Never Get Ghosted Again: Listening Techniques That Close Deals. w/ Jule Kim (Part. 1)
Chris Do and Jule Kim reveal the advanced listening techniques that turn sales calls into closed deals by focusing on understanding over responding.
Chris Do
Founder, The Futur™ · July 25, 2024
Anatomy of a Failed Sales Call
Most sales calls are not conversations. They are simultaneous monologues.
One person talks, and while their mouth is moving, the other person’s brain is racing. Not to process the words, but to formulate a rebuttal, a counter-point, a clever response. They are waiting for the smallest gap of silence to inject their own agenda.
“Most of us in everyday conversation are using our listening skills just to respond,” explains sales coach Jule Kim. “We're not actually listening to understand the other person.”
This is the fundamental flaw that derails countless deals. It’s the reason you get ghosted. The client feels unheard because they were. Trust was never built. A relationship was never formed. Instead, they experienced a transaction, and a clumsy one at that.
The Futur’s Chris Do sees this constantly. “It feels like two people are talking not exactly at the same time, but no one's listening,” he says. “My ability to just even process the words that she said is diminished because my brain is multitasking right now.”
This multitasking leads to one of the most dangerous conditions in sales: happy ears. Happy ears is the phenomenon of hearing what you desperately want to hear, regardless of what is actually being said. It’s a filter that mutates reality.
The client might be saying, “I’m not comfortable. This price is too much. I don’t feel safe moving forward.” But through the filter of happy ears, you hear, “I love you. Your work is amazing. I’m ready to sign.”
The outcome is always the same. You spend two days crafting a 38-page proposal for a client who was never going to buy. Then, silence. You’ve been ghosted, and you have no idea why, because you weren’t really there for the conversation.
Beyond the Words: Three Levels of Listening
To break this cycle, you must accept that listening is a multi-layered skill. It’s not a passive act of hearing; it’s an active process of deconstruction.
Do breaks it down into three distinct levels.
Level one is simply paying attention to the words. “If you could just listen to the words, that's just level one,” Do states. “That would be fantastic. And that's a vast improvement to what everybody else is doing right now.”
This is the baseline. Hearing the raw data of the conversation without your internal monologue drowning it out.
Level two is the tone. It’s not what they say, but how they say it. The enunciation, the pauses, the shifts in energy. This is where the emotional data lives. Consider the simple word “yeah.”
“There’s a lot of different yeses,” Do explains, referencing the work of former FBI negotiator Chris Voss. Voss, in his book Never Split the Difference, identifies three types of “yes”: the counterfeit, the confirmation, and the commitment. Only one of them means you’re moving forward. The other two are polite dismissals.
The difference between a committed “yeah” and a hesitant, strained “yeah” contains all the information you need. But you have to be listening for it. “When you ask a client how does $55,000 sound for this engagement,” Do illustrates, the way they say “yeah” tells you everything.
Level three is the most advanced: understanding the subtext. This is what isn’t being said at all. It’s the meaning between the words.
“We know this in movies, we know this in reading novels,” Do says. “When there's a dialogue scene between two people, we can read the emotion.” A character might say, “You’re free to go wherever you want,” but the subtext screams, “If you walk out that door, I will not be here when you come back.” As the audience, we see the full picture. In a sales call, your job is to become the audience to your own conversation.
The Listener’s Scorecard: Five Dimensions of Understanding
Kim expands on this with a five-part framework for comprehensive listening, a scorecard to audit your own perception. These layers work together to provide a complete picture of the client’s reality.
- 1. The Words: This is the foundation, a simple test of factual recall. “Did you understand and capture the basic information correctly?” Kim asks. “This is the bare minimum, and so many people get this wrong because they're not fully present.” Coaches and creatives often fail here, projecting their own stories and experiences onto the client instead of hearing what was plainly stated.
- 2. The Unspoken: This is Do’s level three, the subtext. It’s about reading between the lines and identifying the underlying emotion. “Are you able to pick up on what they're not quite saying?” Kim prompts. This requires you to ask yourself: what is the full picture here?
- 3. The Physical Cues: This layer focuses on tone, energy shifts, facial expressions, and body language. On a video call, the advantage is immense. A sudden shift from smiling to serious, a furrowed brow, a glance away from the camera, these are all data points. But even on an audio-only call, the information is abundant. Do built a career closing massive deals on a simple speakerphone. “I cut my teeth on doing sales calls and winning tens of millions of dollars of business just by listening,” he recalls. He learned to hear the space and tone in a simple response. This observation must then be measured against the words. Does the body language match what they’re saying? Or does it conflict?
- 4. The Client's Context: This is about zooming out. Who is this person? What is their background, their belief system, their level of expertise? Do recalls a role-play where a photographer pitched him headshot services. “She was talking to you like you had no idea about the photography world,” Kim remembers. The photographer failed to do basic research and, more importantly, failed to listen to the clues Do provided during the call. When he namedropped legendary photographer Albert Watson, a name she didn’t recognize, it was a massive signal. “That would have been a ginormous clue to say, ‘Wait, I cannot treat Chris like the way I treat everyone else,’” he says. She missed it.
- 5. Specific Words and Phrasing: The final layer is a granular analysis of language. When a client uses an unusual word, a strong emotional descriptor, or what author Blair Enns calls a “suitcase word,” it’s a flag. A suitcase word is a term like “strange,” “weird,” or “strategic” that carries a hidden bundle of personal meaning. When a client says, “That’s a little bit weird,” most people will gloss over it. The elite listener stops and asks, “I'm not sure, what was weird about it for you?” The answer almost never aligns with your own assumption.
