Yellow Lights

State the concern, the confusion, or the problem and how it gets in the way of the client getting a solution that meets their needs.

possible responses

The client insists on moving ahead with a Surgery Care solution to solve “the problem” without identifying evidence of its existence or the impact on the organization.

May I share a concern?

If we don’t have solid definition of the nature of the problem and the impact on the organization, somebody somewhere might question the validity of moving ahead with the project

Is that possible? So what do you think we should do?

Situation

Possible responses

possible responses

During a Zoom call, you noticed the client was looking busy with their phone several times as you were talking.

I’d like to check something out with you.

I noticed you’re having to deal with some messages.

Do you need a few minutes?

Situation

Possible responses

possible responses

You get a sense that the only person at the client who believes in the importance of the issue you have been talking about is sitting across from you.

, I have a concern

I'm getting the sense that even though these issues are important to you, it's possible that others will not be as supportive and, without their support, there's a good chance our solution won't be adopted.

Am I reading this right?

Situation

Possible responses

possible responses

Your client doesn't want to take the time to develop a solid business case for a solution because ‘everyone knows this is a problem.’

Can I share a concern I have about moving ahead without a more detailed business case?

I don’t know if your CFO is anything like our CFO; however, even if everyone thinks there is a problem, there needs to be a solid business case backing up the request before she will allocate funding and give it her attention.

Could that possibly happen here?

Situation

Possible responses

possible responses

You feel you are being asked to bid on a solution that is going to be done by another vendor.

I can’t help but think…

You've been successful in addressing these issues with other vendors in the past, and it seems this project could be executed using those same resources going forward.

Is that an option you're considering? Can we talk about what will drive your decision to move to Transcarent or to another firm?

Situation

Possible responses

possible responses

You sense the client is not engaged or focussed on the conversation.

I have a concern.

I’m just not sure our discussion is accomplishing what you were hoping for on this call.

Should we adjust or change direction?

Situation

Possible responses

possible responses

You are concerned that your client is uncomfortable with you asking to speak to other key stakeholders in the company.

I think we may have a problem.

We’ve talked about speaking to other key decision makers and I want to make sure it still makes sense. Their input and perspective on the issues will be key inputs to help us bring back our best thinking.

How would you like to handle this?

Situation

Possible responses

possible responses

As you were asking your client a question, you noticed an expression come across her face that made you think she was displeased.

May I ask you something?

I noticed when we spoke about _______, you seemed to react, and I’m wondering if we should slow down and make sure we’re clear before we move ahead.

Can you tell me what you were thinking just then?

Situation

Possible responses

possible responses

You are beginning to feel that a decision has already been made to give the business to a competitor.

I’d like to check something out with you.

It sounds as if you already have a sense of who you want to work with on this solution..

Am I off target?

Situation

Possible responses

possible responses

You believe the cost of the solution your client is asking for is larger than the cost of the problem it is intended to solve.

I think we may have a problem.

It seems as if the cost of the solution may be larger than the problem itself, and I’m wondering if there is sufficient ROI here for you?.

Am I missing something?

Situation

Possible responses

possible responses

In an attempt to qualify the importance of the issues on a scale of 1 to 10, the client indicates that they are a 6.

I have a concern.

It seems the organization is much more likely to work on issues that are 8’s, 9’s, and 10’s, rather than on a 6.

Is that fair?

Situation

Possible responses

possible responses

Your preliminary conversations with the client show that the business case is weak, and that you will likely spend time on a proposal that won't pay off for either party.

May I share a concern?

We understand that you want us to submit a proposal and we don’t want to let you down. It’s just that we don’t feel like there is a solid business case that would allow the client to achieve the results they want. I’m afraid that will be a reflection on both our firms if we miss the mark.

What ideas do you have on how we can move forward?

Situation

Possible responses

possible responses

The client mentions to you that the CEO has not been favorable to this solution moving ahead.

I think we may have a problem.

It seems like even if we produced a solution that would help you achieve the results you’re hoping for, there is little chance that you’ll get CEO approval. She’s killed it in the past and she’s likely to kill it in the future.

What do you think we should do?

Situation

Possible responses

possible responses

You have done your best job to elicit the steps your client’s organization will take to make a decision, and it is still unclear to both of you what will happen.

I think we may have a problem.

It appears that even if we did have a solution that truly met your needs, there is reasonable doubt that a decision will be made—one way or the other. It’s unclear who will be involved and what criteria they will use to decide.

What’s your sense?

Situation

Possible responses

possible responses

An important partner has asked you to submit a response to an RFP. You have reviewed the RFP and Transcarent does not meet a number of key criteria the client is requesting. What do you say to the partner?

