tip: Pay attention to their reactions. Lean into what excites them, and pivot if needed to keep them engaged.

9. Don’t Lean in for the Kiss Too Soon

In dating, going in for the kiss too early can backfire. The same is true in demos. Asking for the sale before your prospect sees the full value can feel pushy. The Great Demo! methodology teaches you how to build trust and excitement first, so when it’s time to ask, they’re eager to say “yes.” 

Case in Point: A rep lost deals after pushing for commitments too soon. After learning Great Demo!, he realized the value of pacing. He focused on solving key problems, letting prospects see the product’s impact before moving to the close. 

Great Demo! Insight: Great Demo! training helps you build excitement, letting your product’s value take the spotlight before you move in for the close. 

Pro Tip: Hold off on the close until they’ve fully seen the value. Build excitement first, and the close will feel natural.

10. Watch Out for “Bad Breath” Moments

No one wants to be close to someone with bad breath, right? In a demo, “bad breath” moments happen when vague answers, dodged questions, or overselling creeps in. Great Demo! helps you refine your approach for a fresh, transparent, and valuable demo. 

Case in Point: A rep frequently struggled when answering questions about limitations. After Great Demo!, he learned how to handle tough questions with honesty, building trust instead of eroding it. Prospects appreciated his transparency and saw him as a credible, trustworthy partner. 

Great Demo! Insight: We teach you how to navigate tough questions with honesty and grace, building trust and respect. 

Pro Tip: Keep it fresh—be upfront about any limitations and answer questions with transparency.

Conclusion: Mastering the Art of Demo Dynamics

With a little dating wisdom and Great Demo! skills, you can transform your demos from forgettable presentations into powerful, meaningful engagements that win over even the toughest prospects. If you’re ready to turn awkward “dates” into lasting relationships that lead to closed deals, consider exploring Great Demo! training to master these techniques and more. After all, the secret to a great demo—and a great date—is always the same: make them feel seen, valued, and understood.

About the Author

Paul H. Pearce has over 25 years of experience in executive leadership in Sales, Presales, Field Enablement, and Business Development.  As the first certified Great Demo! and Doing Discovery training partner, Paul has mastered the methodologies and today contributes to its ongoing success helping organizations dramatically increase sales and success.  As the President of Great Demo! LLC, Paul has consulted and trained hundreds of organizations and practitioners and recommends ways to increase sales and customer success through proven methodologies and real-world experience.

The same is true for sales professionals delivering high-stakes demos. If you’re dragging through your demos or scheduling them when your prospect is half asleep, you’re missing golden opportunities.

The timing of your demo could be the difference between closing the deal and watching your prospect’s eyes glaze over. That’s where we can draw lessons from Daniel Pink, a best-selling author and expert on human behavior and timing.

His book “When: The Scientific Secrets of Perfect Timing” provides groundbreaking insights into how our natural rhythms affect productivity and decision-making. Armed with this knowledge, you can schedule your demos for maximum impact, just like a top athlete plans their training and meals for optimal performance.

We’ll dive into Pink’s research and combine it with lessons from the primacy and recency effect found in Great Demo! to help you time your demos like a pro. And, as you’ll see, what you eat throughout the day can have a massive impact on your energy levels and focus during crucial client interactions.

1. Breakfast: Fueling Up for a Winning Start

Analogy: LeBron James Basket Ball Pre-Game Routine

LeBron James doesn’t start his game by gorging on junk food and hoping for the best. Before every game, he fuels his body with a mix of proteins, complex carbs, and hydration. Why? Because what you eat sets the tone for how you perform. Just like an athlete, your breakfast should prime you for peak mental performance.

What I Eat for Breakfast:

For me, eggs are always my go-to breakfast. They’re quick and easy to prepare, and if I’m in a hurry, I grab a couple of hard-boiled eggs to eat on the run. Eggs give me the energy I need without weighing me down—perfect for a busy morning of back-to-back meetings.

