Working with managers across a range of organisations over the past few months, one question has come up repeatedly: how do you support your team and maintain motivation when there is ongoing uncertainty and limited clarity about what lies ahead?

It is a fair question. Many managers are operating without clear answers about the future, while being expected to provide direction, reassurance and stability for others.

Recent workforce data reflects this pressure.  Motivation levels have been declining over the past few years, with uncertainty, lack of clarity and reduced confidence in the future all playing a part.  At the same time, employees are placing increasing value on job security, clear direction and development.

In practice, this means the role of the manager has become more important, not less.

The reality is straightforward: managers are not expected to have all the answers.  They are expected to manage well.  And in uncertain times, that comes down to a handful of behaviours done consistently.

1. Start with clarity

If you know something, say it. If you do not, say that too. What people find difficult is not just uncertainty. It is silence, mixed messages, or reassurance that turns out to be unfounded.  Managers who communicate plainly and regularly are far more likely to retain credibility, even when the message itself is incomplete.

2. Make time to listen

Uncertainty does not affect everyone in the same way. Some people will ask direct questions, while others will become distracted, frustrated or withdrawn.  A quick check-in at the end of a meeting is not enough.  Managers need to create a space for conversation, asking direct but open questions, and allowing people to speak without immediately trying to resolve the situation.

3. Acknowledge the reality

It is entirely appropriate to recognise that uncertainty about the future is unsettling. It is not helpful to take on responsibility for decisions that have not yet been made or to offer assurances you cannot stand behind.  The balance is simple: be straightforward and acknowledge uncertainty with empathy without reaching for guarantees and reassurances that you cannot really provide.

4. Keep people focused on what still matters

One of the first things to drop during uncertain periods is motivation.  People begin to question whether their work is worthwhile or whether it will count for anything.  This is where managers need to be very clear: what are the priorities right now, and what does good performance look like this week, not in six months’ time?  Short-term focus can create stability when the long-term horizon is clouded and unclear.

5. Maintain your standards

It can feel uncomfortable to hold people to account when there is wider uncertainty.  However, inconsistency creates more problems than it solves.  Teams notice quickly if expectations slip or if some individuals are treated differently.  Clear standards, applied fairly, provide a reassuring sense of normality and control.

6. Keep communication regular and predictable

Infrequent updates create a vacuum, and that vacuum will be filled by your team members, usually with speculation.  Even when there is little new information, a short update is far better than silence.  Consistency and accuracy of communication is what people rely on, not volume.

7. Be visibly fair in how you operate

In uncertain environments, people pay closer attention to behaviour.  Who is being consulted? Who is having private conversations?  Has the manager’s approach changed?  Small inconsistencies can quickly become major concerns in the absence of clear information.  Fairness needs to be both real and visible.

8. Do not avoid performance conversations

This is a common misstep.  Managers hesitate, thinking it is not the right moment to address performance.  In practice, avoiding the issue increases ambiguity and anxiety.  Clear, constructive feedback gives people something concrete to work with and reinforces expectations at a time when they are most needed.

None of these management practices involve removing uncertainty.  That is not the manager’s role.  The good manager’s role in uncertain times is to create a working environment that remains steady, focused and fair.

Learn more about LDL Management Training.

“We’re doing more work than ever, but it doesn’t always feel like we’re being paid.”

Fees are being challenged more frequently. Clients are quicker to question, quicker to compare, and quicker to move on. At the same time, digital platforms and AI tools are changing how clients perceive value, often stripping out the human judgement, experience and reassurance that still sit at the heart of good accountancy.

Against that backdrop, many firms are discovering that the real issue isn’t their fee levels. It’s how confidently their people are able to communicate value and hold fee conversations when it matters most.

Where Profit Is Quietly Being Lost

Most accountants don’t consciously decide to work for nothing. It happens gradually:

• A job runs longer than planned
• The scope expands slightly
• A client asks for “one more thing”

In workshops and client discussions, we hear the same situations described again and again. No one makes a deliberate decision to give time away. But the work gets done and the fee conversation gets lost.

Those individual moments may feel minor, but over time they become expensive. Recovery rates slip. Overruns are absorbed. Teams get busier, while margins remain stubbornly flat.

In a more stable market, firms could often absorb these losses. Today, with costs rising across salaries, energy, rent and rates, they often can’t. Time written off quietly becomes profit lost permanently.

This is why “stop working for nothing” resonates so strongly right now, and many firms recognise it as an uncomfortable truth.

More Pushback, Less Loyalty: a Changed Conversation

What feels markedly different now is the level of pushback accountants are encountering. Clients are more prepared to challenge fees and, in some cases, more willing to suggest a change of firm if they don’t like the answer.

AI and digital tools have accelerated this. They’ve made some aspects of accountancy feel more transactional, even though the risk, judgement and responsibility have not gone away. The result is that accountants are being asked to justify their fees more frequently than ever before.

