Let’s Pretend: Sales Questions That Unlock Decisions

Turn “confused” prospects into clear decisions with one phrase

The fastest way to turn a stuck prospect into a confident buyer is to act as a decision enablement specialist and use the simple phrase “Let’s pretend…” to explore outcomes together. This lowers their guard, surfaces real risks, and lets them talk themselves into the right choice instead of arguing with your advice.

In many remodeling and construction sales calls, the prospect’s story sounds reasonable but their priorities are backwards: “We need a new kitchen; the failing foundation can wait.” If you say, “You must fix the foundation first,” it becomes your data—and people fight your data. Instead, shift into guided imagination.

You might say: “Let’s pretend we build the exact kitchen you’re picturing, but we don’t touch the foundation. What happens to that kitchen over the next few years?” Now they have to walk through cracking tiles, sloping countertops, and resale problems in their own words. Research on consultative selling shows that when buyers state the consequences themselves, they’re far more likely to change course than when they’re merely told what to do, a core idea in Sandler’s questioning approach described here: The Sandler Selling System That Closes B2B Deals.

Use need–want–desire to fix mixed‑up client priorities

A practical way to straighten out messy projects is separating a client’s needs, wants, and desires and then using questions to help them rank each group. Needs are structural or safety issues; wants are functional upgrades; desires are nice‑to‑have finishes and features.

On a lead intake or discovery call, list what they’ve shared into those three buckets, out loud. For example: “Stopping the house from shifting is a need. The new kitchen layout is a want. The high‑end appliances and custom hood are desires.” Then go back to the “let’s pretend” tool: “Let’s pretend we invest the full $200,000 in finishes and layout, but ignore the shifting foundation—how will the space feel in three years?”

When they answer, you can follow with, “Based on what you just said, which bucket has to come first if we want your investment to hold its value?” Now you’re not lecturing; you’re reflecting their logic. This aligns with findings from modern sales research that buyers resist prescriptive pitches but respond to collaborative diagnosis, a pattern highlighted in Sandler‑style enablement overviews such as Sandler Thermometer Close: Stop Leaving Deals in Limbo.

Let clients design their own follow‑up cadence (so you’re never a pest)

Instead of guessing how often to follow up—and worrying you’re annoying people—let the client set the follow‑up cadence while you write it down and execute. This turns “chasing” into simply honoring an agreement they designed.

Near the end of a meeting, when they say, “We’ll decide by Tuesday,” don’t just nod. Add: “Great. Let’s make it easy to stay on track. If I haven’t heard from you by end of day Tuesday, what would you like me to do?” If they say, “Send me a text,” confirm it: “Perfect. If there’s still no response by Thursday afternoon, should I call, email, or leave it with you?” In less than a minute, you’ve co‑created a micro‑contract: day, channel, and tone.

Structured follow‑up isn’t just polite; it moves revenue. One recent training summary on proposal follow‑up reports that reps using a defined 24‑hour, 72‑hour, 7‑day, 14‑day sequence close roughly 41% of proposed deals versus 23% for those who improvise, and loose follow‑up stretches deal cycles nearly 40% longer (The Proposal Follow‑Up Sprint — 60‑Min Training). Your version doesn’t need complex software—just your calendar and the client’s own instructions.

Match communication channels to how each client actually responds

Even a perfect cadence fails if you use the wrong communication channel for that person. Some clients basically live in their inbox. Others only respond to text. A few still prefer real phone calls. Treating everyone like an “email person” guarantees slow decisions and growing frustration on both sides.

Solve this up front. Early in the relationship, ask: “When it’s not an emergency, what’s the easiest way for you to respond—email, text, or phone?” Then share your own preference and constraints: “I’m in meetings a lot, so text is fastest for a quick reply. For detailed decisions, I’ll always follow up with an email so we both have a record.” This simple exchange prevents you from blasting emails at a text‑first client or missing texts you rarely check.

Tie this back into your decision‑enablement role: “Because my job is to help you make clean, confident decisions, let’s pick the channel that makes it easiest for you to respond on time.” When clients see you building the process around their behavior instead of your convenience, they feel respected—and they’re far more willing to prioritize your projects and keep momentum going.