Ah, referrals. I can't think of a more powerful selling tool.
It's a fact: People would rather do business with people they know--or know of--than with strangers. When you're introduced to a prospect through a personal recommendation, that prospect has a vastly higher comfort level than, say, a buyer you find through cold calling. After all, few things are more reassuring than a positive endorsement from someone you know and trust.
So why is it that, while we all covet referrals, we don't pursue them as much as we should? I think it's largely a matter of developing good habits.
Imagine your business as an infinite web of relationships. Every one of your business contacts has the potential to connect you to dozens of other contacts. The relationships are out there, but they'll likely remain out of reach unless you actively pursue them. It may never occur to your current contacts to broker an introduction. It's up to you to put the idea in their heads.
Don't feel sheepish about asking for referrals; there's nothing pushy or smarmy about it. People won't give you referrals unless you deserve them. In fact, getting a referral is the highest compliment you can receive. Let your customers know you prize referrals, which you'll earn by providing excellent quality products and services.
Monday, March 2, 2009
Monday, February 23, 2009
Mistakes Managers Make
Managing can be a little daunting at first since close to 50% of managers received NO training before starting the job – and that’s a scary thought. Having worked with many of them, I’ve decided to compile and share with you the 10 most common mistakes new managers make and tips on how to avoid them.
1. Think you know everything.
Listen to the people around you. Ask for their input when appropriate. Keep an open mind.
2. Show everyone who's in charge.
You don't have to make a big show about being "the boss" but demonstrate that, as the boss, you are making a positive difference.
3. Change everything.
Don't re-invent the wheel. Learn the difference between "different" and "wrong".
4. Be afraid to do anything.
Upper management wouldn't have put you into the job if they didn't have confidence that you could handle it.
5. Don't take time to get to know your people.
Learn what makes them excited, how to motivate them, what they fear or worry about. Your people are what will make or break you in your quest to be a good manager. Give them your attention and time.
6. Don't waste time with your boss.
Since he/she just promoted you, surely he/she understands how busy you are and won't need any of your time, right? Wrong. Your job, just like it was before you became a manager, is to help your boss.
7. Don't worry about problems or problem employees.
You can no longer avoid problems or hope they will work themselves out. When something comes up, it is your job to figure out the best solution and get it done. That doesn't mean you can't ask for other's input or assistance, but it does mean you are the person who has to see it gets taken care of.
8. Don't let yourself be human.
Just because you are the boss doesn't mean you can't be human, that you can't laugh, or show emotion, or make an occasional mistake.
9. Don't protect your people.
The people in your group will be under pressure from every direction. It's your job to stand up for your people and make sure they are treated as fairly as possible. They will return the loyalty.
10. Avoid responsibility for anything.
You have to build the communications so there are no surprises, but also be prepared to shoulder the responsibility. It goes hand-in-hand with the authority.
Monday, February 16, 2009
Selling Yourself
It’s time to forget how to get rich quick. You know that to get ahead in life, you need to be in the business of selling. If this statement makes you cringe, it is probably because the word “sales” evokes images of annoying telemarketers and pushy car dealers. Relax, though, as this article is about a product so wonderful and special you should have no qualms in selling it. The product? You.
Despite the necessity of being able to sell yourself to others, for many people like myself it does not come naturally. Introversion, shyness, and lack of self-worth are just a few of the obstacles that can potentially get in the way. To overcome such obstacles, I suggest focusing on the following:
Be Sold on Yourself
This is the first, and perhaps most important, aspect to successfully selling yourself to others.
Unless it comes naturally, this is probably also the hardest. Being sold on yourself comes down to this: you must be aware of your own self-worth. This means you believe in yourself, have faith in yourself, and have confidence in yourself. If you struggle with your sense of self-worth, here are just three ideas that may help:
- Live in such a way that you would want to be friends with yourself
Find some time to reflect on what you like about yourself. If this seems hard, start with the smallest of attributes. - Don’t do anything that will give you cause to feel ashamed later.
- Have a Saleable Package
Are you looking after your appearance to the best of your ability? Are your clothes appropriate for the image you wish to project? - Be Positive and Enthusiastic
Positivity and enthusiasm can both be developed, but once again it takes work. Here are a few tips to help you:
- Look for the best in people
- Associate with positive people
- Care deeply about something
- See life as an adventure
- Smile
- Be Real and Authentic
Rather than being about who you appear to be, selling yourself is about letting others know who you are as a person. Always tell the truth, it will earn you both trust and respect which, in turn, will help you build a great reputation. Not only that, it will make you feel good about yourself.