That requires a different kind of conversation.

The Reluctance We See in Younger Accountants

A pattern we see repeatedly is that younger accountants in particular shy away from fee and overrun conversations. Many are highly capable technically, and deeply committed to doing the right thing for their clients. But they feel uncomfortable challenging their clients, especially when the relationship feels fragile.

Common behaviours include:

• Email becoming the default
• Concessions being offered too quickly
• Giving ground when a client hints at switching firms

This isn’t about effort or commitment to the client. It’s about specific skills and having the confidence to talk clearly about fees. But without support – making concessions and working for nothing can become normalised.

Why Communicating Value Is the Critical Skill

There’s plenty of discussion in the profession about pricing models, but what most firms actually need is far more practical. They simply need to help their people to better communicate the value they already deliver, clearly and confidently, in live client conversations.

When accountants can do that:

• Fee challenges are handled calmly
• Scope creep is addressed early
• Recovery rates improve
• Relationships are often strengthened, not damaged

In our experience, this can be genuinely transformational, particularly for firms where costs are rising faster than profits.

Why We Designed This as a Half-Day Programme

At LDL, we work with highly competitive firms and know how difficult it is to release people for long programmes, especially when utilisation and recovery are already under pressure.

That’s why this Fee Negotiation programme is designed as a focused, half-day intervention, supported by pre-work and follow-up to ensure learning is applied.

The emphasis is on:

• Real conversations accountants are already avoiding
• Practical ways to handle fee pushback
• Building confidence to talk about value
• Helping people to stop giving their time away

This is not about turning accountants into aggressive negotiators. It’s about helping them have commercially confident, professional conversations that protect both relationships and profitability.

Getting Paid for the Work You Already Do

Accountants don’t lack value. What many lack is the confidence to articulate that value when challenged, particularly in a market where loyalty is fragile and comparison is easy.

If your firm is feeling the pressure of rising costs and increased pushback, this isn’t something to leave to chance. Helping your people to talk about fees with skill and confidence is one of the fastest ways to improve profit without increasing workload.

Sometimes, the most important development isn’t technical at all. It’s simply learning how to stop working for nothing.

Interested in the Half-Day Programme?

If you’d like to explore how this half-day programme could support your accountants — particularly those newer to the profession — we’d be happy to talk through what it looks like in practice and how it can be tailored to your firm.

Complete the enquiry form, call us on +44 (0)20 7381 6233, or email: learning@ldl.co.uk

Learn more about LDL sales training and negotiation training, including our specialist fee negotiation programme for lawyers and accountants.

You want to be at your best in such moments, but how can you switch yourself ‘on’ and access your ‘A’ game on demand?  What ensures you will perform at the upper range of your talent and skill?

It’s your state.

State can be defined as your internal climate, your internal environment. We’ve all experienced highly resourceful days where we feel on a roll, when everything goes right, and we really impress ourselves.

On those days we often find our talent shooting through the roof.

But most of us have also experienced unresourceful days where nothing seems to go right – everything jams, we feel frustrated. We are the same person – so what’s the difference? It’s our state.

The Inner Game

Timothy Galway, who wrote the ‘inner game’ books said, our performance depends on our state of mind. ‘Therefore, the real game is to get into the right state of mind and stay in it’.

That poses the question – what is the key component of this ‘ideal performance state’?

The evidence suggests it’s JOY. Whenever we do well, the principle feeling we have is of joy, fun and optimism. When we can enjoy, we can perform.

Joy is the best word to describe our internal environment when we are operating at our best. It’s the one ingredient we tend to overlook whenever we prepare ourselves to perform.

Dr James Loehr was a mindset training coach for top athletes for 25 years before moving into leadership development. He is one of the most respected people in his field. He analysed several hundred athletes, asking them to relive their finest hour and write down how they felt. The one word that came up over and over again was JOY. Dr Loehr calls this positive energy. The energy of joy, fun, enthusiasm, team spirit, pride, determination – just loving it.

So to get into your ideal performance state before an important speech, presentation or client meeting you need to switch on that feeling of joy.

Your State Switch

How do you do that? Here are two techniques you can use anytime, anywhere:

1. Recall joyful experiences

Think of a time when you felt joy. Maybe a great evening out or celebration with family and loved ones, maybe watching a favourite comedian. What is that certain thought or image which triggers the feeling of joy?

2. Laugh

This next technique is one of the most powerful ways to trigger joy. It’s simple but don’t be put off by its simplicity: laugh.

Laughter has a magical power. A few moments of laughter can change your inner state instantly. And there is an added bonus – laughter boosts the immune system, increases blood flow and generally creates good health.

That’s how you use your state switch – before any important event, get yourself somewhere by yourself and laugh. Really laugh!

You’ll be amazed by how much better you feel.

