28 Apr SELLING TO MR. OR MS “SMARTY PANTS”

Have you ever walked into a meeting where one person dominates, trying to prove they know more than everyone else? And that you don’t know anything? It’s unwise to challenge them head-on.

Handling Mr or Ms “Smarty Pants”: Navigating the Know-It-All Factor in Sales

Every salesperson encounters brilliant evaluators eager to prove their expertise, often at your expense. They do not hate you or your company. It’s usually an ego issue—they need to show off in front of peers. They rarely act this way in one-on-one conversations. Their sharp intellect and relentless questioning can derail your presentation and threaten your sale if handled poorly. React too quickly, and risk losing the deal. But approach them strategically, and you can turn their influence into an advantage

Who Are Technical Buyers—And Why Do They Matter?

Many of the Smart Pants people are known as “Technical Buyers.” These individuals play a crucial role in the purchasing process. They don’t make final decisions, but their recommendations carry weight. Tasked with ensuring compatibility, compliance, and functionality, they scrutinize every detail—often through endless questioning. Some sales trainers even call them “Seemores” because they always demand to “see more.” While their intentions aren’t to block your sale, their rigorous vetting can slow down the process and consume valuable time.¹

The Key to Winning Them Over

The secret? Never challenge them publicly.  Technical Buyers thrive on knowledge and authority—whether perceived or real. Instead of contradicting them, let them showcase their expertise, especially to their peers – even if they are incorrect Rather than arguing, acknowledge their expertise and guide them toward useful discussions.

I recall encountering one of my top sales pros in a very heated argument about a competitor’s offering with the prospect’s key decision maker. The sales pro was correct about the fact, but it almost derailed the multi-million-dollar sale. I de-escalated the situation by taking over handling the key decision maker, who was very upset.

Avoid open-ended questions like “What else can I provide?”—they’ll always ask for more, even if unnecessary. Instead, schedule separate meetings to address their concerns in detail.

Their inquiries often stem from checklists or due diligence documents. Help them complete those efficiently. If a question seems completely off track, ask politely, “Just so I understand, how does this impact your decision-making process?” This keeps the conversation focused without undermining their expertise.

Arguing is a Losing Game

Dale Carnegie famously said:
“Nine times out of ten, an argument ends with each of the contestants more firmly convinced than ever that he is absolutely right.”²

Don’t take the bait – it is tempting to put them down, but that would be a mistake. If you dismantle their argument, proving them wrong, you’ll feel victorious—but at what cost? You’ll have bruised their ego, turning them into an adversary who will quietly work against your deal. Instead of debating, acknowledge their points, redirect the conversation, and guide them toward a solution that aligns with their goals.

Final Takeaway: Influence Without Opposition

Technical Buyers aren’t enemies of the sale—they’re gatekeepers. You need to handle the situation with finesse. Treat them with respect, engage them strategically, and help them feel valued without letting them control the room. You don’t need to win against them—you need to win with them.

¹ Steven Weinberg, Above Quota Performance, Armin Lear Press Inc. (Estes Park. CO, 2022, pp.68-70.

² Dale Carnegie, How to Win Friends and Influence People, Revised (New York, NY, Simon & Shuster, 1981.