Monday, February 2, 2009
Perseverance in Sales
THIS IS A QUESTION I GET ALL THE time: Are good salespeople born, or are they made? It's true; some people may have more natural talent than others. But no matter how much talent you were born with, the key to success is making the most of the abilities you have. I believe that anyone can be a successful salesperson, especially if he or she embodies these attributes:
Effort: In the real world there is only one secret to success. There is only one road--one long road--to follow to accomplish our goals. There are no shortcuts. Success comes from hard work. It comes from the extra effort we put in, from the work ethic we foster, and from the values to which we are committed. Only effort, sustained over time, will build the foundation to support success.
Patience and perseverance: In our quest for instant gratification, we often forget about patience and perseverance, two of the most useful sales tools ever. You can't plant a seed and expect a ripened crop the next day; you must give the plant a chance to take root and grow - it takes care and nurturing. Sales are the same way. You must plant seeds every single day, be patient when things do not proceed as quickly as you'd like them to, and be persistent in your efforts to keep that sale alive and flourishing.
Cultivated solutions: Effort, patience and perseverance will not survive unless you believe 100 percent that your product or service has value and benefit for your customers. So talk to potential consumers, and find out what they like or don't like about your product or service. Ask them what they want it to do for them Talk to manufacturers and distributors of similar product lines. Use your research to get new ideas and build on what you already have to often Test out your ideas. Find out what works and what doesn't.
Using your natural-born talents puts you way ahead of the game. But when you also have the attributes mentioned above--effort, patience and perseverance, and cultivated solutions--you have what it takes to make yourself a success as an entrepreneur, a salesperson and a human being.
Monday, January 26, 2009
Finding the Energy in Sales
If you look at the common traits of successful salespeople, the most vital one is energy--the ability to go the extra mile and still have energy in reserve. Sure, some people succeed without tremendous amounts of energy, but countless others achieve sales success because of it. Energy is what gives you the stamina to not give up on a goal you've come so close to reaching.
Being at your best all the time requires constant energy. The following four factors will help you increase your energy level for peak performance and sales success.
1. Mental focus: Focusing on the moment with a clear mind is crucial. Right before you take action, visualize your activities--meetings, presentations and any event where you need to perform at your best. Too often, we think about all the things we have to do instead of focusing on the moment. Another way to focus is to take a deep breath in through your nose and hold for two or three seconds, then breathe out slowly through your mouth. This is the single most powerful way to calm your mind, not to mention increase the oxygen in your blood and boost your energy level.
2. No limits: Think back to a time when you were exhausted but needed to continue. You probably got a second wind and finished the job. But here's what happens most of the time: Energy begets energy, just like success breeds success. It adds fuel to the fire for the next time you need to sprint that extra mile. When you stretch and struggle, you grow. When you push yourself, you build a greater capacity for doing more work the next time.
3. Your attitude toward change: When changes occur, you have a choice about how to react. The true strength of entrepreneurs and great salespeople is the ability to adapt to a changing environment--whether it's a tough economy, the changing needs of buyers or plain old adversity. Life is like a grindstone: It either wears you down or polishes you up. It's all in how you look at a changing situation.
So ask yourself these questions about what's impacting your sales energy: How am I moving, thinking, challenging myself and dealing with change? Mastering these four factors will give you extra energy for stronger efforts and higher income.
Power to the (Sales) People
Being at your best all the time requires constant energy. The following four factors will help you increase your energy level for peak performance and sales success.
1. Mental focus: Focusing on the moment with a clear mind is crucial. Right before you take action, visualize your activities--meetings, presentations and any event where you need to perform at your best. Too often, we think about all the things we have to do instead of focusing on the moment. Another way to focus is to take a deep breath in through your nose and hold for two or three seconds, then breathe out slowly through your mouth. This is the single most powerful way to calm your mind, not to mention increase the oxygen in your blood and boost your energy level.