As an aside – if you find yourself in circumstances where you don’t feel like triggering the feeling of joy, then recall the words of management guru Peter Drucker. He said, ‘Joy is a form of courage’. It takes courage to feel joy when things are tough. But sometimes, we all need courage to succeed.

The Science Behind The ‘State Switch’

Joy and laughter aren’t soft or superficial. When you laugh or feel genuine lightness, endorphins and serotonin rise. Cortisol drops. Breathing deepens. Muscles relax. The brain gets more oxygen. This moves you into a more ‘optimal’ state – essential for sales and leadership effectiveness.

Your voice becomes warmer and more resonant. Your body language opens naturally. Your mind becomes more flexible and creative.

The 2-Minute ‘State Switch’ Ritual

Here is a pre-performance ritual you can use to get yourself into the right inner state before a key speech or presentation, or any event that really matters to you:

1. Breathe & Loosen Up (10 seconds)

Inhale deeply through your nose, and slow exhale through your mouth. Shake out your shoulders and hands. Repeat.

This ritual, this act of slow and deliberate breathing, signals a shift to your body: I’m ready.

2. Laugh on Purpose (30-60 seconds)

Fake it if you need to — even if it feels absurd. That’s where you need courage. The physical and emotional exercise of laughter will spark the chemical shift you need to be at your best.

But what if you find yourself in a place where laughing out loud isn’t possible? Laugh in your imagination. Visualising laughter generates a remarkably similar emotional shift.

3. Recall a Joyful Moment (10-20 seconds)

Replay a memory that brings you genuine delight. Recall the feeling. Smile.

The timings here are not crucial – just remember to laugh well, to laugh heartily.

A few seconds of laughter or a joyful memory will flip your internal switch from pressure to presence — and that changes everything.

Final Thought

You can’t always control the situation — but you can always change your inner state, to make sure you are at your best when it counts.

Joy ‘on’ = Performance up.

Make it a key part of your presentation, sales or leadership routine.

Learn more about LDL management training courses, presentation skills courses and sales training courses.

In today’s fast-changing world of work, annual reviews and occasional coaching sessions just don’t cut it. Teams move quickly, expectations evolve, and employees — particularly younger generations — want continuous guidance, recognition and opportunities to grow. That’s where a culture of coaching and feedback becomes essential.

Why Coaching And Feedback Matter More Than Ever

Recent data highlights a clear truth: frequent, meaningful feedback drives engagement. According to Gallup’s State of the Global Workplace 2024 report, only 21% of employees globally are engaged — a worrying drop, and one of only two declines in more than a decade. Yet Gallup also finds that engagement soars when employees have regular, strengths-based conversations with their managers.

Feedback isn’t just about performance — it’s about connection. Done well, it tells people you see them, you value their contribution, and you care about their growth. That’s particularly vital in hybrid and remote teams, where moments of informal feedback can easily disappear.

And for organisations, the return is clear: teams with a coaching mindset perform better, adapt faster and retain talent longer. As one HR Director recently put it, “We don’t lose people because of their work. We lose them because of our silence about their work.”

How Coaching And Feedback Have Evolved

Traditional feedback models were often one-directional — managers “telling” employees what to do differently. Modern coaching, by contrast, is conversational and collaborative. It shifts the focus from evaluation to development.

Three key changes define coaching and feedback in 2026:

1. From Event To Habit

Coaching is no longer a formal, scheduled meeting. It’s an ongoing dialogue. Short, frequent check-ins (“How’s that project going?” “What support do you need next?”) build trust and momentum far more effectively than a yearly review.

At LDL, we see the most successful organisations treat feedback as part of the rhythm of work: something everyone participates in, not something reserved for appraisals.

2. From Critique To Curiosity

Great coaches ask questions that invite reflection: “What did you learn from that?” or “What might you try next time?” The aim isn’t to judge but to help people think deeply about their approach. This aligns with what the CIPD calls relational feedback: feedback rooted in trust and two-way conversation.

Managers who adopt this mindset often report that their teams become more proactive and solutions-focused. They take greater ownership of results because they’ve done the thinking themselves.

3. From Individual To Collective

Peer coaching and team feedback are becoming powerful tools for shared learning. Encouraging colleagues to exchange feedback normalises the process and spreads coaching capability across the organisation. In a hybrid world, digital tools can help — from quick post-project surveys to virtual coaching sessions.

On LDL programmes, we consistently see that once a few managers begin using a coaching approach, it quickly spreads. Conversations open up, collaboration strengthens, and team energy rises.

What Effective Coaching And Feedback Look Like

At LDL, we emphasise that effective feedback should develop, not judge. It works best when it’s delivered with genuine intent to help the individual grow.

Crucially, effective coaching develops both Skill and Will. It’s not just about imparting technical know-how, but also about inspiring confidence, enthusiasm and commitment. Coaching helps people cultivate their own leadership capability, building self-awareness, team spirit and the motivation to take initiative.

