The Win Without Pitching Manifesto

by Blair Enns

If we are well positioned then we will possess capabilities beyond – often well beyond – our declared expertise. When potential clients approach us with needs within our capabilities but outside of our central expertise, it is vital that we handle these enquiries with honesty. When our claim of expertise is broad, we are inclined to respond to such enquiries with what the client expects to hear: “We can do that!” This reply builds buying resistance and makes it difficult to replace presentations with conversations. The target is not the market. We take precise aim at the smaller target and are happy to hit the wider market. Our claim of expertise should be a lot narrower than the sum of our capabilities. When we encounter an opportunity within our capabilities but outside of our expertise, we owe it to the client to tell him that, yes, we can do this, but no, it is not why we are typically hired. We owe it to him to reiterate our claim and point out the gap between what he needs and what we do. From there, the client can make the decision to bridge the gap or not. He can decide that our experience translates to his need and that he would rather work with someone who is honest about her strengths. Or, he can decide to look for someone whose expertise more closely aligns with his need. If the gap is to be bridged, it’s better if it is the client who does so. The dynamics of objections, and the need to reverse them, apply here, too.