2. No limits: Think back to a time when you were exhausted but needed to continue. You probably got a second wind and finished the job. But here's what happens most of the time: Energy begets energy, just like success breeds success. It adds fuel to the fire for the next time you need to sprint that extra mile. When you stretch and struggle, you grow. When you push yourself, you build a greater capacity for doing more work the next time.
3. Your attitude toward change: When changes occur, you have a choice about how to react. The true strength of entrepreneurs and great salespeople is the ability to adapt to a changing environment--whether it's a tough economy, the changing needs of buyers or plain old adversity. Life is like a grindstone: It either wears you down or polishes you up. It's all in how you look at a changing situation.
So ask yourself these questions about what's impacting your sales energy: How am I moving, thinking, challenging myself and dealing with change? Mastering these four factors will give you extra energy for stronger efforts and higher income.
Power to the (Sales) People
Monday, January 19, 2009
Hiring Right
Here's a vital fact: Using behavioral interviewing can increase by nearly 60% your chances of hiring the right employee. In fact, extensive research supports behavioral interviewing (i.e. using past performance as a reliable indicator of future performance) as the most effective interviewing technique available to evaluate suitable applicants. In a nutshell:
Behavior-based interviewing is an approach that looks at past behavior as the best predictor of future performance. And it makes common sense!
"Tell me a time when....."
For example, rather than asking, "What would you do if ..." one should ask, 'Tell me about a time when you.....You want to find out how people ACTUALLY behave rather than their promise of how they will behave.
Remember: Just because people can give good answers and sound impressive -- it doesn't mean they can DO what they SAY. Let's take a very simple example. You're interviewing Mary for the position of company receptionist. The interview starts as normal ...and you are using the same old, traditional questions.
What is your experience, Mary?
Why do you want to work here?
What do you know about our company?
Mary, what do you like to do in your spare time?
Good Questions....and bad Questions
These questions aren't bad in themselves. They will definitely help you to find out more about Mary. But they are severely limited, as they can lead to very standard and well-rehearsed responses from your interviewee. So even if Mary answers well - what does it really mean? Is she really good?
Or.... is she just good at answering the same old questions that EVERY interviewer asks? You see, at the end of all these questions, you still have very little REAL information about how Mary would behave in real-life situations. But there is another approach....
Behavioral interviewing
It is behavioral-based interviewing. Instead of the same old traditional questions, well-crafted behavioral-based questions can give you a much more accurate 'printout' of a candidate's true character and ability.
Remember again, behavioral-based interviewing is highly effective because it examines the past behavior of a job candidate, which is considered the most accurate indicator of future behavior.
Here's how it works: Let's say that you want to find out more about, say Mary's skills of diplomacy. How would she deal with people? In the past, you might have asked, 'Would you say you are very diplomatic with people?
“Yes, I am”. Full stop.
Look, you have asked her a close-ended question leading to a similar response. However, a behavioral-based question might be:
“Mary, have you ever felt irritated or frustrated while dealing with a customer? How did you respond when customers became demanding beyond an acceptable level?”
Do you see the difference?
The 'Behavior-based question' questions how she behaved in the past in very specific situations relating to diplomacy.
It allows the candidate to give you a fuller answer - and it gives you a more accurate and truer picture of the candidate. You see how the candidate reacted in the past and that is always the best predictor of future performance.
You should always define the behavioral competencies you are looking for in the right employee to fill your position. This way you will be more focused when recruiting. Once you know the behavioral competencies you want, you can then structure your interview questions to learn more about the interviewee.......and watch how your success rate in picking the right person will improve....and improve.
Behavior-based interviewing is an approach that looks at past behavior as the best predictor of future performance. And it makes common sense!
"Tell me a time when....."
For example, rather than asking, "What would you do if ..." one should ask, 'Tell me about a time when you.....You want to find out how people ACTUALLY behave rather than their promise of how they will behave.
Remember: Just because people can give good answers and sound impressive -- it doesn't mean they can DO what they SAY. Let's take a very simple example. You're interviewing Mary for the position of company receptionist. The interview starts as normal ...and you are using the same old, traditional questions.
What is your experience, Mary?
Why do you want to work here?
What do you know about our company?
Mary, what do you like to do in your spare time?
Good Questions....and bad Questions
These questions aren't bad in themselves. They will definitely help you to find out more about Mary. But they are severely limited, as they can lead to very standard and well-rehearsed responses from your interviewee. So even if Mary answers well - what does it really mean? Is she really good?
