How a Presentation Mistake Led to Selling ‘Crazy’ Ideas, According to Justin Oberman

In a recent LinkedIn post, Justin Oberman shares a valuable lesson learned from a client presentation, revealing how an accidental mistake became the key to successfully selling unconventional ideas. Oberman, a marketing professional, details an experience with a mid-sized regional bank that underscores the power of vulnerability and honesty in the sales process.

The Accidental Introduction of a ‘Crazy’ Idea

Oberman was tasked with developing campaign concepts for a bank that required a “trustworthy but approachable” tone, a brief he notes often leads to homogenous marketing efforts. While he had prepared several safe and viable concepts, he also included a fourth, more unconventional idea that he had developed late at night and initially considered discarding.

The pivotal moment came when a note intended for the designer, expressing his own apprehension about the idea, was mistakenly presented as a separate slide. This slide read:

“The next idea scares me a little, which probably means it’s either terrible or the right answer.”

As Oberman recounts, this unexpected slide, appearing before the actual unconventional concept, created a moment of surprise that amplified the impact of his honest admission.

The Psychology of Selling the Unconventional

Surprisingly, the client immediately selected this idea. Oberman posits that the success wasn’t necessarily due to the inherent brilliance of the idea itself, but rather the way it was introduced. He argues that presenting it as just another bold option might have led to rejection.

Instead, Oberman believes his expressed fear turned the tables. As he explains:

“But because I thought it was crazy (and told them so) it became the clients job to show me why it wasn’t.”

This approach, according to Oberman, shifts the dynamic. By admitting his own reservations, he invited the client to engage with the idea from a problem-solving perspective, tasking them with demonstrating its viability rather than simply accepting or rejecting it outright. This method, he suggests, is far more effective than a straightforward pitch for an idea that might initially seem too radical.

A Strategy for Selling Bold Concepts

Oberman emphasizes that this accidental discovery has since become his go-to strategy for pitching challenging concepts. He reflects on the effectiveness of this technique, stating:

“O honestly believe it hat if I had presented the idea as just a other one of our good but bolder ideas, I’m pretty sure they would have told me it was crazy.”

He concludes that while he may not fully grasp the underlying psychological principles – perhaps referencing figures like Rory Sutherland who explore such phenomena – the practical application has proven its worth. Oberman’s experience highlights a powerful, albeit unconventional, method for navigating client presentations and championing innovative, potentially risky, ideas by leveraging transparency and a touch of calculated vulnerability.