May I share a concern?

As reviewing the RPF in detail, it appears we can not meet a number of key criteria the client is asking for. We’re concerned an RFP response will not advance and I’m afraid that will be a poor reflection on both our firms if we miss the mark.

Can we talk about this?

Situation

Possible responses

Yellow Lights

The client insists on moving ahead with a Surgery Care solution to solve “the problem” without identifying evidence of its existence or the impact on the organization.

May I share a concern?

If we don’t have solid definition of the nature of the problem and the impact on the organization, somebody somewhere might question the validity of moving ahead with the project

Is that possible? So what do you think we should do?

During a Zoom call, you noticed the client was looking busy with their phone several times as you were talking.

I’d like to check something out with you.

I noticed you’re having to deal with some messages.

Do you need a few minutes?

You get a sense that the only person at the client who believes in the importance of the issue you have been talking about is sitting across from you.

, I have a concern

I'm getting the sense that even though these issues are important to you, it's possible that others will not be as supportive and, without their support, there's a good chance our solution won't be adopted.

Am I reading this right?

Your client doesn't want to take the time to develop a solid business case for a solution because ‘everyone knows this is a problem.’

You feel you are being asked to bid on a solution that is going to be done by another vendor.

You sense the client is not engaged or focussed on the conversation.

I have a concern.

I’m just not sure our discussion is accomplishing what you were hoping for on this call.

Should we adjust or change direction?

You are concerned that your client is uncomfortable with you asking to speak to other key stakeholders in the company.

I think we may have a problem.

We’ve talked about speaking to other key decision makers and I want to make sure it still makes sense. Their input and perspective on the issues will be key inputs to help us bring back our best thinking.

How would you like to handle this?

As you were asking your client a question, you noticed an expression come across her face that made you think she was displeased.

May I ask you something?

I noticed when we spoke about _______, you seemed to react, and I’m wondering if we should slow down and make sure we’re clear before we move ahead.

Can you tell me what you were thinking just then?

You are beginning to feel that a decision has already been made to give the business to a competitor.

I’d like to check something out with you.

It sounds as if you already have a sense of who you want to work with on this solution..

Am I off target?

You believe the cost of the solution your client is asking for is larger than the cost of the problem it is intended to solve.

I think we may have a problem.

It seems as if the cost of the solution may be larger than the problem itself, and I’m wondering if there is sufficient ROI here for you?.

Am I missing something?

In an attempt to qualify the importance of the issues on a scale of 1 to 10, the client indicates that they are a 6.

I have a concern.

It seems the organization is much more likely to work on issues that are 8’s, 9’s, and 10’s, rather than on a 6.

Is that fair?

Your preliminary conversations with the client show that the business case is weak, and that you will likely spend time on a proposal that won't pay off for either party.

The client mentions to you that the CEO has not been favorable to this solution moving ahead.

I think we may have a problem.

It seems like even if we produced a solution that would help you achieve the results you’re hoping for, there is little chance that you’ll get CEO approval. She’s killed it in the past and she’s likely to kill it in the future.

What do you think we should do?

You have done your best job to elicit the steps your client’s organization will take to make a decision, and it is still unclear to both of you what will happen.

I think we may have a problem.

It appears that even if we did have a solution that truly met your needs, there is reasonable doubt that a decision will be made—one way or the other. It’s unclear who will be involved and what criteria they will use to decide.

What’s your sense?

An important partner has asked you to submit a response to an RFP. You have reviewed the RFP and Transcarent does not meet a number of key criteria the client is requesting. What do you say to the partner?

May I share a concern?

As reviewing the RPF in detail, it appears we can not meet a number of key criteria the client is asking for. We’re concerned an RFP response will not advance and I’m afraid that will be a poor reflection on both our firms if we miss the mark.

Can we talk about this?

Move

Redirection

Handling objections

Yellow Lights

Yellow Lights

The client insists on moving ahead with a Surgery Care solution to solve “the problem” without identifying evidence of its existence or the impact on the organization.

May I share a concern?If we don’t have solid definition of the nature of the problem and the impact on the organization, somebody somewhere might question the validity of moving ahead with the projectIs that possible? So what do you think we should do?

During a Zoom call, you noticed the client was looking busy with their phone several times as you were talking.

I’d like to check something out with you.I noticed you’re having to deal with some messages. Do you need a few minutes?

You get a sense that the only person at the client who believes in the importance of the issue you have been talking about is sitting across from you.

, I have a concernI'm getting the sense that even though these issues are important to you, it's possible that others will not be as supportive and, without their support, there's a good chance our solution won't be adopted.Am I reading this right?