When managers coach with Skill+Will in mind, they do more than transfer knowledge; they help others want to perform. They create a sense of ownership and purpose that can’t be achieved through instruction alone.

Here are three practical steps to get it right:

1. Start With Purpose

Before giving feedback, ask yourself: What’s my intention? Is it to help the person improve, to recognise good work, or to explore a challenge together? Feedback without purpose risks feeling personal rather than developmental.

2. Use Specific, Balanced Language

Avoid vague comments like “good job” or “needs improvement.” Instead, describe what you observed and its impact:
“When you summarised the client’s concerns at the end of the meeting, it built real trust.”
“Next time, try pausing before responding — it’ll help you gather your thoughts.”
This level of precision makes feedback actionable and credible. It builds Skill through clarity and Will through encouragement.

3. Encourage Reflection And Follow-up

Feedback should spark thinking, not close it down. Ask: “How did that feel for you?” “What might you do differently?” Then, follow up. Continuous coaching means circling back — noticing progress, acknowledging effort, and supporting next steps.

Many leaders tell us that when they introduce short, regular feedback conversations, something shifts. People start supporting one another’s growth, and the manager’s role evolves from controller to catalyst.

What’s Next: Building A Coaching Culture

Embedding a coaching culture requires more than individual skill; it’s about organisational design. Leaders must model curiosity, managers need time and tools to coach, and HR/L&D should reinforce the message that development is everyday work, not an add-on.

A good starting point is to ask three questions across your organisation:

1. How often do our people receive feedback that helps them grow?
2. Do our managers feel confident and equipped to coach?
3. Are we celebrating learning as much as results?

At LDL, we see coaching culture as the foundation of performance culture. When people feel supported and nourished by their organisation, they respond with energy, creativity and commitment. Coaching helps individuals grow in their own way — aligned with business goals but driven by personal ownership and responsibility.

Ultimately, coaching and feedback are not just management techniques. They’re acts of leadership. They signal belief in potential and build the trust that fuels performance.

In Summary

The “Why, How, What” of coaching and feedback remain timeless, but how we bring them to life must evolve with the modern workplace. In 2026, effective feedback is frequent, human, and woven into the rhythm of work. It’s less about formal appraisals, more about continuous dialogue.

At LDL, we help managers and teams build these skills through practical, interactive Leadership and Management Training programmes that turn insight into action. Whether it’s through our Coaching for Performance or Introduction to Management & Leadership courses, we develop both Skill and Will — enabling managers to coach confidently and lead with genuine enthusiasm.

If you’re ready to build a coaching culture where feedback drives performance, talk to us.
Get in touch to find out how we can help your managers become confident, capable coaches.

But that raises the question: When everyone is selling on screen, how do you stand out and differentiate yourself? What does best practice look like?

Here are three areas to focus on:

1. Differentiate By Your Selling

The sales fundamentals haven’t changed, but the medium amplifies mistakes and shortcomings. In the face-to-face sale, a good communicator may be able to ‘wing it’, but virtual sellers need:

• Enhanced call preparation to come across credibly on video.
• Strong engagement and facilitation skills.
• A repeatable, question-led sales structure to keep conversations on track.
• The ability to bring fresh insights and ideas to customers.

Six quick ways to immediately upgrade your virtual selling:

1. Adopt a consultative mindset. Before the meeting, don’t think: ‘What can we sell to them?’. Think: ‘How can we help them to succeed?’ ‘What will this customer learn on the call?’ 
2. Think collaboration first, presentation last. Using a virtual call simply to present what you offer is rarely a good approach. Instead ask questions. Engage. Make sure you have a note of each person’s name in front of you. And address them by name. “Mark, what are your thoughts on this?” Your objective is to involve everyone on the buyer’s side of the call.
3. Use whiteboard tools. Write down their challenges and goals in real time. This creates a shared agenda and increases engagement. If you must use PowerPoint avoid it early in the meeting – people switch off.
4. Build trust. Do your homework and uncover the roles and responsibilities of each prospect, so that you can tailor your questions appropriately. Your ability to attend to the other party’s perspective, to show empathy and proactively allay concerns, builds trust.
5. Seek feedback during the call. Check how you’re doing, especially if you see someone’s attention wandering. “Are we missing anything?” “How does that sound to you?”.
6. Gain commitment. Always leave time for the close, and secure the next step before you log off. Use the soft close “How would you like to go forward?”.