Here’s your winning breakfast lineup:

• Eggs or Greek yogurt (protein): To build and sustain energy throughout your morning.
• Whole grains (oats or whole wheat toast): Slow-releasing energy to avoid spikes.
• Fruits: Natural sugars for that quick boost without the mid-morning crash.

What to Avoid:

Sugary cereals and pastries—these are like shooting for a three-pointer and air-balling. They give you a quick high and a nasty crash right when you need focus.

Why it matters for demos:

According to Daniel Pink, people’s cognitive sharpness peaks in the late morning. If you’ve got an important demo, this is prime time—when you and your prospect are both on your A-game. Use this time to tackle the big, technical features that need full focus.

2. Mid-Morning Snack: Maintaining Momentum

Story: Marathon Fueling Strategy

Think of a marathon runner. They don’t wait until they’re about to collapse to refuel—they grab a quick energy gel or snack during the race. That’s exactly how you should think about your mid-morning snack. It’s your fuel station between breakfast and lunch, keeping you steady and focused.

My Snack Routine:

Snacks for me are usually mixed nuts, especially almonds. They’re easy to carry, healthy, and keep me going. What I don’t do is drink caffeine in the morning or when I know I’ll be in a stressful situation. It took me years to realize that caffeine constricts blood vessels, raises blood pressure, and for me, it results in heavy sweating. Not a good look, especially when you’re wearing your favorite blue shirt. (Too much info? Maybe. But it’s true!)

Snack ideas:

• Almonds or mixed nuts: Packed with healthy fats and protein to keep you going.
• Fruit with nut butter: A great balance of natural sugars and fats.

What to Avoid:

Candy bars or sugary snacks. They’re like sprinting out of the gate in a marathon—you’ll crash hard and fast when you need steady energy.

Why it matters for demos:

A quick snack keeps you from dragging through your back-to-back meetings. It’s the fuel you need to stay sharp and avoid zoning out when your client throws you an unexpected curveball.

3. Lunch: Keep It Balanced, Not Heavy

Analogy: NFL (American Football) Halftime Fuel

NFL players don’t scarf down a pizza during halftime. Why? Because that would slow them down for the critical second half. Lunch is your halftime—keep it light, balanced, and ready to sustain you through the afternoon.

What I Eat for Lunch:

I typically go for a garden salad at lunch. It’s light, keeps me energized, and avoids the dreaded carb crash. I used to struggle with that slump, but cutting out heavy carbs at lunch has made a world of difference.

Your lunch playbook:

• Lean proteins (chicken, turkey): Helps repair and sustain energy.
• Quinoa or brown rice: Complex carbs for long-lasting energy.
• Leafy greens: To keep your brain sharp.
• Avocado: Provides healthy fats that sustain energy without the crash.

What to Avoid:

Heavy pasta or greasy fast food. It’s like loading up on carbs before overtime—you’ll be sluggish and foggy just when you need to be at your best.

Why it matters for demos:

The afternoon slump is where many salespeople make mistakes. Pink’s research shows that early afternoon is when energy dips and critical thinking wanes. Keep lunch light to avoid the carb crash and ensure you’re still in the zone for those crucial afternoon discussions.

4. Mid-Afternoon Snack: Avoid the Crash

Story: The Formula 1 Pit Stop

Imagine you’re a Formula 1 driver. You don’t ignore a critical pit stop—you need it to refuel and keep racing. Your mid-afternoon snack is that pit stop, a quick recharge that keeps you from running out of gas.

Snack suggestions:

• Greek yogurt with berries: Protein and antioxidants for a steady energy boost.
• Hummus with carrots or cucumber: Light, fiber-packed, and balanced.

What I Do:

If I’m winding down a bit, I might have a little caffeine in the afternoon, but I try not to drink it after 1 p.m. to ensure it doesn’t affect my sleep later. Moderation is key here.

What to Avoid:

Sugary drinks and energy bars are the junk food of racing. They’ll give you a jolt, then leave you stalled right when you need to finish strong.