Your client doesn't want to take the time to develop a solid business case for a solution because ‘everyone knows this is a problem.’

You feel you are being asked to bid on a solution that is going to be done by another vendor.

You sense the client is not engaged or focussed on the conversation.

I have a concern.I’m just not sure our discussion is accomplishing what you were hoping for on this call.Should we adjust or change direction?

You are concerned that your client is uncomfortable with you asking to speak to other key stakeholders in the company.

I think we may have a problem.We’ve talked about speaking to other key decision makers and I want to make sure it still makes sense. Their input and perspective on the issues will be key inputs to help us bring back our best thinking.How would you like to handle this?

As you were asking your client a question, you noticed an expression come across her face that made you think she was displeased.

May I ask you something?I noticed when we spoke about _______, you seemed to react, and I’m wondering if we should slow down and make sure we’re clear before we move ahead.Can you tell me what you were thinking just then?

You are beginning to feel that a decision has already been made to give the business to a competitor.

I’d like to check something out with you.It sounds as if you already have a sense of who you want to work with on this solution..Am I off target?

You believe the cost of the solution your client is asking for is larger than the cost of the problem it is intended to solve.

I think we may have a problem.It seems as if the cost of the solution may be larger than the problem itself, and I’m wondering if there is sufficient ROI here for you?. Am I missing something?

In an attempt to qualify the importance of the issues on a scale of 1 to 10, the client indicates that they are a 6.

I have a concern.It seems the organization is much more likely to work on issues that are 8’s, 9’s, and 10’s, rather than on a 6.Is that fair?

Your preliminary conversations with the client show that the business case is weak, and that you will likely spend time on a proposal that won't pay off for either party.

The client mentions to you that the CEO has not been favorable to this solution moving ahead.

I think we may have a problem. It seems like even if we produced a solution that would help you achieve the results you’re hoping for, there is little chance that you’ll get CEO approval. She’s killed it in the past and she’s likely to kill it in the future.What do you think we should do?

You have done your best job to elicit the steps your client’s organization will take to make a decision, and it is still unclear to both of you what will happen.

I think we may have a problem. It appears that even if we did have a solution that truly met your needs, there is reasonable doubt that a decision will be made—one way or the other. It’s unclear who will be involved and what criteria they will use to decide.What’s your sense?

An important partner has asked you to submit a response to an RFP. You have reviewed the RFP and Transcarent does not meet a number of key criteria the client is requesting. What do you say to the partner?

May I share a concern?As reviewing the RPF in detail, it appears we can not meet a number of key criteria the client is asking for. We’re concerned an RFP response will not advance and I’m afraid that will be a poor reflection on both our firms if we miss the mark.Can we talk about this?

Move

Redirection

Handling objections

Yellow Lights

May I share a concern?

If we don’t have solid definition of the nature of the problem and the impact on the organization, somebody somewhere might question the validity of moving ahead with the project

Is that possible? So what do you think we should do?

I’d like to check something out with you.

I noticed you’re having to deal with some messages.

Do you need a few minutes?

, I have a concern

I'm getting the sense that even though these issues are important to you, it's possible that others will not be as supportive and, without their support, there's a good chance our solution won't be adopted.

Am I reading this right?

I have a concern.

I’m just not sure our discussion is accomplishing what you were hoping for on this call.

Should we adjust or change direction?

I think we may have a problem.

We’ve talked about speaking to other key decision makers and I want to make sure it still makes sense. Their input and perspective on the issues will be key inputs to help us bring back our best thinking.

How would you like to handle this?

May I ask you something?

I noticed when we spoke about _______, you seemed to react, and I’m wondering if we should slow down and make sure we’re clear before we move ahead.

Can you tell me what you were thinking just then?

I’d like to check something out with you.

It sounds as if you already have a sense of who you want to work with on this solution..

Am I off target?

I think we may have a problem.

It seems as if the cost of the solution may be larger than the problem itself, and I’m wondering if there is sufficient ROI here for you?.

Am I missing something?

I have a concern.

It seems the organization is much more likely to work on issues that are 8’s, 9’s, and 10’s, rather than on a 6.

Is that fair?

I think we may have a problem.

It appears that even if we did have a solution that truly met your needs, there is reasonable doubt that a decision will be made—one way or the other. It’s unclear who will be involved and what criteria they will use to decide.

What’s your sense?

May I share a concern?

As reviewing the RPF in detail, it appears we can not meet a number of key criteria the client is asking for. We’re concerned an RFP response will not advance and I’m afraid that will be a poor reflection on both our firms if we miss the mark.

Can we talk about this?