2. Differentiate The Technical Experience

Getting the tech right builds credibility and trust. Small details make a big difference:

• Video: Camera at eye level, head about 10% from the top of the screen. An external high-res webcam improves quality, which boosts trust online.
• Lighting: Face well lit, no harsh overhead or distracting backlight. Ring lights are useful (but watch for reflections if you wear glasses). Avoid overhead lights that cast unflattering shadows and backlighting that will make you look dull. 
• Audio: Use an external USB mic. Laptop mics often sound thin or scratchy. Place the mic close for a warmer sound. Ensure notifications are off and typing is muted. Other voices are especially distracting.
• Background: Keep it simple, tidy, or use a blurred background. If you use a branded digital backdrop, test it first so it looks professional – be wary of masking artifacts if your actual background is poorly lit.
• Clothing: Avoid stripes or busy patterns, and avoid wearing green if using a green screen.
• Check your setup: Test everything, silence notifications, and close internet-heavy apps before you go live.

3. Differentiate By Your Presence

People buy people first. Presence matters even more on screen:

• Sit upright, use your hands naturally, smile, and show energy.
• Dress as if it were an in-person meeting.
• Look at the camera often (not just the screen).
• Eliminate distractions – phones, emails, alerts off.
• Use positive body language and posture.
• Prime your energy before the call – laugh out loud for a couple of minutes, shake out tension, or use quick ‘physical determination techniques’ like running on the spot.

The Bottom Line

Virtual selling is no longer optional – it has become a necessary skill set. The more you practice, the better you’ll get. Master the fundamentals, fine-tune your technical setup and show up with presence.

Relevant sales skills are taught in LDL’s Professional Selling Skills instructor-led programme and The New Rules of Selling self-study sales training course.

More about LDL sales training.

Someone on your team is copying you right now, and what they’re most likely picking up is your attitude. Every interaction subtly shapes how others think, feel and behave. If you’re flat or disengaged, your team will feel it. If you’re upbeat and focused, they will reflect that too.

Organisations and teams inevitably take on the character of their leaders to some degree. Whether you’re managing two people or 200, your example sets the tone. Even how you treat the part-time receptionist becomes a signal to others about the culture and values of your organisation. So set an example for your people to follow. Make this a key principle of your management training programmes.

As the saying goes: leadership is example, persuasion, and compulsion – in that order. Leading by example is the first and most powerful way to positively impact your team.

“The three most important ways to lead people are: by example, by example, by example.”
— Albert Schweitzer

Four Ways to Lead by Example

1. Be Consistent

Say and do the same thing. Mind what’s called the “say–do” gap. Your words and actions must align, or credibility erodes. If you want your team to be energized and positive, you need to model that behaviour. The same applies to empathy and humility.

When you follow through on promises, trust grows. When you break them, it disappears. And when you fall short – as everyone does – and somebody comes up to you to question something you said or did, acknowledge the failing with grace: “You’re right. Thank you for pointing it out. I do need to do more work on that.”

This kind of humility sets the standard for how others should respond in tough moments.

“Setting an example is not the main means of influencing others; it is the only means.”
— Albert Einstein

2. Communicate the Right Message

Ask yourself regularly: What message am I sending to my team?

Take something simple, like answering the phone. If we recorded your last internal call and played it back to millions of people, would you be proud of how you came across?

Leaders should sound engaged and upbeat, without being dismissive about the day’s challenges. If your tone suggests you’re frustrated or burdened, you signal that work is a struggle and you don’t like being interrupted. But if you project energy and optimism, you help build a team that’s ready to collaborate to take on the challenge.

“What you are speaks so loudly, I can’t hear what you are saying.”
— Ralph Waldo Emerson

3. Use the Window and the Mirror

This idea comes from Good to Great, by Jim Collins. It’s simple but powerful.

When results are poor, you should look in the mirror, taking personal responsibility instead of blaming others or bad luck. When results are good, you should look out the window, crediting your team and external factors.

The effective leader takes most of the blame and gives most of the praise away.

4. Admit Mistakes

Nobody wants to be led by someone pretending to be perfect. That only creates distance and doubt. When you admit your mistakes, you give others permission to do the same.

Mistakes only get fixed when they’re acknowledged. Leaders who admit missteps foster a culture of trust, not fear. Bad leaders don’t admit mistakes and rarely apologise.

Research from Harvard Business School confirms that apologising can make us more likeable and trustworthy. It shows emotional intelligence.

As Professor Henry Mintzberg wrote: if you want to see someone’s flaws, either marry them or work for them. We all have flaws. Being honest about them builds respect.

Phrases like “I don’t know,” or “I got that wrong,” are not signs of weakness. They’re signs of authenticity which help to establish trust.

Leading by example is the foundation of all great management. It’s also vital to great management training.

Learn more about LDL leadership and management training courses.

Many salespeople make the mistake of presenting their solutions too early, discussing price before adequately building value. This approach tends to invite objections, especially the price objection.

So how do you build value? By asking good questions that get the prospect thinking about the drawbacks of their current system.

By building value early in the conversation, you will automatically tend to reduce the price objection.

The rushed pitch vs the value builder

Consider two salespeople from competing technology companies, both aiming to sell a new cybersecurity solution.

