Episode #273: The Sales Questioning Model

Why do sales meetings go off track — and what does a strong questioning model fix?

Most sales meetings drift because the salesperson doesn’t have a clear questioning structure. They may be untrained, “winging it,” or avoiding any system because they want to be a “free bird.” But buyers don’t have unlimited time, and competitors offer similar solutions.
A questioning model creates a logical cadence (順序・ペース / junjo, pāsu: order and pace) that keeps conversations on the track you choose, so you can uncover needs quickly and guide the buyer toward a decision.

Mini-summary: Without structure, sales meetings wander. With a model, you control flow, learn faster, and win more often.

The journey is simple:

1. Understand where the buyer is now (As-Is).

2. Clarify where they need to be (Should Be).

3. Explore what must change to close the gap (Change).

4. Reveal what success means personally and commercially (Payout).

Buyers may jump around, and that’s fine. The model is a map, not a script. It helps you return to what matters most at each stage.

Mini-summary: A buyer journey keeps discovery focused even when the conversation zigzags.

1. What are As-Is Questions, and why start here?

As-Is Questions establish the baseline: what the client has been doing, what’s working, and what isn’t. You’re diagnosing the current situation in the organization.
Examples:

• “What have you tried so far, and what results did you get?”

• “What’s working well today, and where are you still struggling?”

Sometimes buyers will jump ahead and describe their goals. Let them — but always return to the present reality so you can size the gap accurately.
Mini-summary: As-Is Questions define reality. You can’t measure progress without a clear starting point.

2. What are Should Be Questions, and what do they reveal?

Should Be Questions uncover goals, targets, and desired outcomes — strategic or financial depending on the buyer. These goals may be public (annual report) or private. You need them either way.
Examples:

• “What outcomes are you aiming for this year?”

• “What does success look like for your team or business?”

What are Implication Questions here, and why add time pressure?

At this stage, Implication Questions create urgency by highlighting the risk of staying the same. They help the buyer doubt whether they can reach goals alone, fast enough, or cost-effectively enough. Time is critical.
Examples:

• “If things stay as they are, can you still reach your targets fast enough?”

• “What happens if you miss the required timeframe?”

• “How big is the downside if competitors move faster?”

If the buyer thinks the gap is small enough to close alone, you’re not needed. Implication Questions make the true cost of delay visible.
Mini-summary: Should Be Questions define goals; Implication Questions reveal why speed and change matter now.

3. What are Change Questions, and how do they surface your value?

Change Questions explore why the buyer isn’t already at their desired future state. This is where your solution often becomes relevant.
Examples:

• “If you know where you need to be, what’s stopping you from getting there?”

• “What barriers have prevented progress so far?”

What is the Implication Question at the Change stage?

Here, implication focuses on the damage of not changing. Markets don’t wait. Doing nothing has opportunity costs.
Examples:

• “What is the cost of delaying this change?”

• “If nothing changes in the next 6–12 months, what happens to the business?”

This gently reinforces that “no action” is still a decision — and often the most expensive one.
Mini-summary: Change Questions diagnose blockers; Implication Questions show why delay is risky.

4. What are Payout Questions, and why do they close deals?

Payout Questions uncover what success means for the buyer personally and internally. Buyers live with pressure, expectations, and career stakes. If you know what’s on the line, you can frame your solution in terms that matter emotionally and politically.
Examples:

• “What would a successful outcome mean for you personally?”

• “What pressures are you under to deliver results?”

What is the Implication Question at the Payout stage?

This must be asked diplomatically, but it’s powerful.
Examples:

• “In a worst-case scenario, what would the personal impact be if this isn’t fixed fast enough?”

The intention is not fear-mongering — it’s positioning yourself as a partner who helps them succeed.

Mini-summary: Payout Questions reveal motivation; implication here clarifies what failure would cost the buyer personally.

Buyers will jump between topics. Your job is to follow them briefly, then guide them back to the model. Think of it as a flexible framework:

• If they talk about goals early, loop back to As-Is.

• If they discuss blockers, you’re in Change.

• If they express personal stakes, explore Payout.

The model keeps you grounded, so you don’t get pulled into random paths that don’t lead to a buying decision.
Mini-summary: Use the model like a compass. Let buyers roam, but always return to the four stages.

• A questioning model gives sales meetings structure, speed, and control — critical in competitive markets.

• Use four question types: As-Is → Should Be → Change → Payout, with implication questions to create urgency.

• Implication questions should always include time pressure to highlight the cost of delay.

• The model is flexible: buyers can jump around, but you always steer back to the journey.