This is where the infamous Mehrabian rule of communication comes into play. You’ve seen the numbers: 7% words, 38% tone, 55% body language. Kim is quick to point out that the researcher, Albert Mehrabian, has stated his work is widely misinterpreted. However, the underlying principle holds true. “Take away the overall message,” she advises. “There's the words, there's how they're saying it, and then there's the other stuff like the body language. You want to take all of that into account.”
The Internal Barriers to Hearing
If the path to better listening is so clear, why do so many people fail? It’s not a lack of intelligence. It’s a set of powerful internal forces conspiring against them.
The primary culprit is a scarcity mindset. “We don't get enough new leads,” Do says frankly. “If you have more leads, an abundance of leads...it's going to change the way you take the call.”
When you only have one new lead a month, the pressure is immense. You enter the call with one goal: to close. This desperation creates what Kim calls a “convincing energy.”
This leads to a cascade of other problems:
- A need to prove your self-worth. Because many creatives equate their work with their identity, they feel a burning need to justify how smart they are, how good their work is, and why their prices are worth it. They are defending their ego, not serving the client.
- Listening to win. The conversation becomes a debate. “You're trying to win the conversation for some strange reason,” Kim says, “instead of trying to win the client, which is a totally different energy.”
- Projecting your own stories. Instead of seeing the client’s unique situation, you see a reflection of your own past experiences and impose your narrative onto them. Kim describes her ideal listening state as being an “empty pool,” passively gathering the information the client drops in. When your own issues cloud the water, you can’t see their picture clearly.
This internal noise makes it impossible to be present. You’re so worried about saying the right thing that you miss everything the client is giving you. For creatives who feel their identity is tied to their work, this can be especially challenging, a topic Do explores in his discussions on overcoming imposter syndrome.
The Paradox of Not Knowing
The solution to these problems is counterintuitive. It’s not about becoming smarter or quicker. It’s about becoming more honest and more willing to be vulnerable.
The single greatest barrier to understanding is the fear of looking incompetent. When a client says something you don’t understand, the instinct is to nod along, pretending you get it. This is a fatal mistake.
Do shares a painful story from his first year of teaching. A student was critiquing a piece of work and used the word “cathartic.”
“I've heard the word cathartic used before, but I didn't know what it meant,” Do admits. “Here's my student asking me a question. I should know the answer to it.” Trapped by his ego, he tried to bluff his way through it, turning the question back on her. “Why do you think it's too cathartic?” he asked. After she explained her reasoning, he was stuck. He had to double down on his feigned understanding, giving a weak, non-committal response.
“I just felt like I was just being a traitor to myself,” he reflects. “Everybody in the room knew I didn't know what I was talking about. And then I made a vow to myself: never do that again.”
The lesson learned over 20 years ago is simple. If you don’t know, ask. The momentary embarrassment is infinitely preferable to the slow-motion train wreck of a conversation built on a false premise.
This creates the paradox of not knowing: admitting what you don't know makes people trust you more. When you’re honest about a small gap in your knowledge, clients assume you’re being honest about everything else. Conversely, when they catch you in one small bluff, they begin to question everything else you’ve said.
“You actually gain a lot of trust points when you admit what you don't know,” Do insists. Simply say, “That's a really good question. I’ve never been asked that before. Let me think on that.” This honesty is disarming and deeply effective, a core principle in building an authentic personal brand.
The Power of Neutral Observation
Knowing you should ask is one thing. Knowing how to ask is another. The key is to remove judgment and labeling from your language.
When a client pauses after you state a price, a desperate salesperson jumps to a conclusion: they think it’s too expensive. Their next move is to immediately start discounting or over-explaining. This was a classic mistake Kim used to make.
A slightly more advanced, but still flawed, approach is to label the client’s emotion. “I see you’re uncomfortable with the price.”
This is risky. “When you get it right, that person feels very heard,” Kim explains. “But when you get it wrong, you're increasing the distance between you two.” People hate being put in a box, especially when the label is wrong.
The most effective technique is to use neutral, observational language. State what you see, not what you interpret.
The framework is simple: I noticed...
Instead of, “I see you’re uncomfortable,” try, “I noticed you paused there. Can I ask what's going on?”
This is an irrefutable observation. There was, in fact, a pause. You are not labeling them. You are not projecting a story. You are simply pointing to a piece of data and expressing curiosity. This gives them the space to tell you what the pause really meant. Maybe they were doing mental math. Maybe they were thinking about how to get budget approval. Maybe they were just taking a breath.
By asking without assuming, you invite them into a real dialogue. You move from a place of conflict to a place of collaboration, a technique vital for both sales training and everyday interactions.
From Convincing to Understanding
The ultimate goal of listening is to make the other person feel so profoundly understood that they thank you for the opportunity to give you their money. This is not hyperbole. It happens when you shift your intent from convincing them to understanding them.
Do aims to speak for only 15% of a sales call. “The clients have all the knowledge about the problems, the solutions, their hang-ups, and who they want to work with,” he says. “By asking smart, calibrated questions, I gain an unfair competitive advantage.”
The feedback he strives for is consistent: “You've asked me more thought-provoking questions than anyone's ever asked me. You help me to achieve a level of clarity I haven't been able to get to in weeks.”
When you achieve this, you are no longer a vendor. You are a partner. You are a clarifier. You are indispensable.
You can practice this everywhere. On a call with a client. In a role-play exercise. In a conversation with the server at a restaurant. Every interaction is a chance to sharpen the tool.
Stop trying to win the argument. Start trying to win their trust.
The clients who ghost you are not the problem. Your listening is. Change how you listen, and you will change how they buy.
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