The first salesperson, keen to close quickly, jumps in with pricing and technical specifications. Without context or relevance to the client’s situation, the proposal lands flat. The client waves it away – “too expensive” – before the conversation ever really begins.

The second salesperson takes a different path. They begin by asking the client about their current cybersecurity setup – what’s working, what isn’t. Through patient questioning, they uncover a range of hidden concerns: missed alerts, limited visibility across systems, slow incident response times. By the time they introduce their solution, the client is much more interested.­

Here’s how to develop your questions

To build value effectively, you need to guide the conversation toward the specific problems or ‘gaps’ your solution solves. And then make these gaps seem more concerning by discussing the drawbacks they cause.

Here’s how to come up with the right gap uncovering questions:

Step 1: identify the problems you solve

Start by making a list of the issues your product or service is designed to solve. In our cybersecurity example some common challenges might include:

• Security teams overwhelmed by constant alerts and unsure which threats to prioritise
• Lack of visibility across multiple systems, devices, or cloud environments
• Delays in responding to security incidents, increasing the risk of serious breaches

By pinpointing these challenges, you’re laying the groundwork for questions that are likely to resonate with the customer.

Step 2: rotate these into questions

Once you’ve clarified the key issues, rotate them into questions. Then ask these questions early in your sales conversation. For instance:

• “Do you ever feel your security team is buried in alerts and struggling to separate the critical from the noise?”
• “How clearly can you see what’s happening across your entire environment—laptops, servers, cloud apps?”
• “When something suspicious happens, how long does it usually take your team to investigate and respond?”

These kinds of questions do more than uncover requirements – they help the client articulate the value of solving them. And that’s where excellent selling begins. The best way to defend your price is to build value first – you ask great questions that enable the client to recognise the challenge before you offer your solution.

The art of sales negotiation

Once value is established, and you have given the client your price, don’t be surprised if they then want to negotiate. They are trained to do that. Keep in mind, negotiation isn’t about being tough – it’s about being effective.

4 key techniques for defending your price

On our sales and negotiation training courses, we coach participants in the following techniques for defending price:

1. Understand aspiration levels: The person who expects more usually achieves more. Manage the customer’s expectations by responding confidently to pricing challenges.
2. Don’t be a price crumbler: Customers will often challenge the price. They know there’s always the chance of an easy win – and it’s worth asking the question. But your initial response should be to defend the value, not to offer discounts.
3. Trade, don’t give concessions: If you have to make concessions, they should always be exchanged for something of value in return. Beyond price, consider other aspects of the deal that can be traded, such as delivery time, payment terms, or additional services.
4. Raise the value of what you offer: When offering a concession, emphasize its perceived value by highlighting the benefits. Encourage the customer to work for these concessions. The more effort they invest, the more valuable they perceive the deal to be.

Conclusion

Successfully defending your price begins long before pricing discussions commence. The most successful salespeople aren’t those who frequently offer discounts, but those who can build the value of their product or service most persuasively.

Learn more about LDL Sales Training and Negotiation Training.

Learn more about the LDL Fee Negotiation programme – for lawyers and accountants.

But how do you elicit that spark of excitement? Drawing inspiration from Benjamin Zander, the charismatic conductor of the Boston Philharmonic Orchestra and an influential figure within leadership and management training, we provide six tips to help you strengthen your culture and energise your team:

1. Grow people

Would you rather work for a manager who uses your skills, or grows your skills? Like the orchestral conductor, the leader’s power depends on their ability to make other people effective – and to bring their talents together so that the whole adds up to more than the sum of its parts. Yet rather than simply using an orchestra’s skills, a conductor is also invested in growing the skills of their people, enabling them to be the best that they can be.

Take Benjamin Zander. At every rehearsal, he puts a blank sheet of paper on the stand of each musician. This paper is an invitation to the players to give feedback on the rehearsal, including how effective it has been at helping them to perform at their best. This practice fosters an environment of continuous learning and mutual respect.

As a public speaker, Zander is one of the most inspiring people on the leadership circuit. On the clip below, he talks about learning, emphasising that you cannot learn anything unless you make a mistake.

2. Be an enthusiast

We can all be a little more like Zander in our sales and leadership roles. Put a crackle in the air. Have fun! When you walk the floor, be a source of positive energy – it will be reciprocated. There is only one attribute more contagious than enthusiasm in the workplace, and that’s lack of enthusiasm.

Some managers are like the living dead! Their energy – or lack thereof – seeps into the entire team. Motivation plummets. Calls sound dull. The once-buzzing sales floor now feels like a waiting room at the dentist’s office.

Contrast this with a manager who brings energy, celebrates small victories and injects a sense of purpose into the work. Enthusiasm is the life force of inspirational leadership. Be spooled up. Be polished. Be excited about what your firm is doing. Even if all you do is walk more quickly, you will find you energise those around you.