Why it matters for demos:

According to Pink’s research, this is the sluggish period for most clients, where attention wanes. Use this time to present lighter features that don’t require intense concentration, or focus on storytelling. You can also demo features that aren’t as strong—clients are less likely to notice weaknesses during a dip in their energy. Remember, primacy and recency matter. Hit them with your best features at the start and finish, and use this slower period for less critical elements.

5. Dinner: Refuel and Recharge for Tomorrow

Analogy: Serena Williams’ Recovery Meals

Serena Williams doesn’t leave her body to change—her post-match meals are about recovery and preparation for the next challenge. Your dinner should do the same. Keep it balanced and light, setting yourself up for a fresh start tomorrow.

Here’s your dinner strategy:

• Lean protein (salmon, tofu): Repairs muscles and keeps energy levels stable.
• Sweet potatoes or wild rice: Complex carbs for recovery.
• Broccoli or leafy greens: High in fiber, and great for digestion.

What to Avoid:

Late-night junk food binges are like skipping recovery stretches after a match—you’ll regret it the next day.

Why it matters for demos:

A balanced dinner ensures you wake up refreshed and ready to tackle the next day. This is key for sales professionals with packed schedules—your performance tomorrow depends on your recovery today.

6. Hydration and Caffeine: Use Strategically

Story: The Professional Cyclist’s Water Strategy

Professional cyclists don’t just chug water at the end of the race—they hydrate throughout. Hydration keeps their muscles functioning and their minds clear. The same principle applies to sales. Stay hydrated all day long.

• Water: Consistently sip throughout the day.
• Caffeine: Use strategically in the morning and avoid overdoing it in the afternoon. Too much, and you’ll crash by the time your final demo starts.

What to Avoid:

Energy drinks and soda. They’re like cheap fuel for a high-end engine. They’ll get you moving quickly, but you’ll fizzle out fast.

7. Timing Your Demos: Daniel Pink’s Insights

Who is Daniel Pink?

If you’re unfamiliar with Daniel Pink, he’s a best-selling author known for his work on motivation and human behavior. In his book “When: The Scientific Secrets of Perfect Timing”, Pink explores how our bodies and minds follow daily rhythms, and how we can harness these rhythms to improve productivity and decision-making. Pink’s research is highly relevant to sales professionals because understanding when your client’s energy peaks and dips can dramatically improve the effectiveness of your demos.

Analogy: The Perfect Game-Winning Shot

Think about a basketball player lining up for the game-winning shot. Timing is everything. Too early or too late, and you miss the sweet spot. Pink’s research gives you that perfect timing window for your demos.

Here’s the breakdown:

• Morning (9 AM – 12 PM): Analytical thinking peaks—use this time to present your most complex, critical features.
• Early Afternoon (1 PM – 3 PM): Energy dips, so counteract sluggishness with stories, lighter demos, or interactive features. Present weaker parts of your solution here when clients are less focused.
• Late Afternoon (3 PM – 5 PM): Energy rebounds. This is the time to wrap up with recap discussions or hit them with your final, memorable feature.

What to Avoid:

Scheduling your most important demo during the early afternoon slump. This is when everyone’s dragging. Keep your big guns for the morning or later in the day when energy is higher.

Conclusion: Fuel, Focus, and Perform Like an Athlete

Whether you’re training for a marathon or delivering a demo, timing and energy management are everything. By eating the right foods at the right time and scheduling your demos according to your clients’ energy peaks and dips, you’ll be demoing like an elite athlete. Hit them with your strongest features when they’re sharpest and save the lighter stuff for the afternoon slump.

Want to learn more about maximizing your demo performance? Head over to GreatDemo.com to dive deeper into the primacy and recency effect and perfect your demo timing.

About the Author

Paul H. Pearce has over 25 years of sales and executive leadership in Sales, Presales, Field Enablement, and Business Development.  As the first certified Great Demo! and Doing Discovery training partner, Paul has mastered the methodologies and today contributes to its ongoing success helping organizations dramatically increase sales and success.  As the President of Great Demo! LLC, Paul has consulted and trained hundreds of organizations and practitioners and recommends ways to increase sales and customer success through proven methodologies and real-world experience.