Using the Business Opportunity Worksheet (BOW) tool to structure conversations can help you to execute in meetings more effectively.  
 
Applying the BOW effectively means:

• Moving off the solution to uncover problems the customer wants to resolve and results they want to achieve
• Finding out the real opportunity, along with any constraints and yellow lights, early in the sales cycle

 
In the middle of the BOW is the phrase "start anywhere, go everywhere." This is a reminder that the conversation will naturally jump around and that getting out all of the issues requires a bit of finesse.

Ninety Five 5 offers a methodology to help the following steps (all of which are described in detail in our 5 Online videos):

1. Make a quick list
2. Make sure it's complete.
3. Find out which one is most important.
4. Go into depth—gather evidence and impact.
5. Summarize:
      * Did I get it right?
      * Did I leave anything out?
6. Prioritize: Take each issue in order of priority
7. Explore context and constraints
 
Additionally, here are some tips to help you to have more effective, high-impact conversations:

• The foundational principle of "no guessing" applies throughout the conversation. You should be constantly checking for accuracy and completeness and clarify key terms and definitions so that there is a mutual understanding.
• You should own the language so you do not sound scripted.  Memorize and practice key phrases so they sound natural.  For example, to check if a list of issues is complete, you may ask something similar to" "If we address all of these issues and nothing else, would that be a solution that truly meets your needs?" 
• As you explore an opportunity, you will have structured conversations several times, since opinions among key stakeholders can differ.  It helps to understand who you are speaking with and steer the conversation so that you can understand the opportunity from their perspective.  

 
What if you are going into depth on a key issue and the customer starts out talking about the constraints that may keep their organization from successfully resolving their issues?  Should you interrupt them and say, "Hey wait, you are not sticking to the script. We are supposed to be talking about problem impact now."
 
There are some obvious reasons why you would not say that in a meeting.  For one thing, you do not want end the conversation without understanding the constraints.  I am sure you can think of other reasons.