3. Nurture self-belief

The single most effective thing you can do to motivate someone is to build their self-belief. A high-performance workplace is usually one in which people feel confident about themselves and their potential for growth.

Helping people to recognise their potential is as much about resetting your own expectations as anything else. When leaders focus on building self-belief, they’re essentially fostering what Stanford psychologist Carol Dweck calls a growth mindset – the belief that abilities and intelligence can be developed through effort, learning and perseverance.

If a manager assumes an employee is simply “not a natural salesperson” or “not leadership material,” they’re imposing a fixed mindset limitation. But a leader who embraces a growth mindset will challenge those assumptions, believing that skills can be cultivated with the right support.

So instead of seeing performance as static, look for potential. Instead of reinforcing doubts, help reframe them. By actively encouraging others to stretch their capabilities and challenge limiting beliefs, you can create a workplace where people thrive.

4. Don’t underestimate the importance of fun

A high-performance culture isn’t just about working hard – it’s about creating an environment where people want to perform at their best. Successful orchestras, like high-performing businesses, thrive when there is both discipline and joy.

Benjamin Zander embodies this balance. His rehearsals aren’t just about technical precision; they’re about unlocking passion and energy in his musicians. He encourages them to embrace mistakes as learning opportunities and to play with feeling. His leadership style turns an orchestra from a group of skilled individuals into a collective body that enjoys creating music.

The best workplaces function in the same way. If a team is too rigid, constantly under pressure and without moments of levity, performance suffers. Musicians in a joyless orchestra will play the notes, but they won’t bring them to life. Similarly, employees in a stale workplace may meet their targets, but they won’t innovate, collaborate or go the extra mile.

So, how can you inject fun into your workplace? It doesn’t have to be big, flashy events. Zander often asks his musicians to celebrate mistakes with a joyful “How fascinating!” instead of feeling embarrassed. This simple shift turns tension into curiosity.

5. Use recognition

Recognition is probably the most underused motivational tool. Give people the opportunity to earn recognition. Not just your top salespeople but everyone, including the support staff on whom the business depends.

People who feel unappreciated usually want more money to do the same job. Find ways to shine the spotlight on their achievements. Zander’s practice of highlighting individual contributions within the orchestra serves to elevate morale and encourage collective success. Recognition motivates. Making someone feel like a star is a great way to retain talent.

How many of your people have received recognition or praise for doing good work in the last seven days? In addition to performance against key indicators, give recognition to those who come up with new ideas and collaborate well with others. Embed this emphasis on recognition in your approach to management training!

6. Motivate yourself

As a leader, your attitude and energy directly influence your team. Every time you come into contact with a member of your team some of your attitude will rub-off on them. If you’re feeling flat or uninspired, this will cause them to feel likewise.

Never underestimate the importance of how you communicate with yourself. If the voice in your head is telling you that an obstacle is ‘insurmountable’ or market conditions are ‘unfavourable’ then this will come across to others. Developing a ‘can-do’ attitude in yourself is one of the best ways to inspire it in others.

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But here’s the thing: how you begin a difficult conversation can make all the difference. Your opening words will set the tone, clarify your intentions and ideally establish a space for mutual understanding. A constructive opening line can help you transform a potentially uncomfortable exchange into an opportunity for growth and collaboration.

The Dread of Difficult Conversations

You’ve probably experienced a sense of dread before a difficult conversation. It might feel like you’re about to walk into an emotional minefield, unsure if you might trigger an explosive negative reaction in the other person – or even in yourself. One common example: a manager who has to deliver constructive feedback to an underperforming team member. The manager knows that giving the feedback is important for growth, but is also acutely aware that the conversation could cause defensiveness or hurt feelings for both parties.

Similarly, employees sometimes feel anxious about addressing issues with their managers, especially when it comes to discussing workload concerns, missed expectations or differing priorities. The fear of confrontation, rejection or damaging the relationship can lead to procrastination, or even total avoidance.

But avoiding the conversation can often make things worse. Issues left unresolved can fester, misunderstandings can grow and frustrations can build — ultimately leading to an even more difficult conversation down the road.

Crafting the Perfect Opening Line

So, how do we overcome the dread and begin these tough conversations with confidence? The answer lies in starting with a positive and solution-oriented approach. The following phrases – taken from our leadership and management training materials – are proven to help you ease into difficult conversations in the workplace while keeping things respectful, collaborative and productive:

1. “I have something I’d like to discuss with you that I think will help us work together more effectively.”
   This opening works well because it immediately signals that your goal is to improve the relationship or the workflow. It sets a tone of collaboration, which is much less intimidating than a confrontation.
2. “I need your help with what just happened. Do you have a few minutes to talk?”
   Framing the conversation as a request for help rather than an issue to be fixed can reduce defensiveness. It shows that you value the other person’s perspective and want their input.
3. “I’d like to talk about ________________. I think we may have different ideas on how to ___________________.”
   This approach is perfect when you anticipate differing opinions or perspectives. Acknowledging that there are different views helps avoid the assumption that you are “right” and the other person is “wrong.” It paves the way for a constructive exchange of ideas.
4. “I need your help with something. Can we talk about it?”
   This line is simple but effective. It emphasizes teamwork and shows that you’re not blaming anyone. Instead, you’re seeking assistance in resolving an issue. If the person isn’t available, be sure to follow up soon to keep the momentum going.
5. “I think we have different perceptions about _________________. I’d like to hear what you think.”
   By acknowledging differences in perception, you’re creating space for an open and honest conversation. This shows that you’re open to hearing their side, which fosters a sense of mutual respect.
6. “I’d like to see if we might reach a better understanding about ___________. I really want to hear your thoughts and feelings and share my perspective as well.”
   This is an excellent choice when you know the topic might be emotionally charged. By emphasizing understanding and sharing perspectives, you signal that the goal isn’t to “win” the conversation, but to reach a mutual understanding.
7. “I’d like to talk to you about ____________ and first I’d like to get your point of view.”
   Starting with a genuine invitation to listen can make the other person feel valued. This is a good way to create a safe environment for the conversation, ensuring both parties feel heard and respected.

A Real-World Example: How the Right Opening Makes a Difference

Imagine a team lead, Sarah, who needs to address an ongoing issue with one of her team members, James, about meeting deadlines. Sarah is anxious about the conversation, knowing that James has been struggling and might feel defensive. She could dive straight into the feedback, saying something like, “James, your deadlines have been slipping, and we need to fix this,” but that would likely cause tension and make James shut down.

Instead, Sarah decides to start with a more constructive approach: “James, I’d like to talk about the deadlines we’ve been working towards. I think we may have different ideas on how to manage the workload. I’d really like to hear your perspective and share some of my thoughts as well.”

By opening with curiosity and a focus on collaboration, Sarah immediately puts James at ease, signalling that the goal is to resolve the issue together — and not to attribute blame. The conversation can then flow more smoothly, with both sides listening and problem-solving together.

Conclusion

While beginning a difficult conversation will never be “easy,” it doesn’t have to be dreaded. By carefully choosing your opening line, you can set the tone for a respectful, productive discussion that leads to effective solutions. Remember: it’s not about avoiding conflict, but about navigating it with empathy, clarity and a shared commitment to improving the situation.

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The crucial point is to realize that when you move into larger sales, you need an enhanced sales playbook. The usual small-ticket selling skills are no longer sufficient. The larger sale is more complex. You are expected to quantify your proposals. You go from single to multiple decision makers, most of the selling takes place when you’re not there, you make more calls on the account, the sale takes more time, and risk and competitive issues take on more significance.

To excel in this area you need to learn additional, more advanced sales techniques. A good starting point is to have the mindset – ‘bring more to the table than just a sale’. Look energetically for ways to be a resource to the customer. What can you offer in addition to your product or service to help the customer run their business more effectively?

Multi-thread vs single-thread

In the smaller sale it’s often satisfactory to use the traditional single-thread approach – you as the seller build a relationship with one person from the buyer’s side – though this practice is diminishing as buyers increasingly bring in more decision influencers to help them decide.

However, in the larger sale you need to deliberately multi-thread – build a relationship with several decision influencers across their business. You can either do this yourself or use ‘team selling’ where different people from the sales side interact with different players in the buyer’s organisation.

Understanding the 3 Key Tiers

In the large sale when you meet decision influencers at different levels, your must position your message to suit each level. The three main levels are:

Level 1: Top/ Executive Management

The larger sale typically involves top management. These people buy business performance. They are concerned with profit, with return on investment (ROI), with minimising risk, with increasing market share. They have their eyes on the big picture.  To sell here you must see yourself as a salesperson selling solutions with a strong business performance.

Whatever you do, don’t waste your time selling features and benefits in the boardroom. Their eyes will probably glaze over. To sell effectively at this level, you must talk about business performance improvement not products.

At the onset think carefully about what you sell and decide whether you want to position your solution as a cost reducer or a revenue enhancer – or both. Business improvement is the key benefit.

Level 2: Business Function Manager/Department Head

Moving down the organisation you come to middle managers. These are the business function managers or department heads. They buy solutions to problems. They want to help their team.

Function managers are surrounded by problems, concerning people, productivity, manufacturing, quality, inventory, IT, sales or image. They want relief from their problems. They want their costs reduced and they want greater opportunities for more sales and greater productivity. When you meet them tailor your conversation accordingly.

Level 3: The Buyer/Purchaser or User

You will also meet the buyer or user of your product/service. What do these people buy? They buy products and services, they are interested in features and benefits, and price versus performance comparisons. Again, when you meet them tailor your conversation to meet their requirements.

The key learning point is that to make larger sales you must move business improvement, not just products and services, to your customer.

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