Or.... is she just good at answering the same old questions that EVERY interviewer asks? You see, at the end of all these questions, you still have very little REAL information about how Mary would behave in real-life situations. But there is another approach....
Behavioral interviewing
It is behavioral-based interviewing. Instead of the same old traditional questions, well-crafted behavioral-based questions can give you a much more accurate 'printout' of a candidate's true character and ability.
Remember again, behavioral-based interviewing is highly effective because it examines the past behavior of a job candidate, which is considered the most accurate indicator of future behavior.
Here's how it works: Let's say that you want to find out more about, say Mary's skills of diplomacy. How would she deal with people? In the past, you might have asked, 'Would you say you are very diplomatic with people?
“Yes, I am”. Full stop.
Look, you have asked her a close-ended question leading to a similar response. However, a behavioral-based question might be:
“Mary, have you ever felt irritated or frustrated while dealing with a customer? How did you respond when customers became demanding beyond an acceptable level?”
Do you see the difference?
The 'Behavior-based question' questions how she behaved in the past in very specific situations relating to diplomacy.
It allows the candidate to give you a fuller answer - and it gives you a more accurate and truer picture of the candidate. You see how the candidate reacted in the past and that is always the best predictor of future performance.
You should always define the behavioral competencies you are looking for in the right employee to fill your position. This way you will be more focused when recruiting. Once you know the behavioral competencies you want, you can then structure your interview questions to learn more about the interviewee.......and watch how your success rate in picking the right person will improve....and improve.
Monday, January 12, 2009
Do you smell it?” – Identifying Opportunities in any Sale Interaction
You spoke until the veins on your neck stood out. You were a killer and felt certain of securing the sale.
But then nothing.
You ask yourself: “What happened? I didn’t do anything differently from the last customer, but she seemed turned off from the beginning. Why wasn’t she interested?”
Sound familiar? This is a common complaint among sales people. In the midst of all the “can’t miss” sales systems, something is missing. In spite of doing everything “right,” the connection isn’t made, and the sale is lost. Why?
The answer is often tied to the incredible differences that exist between potential clients in their individual Interaction Styles, or the way in which each person interacts with others. An ability to pick up on and address these subtle clues in clients can mean the difference between a connection and a turnoff.
But what if you could begin to identify the style preference of a client? What if you could then (temporarily) tune into that preference and thus begin to solidify the connection with your client? What would it do to your sales if you could understand and match up your own style with that of your client?
You can—beginning now by:
Recognizing clue words during a conversation with a prospect.
Ask the right questions to find out a prospect's specific business needs.
Easily identify sales opportunities by listening for clue words, business needs, etc
Asking open-ended questions is a great way to learn information from prospects.
One of the best questions to ask is, "What do you need to do?"
Get practicing and in time you’ll get to closing a lot more as well.
But then nothing.
You ask yourself: “What happened? I didn’t do anything differently from the last customer, but she seemed turned off from the beginning. Why wasn’t she interested?”
Sound familiar? This is a common complaint among sales people. In the midst of all the “can’t miss” sales systems, something is missing. In spite of doing everything “right,” the connection isn’t made, and the sale is lost. Why?
The answer is often tied to the incredible differences that exist between potential clients in their individual Interaction Styles, or the way in which each person interacts with others. An ability to pick up on and address these subtle clues in clients can mean the difference between a connection and a turnoff.
But what if you could begin to identify the style preference of a client? What if you could then (temporarily) tune into that preference and thus begin to solidify the connection with your client? What would it do to your sales if you could understand and match up your own style with that of your client?
You can—beginning now by:
Recognizing clue words during a conversation with a prospect.
Ask the right questions to find out a prospect's specific business needs.
Easily identify sales opportunities by listening for clue words, business needs, etc
Asking open-ended questions is a great way to learn information from prospects.
One of the best questions to ask is, "What do you need to do?"
Get practicing and in time you’ll get to closing a lot more as well.
Monday, January 5, 2009
The Give and Take of Feedback
Providing feedback to staff is always tough, but if it's "constructive," you not only get the message across, but also build a more cohesive and capable team as a result. Sometimes we feel uncomfortable when we have to pull employees up - but this need not be the case if we do it in the right manner.
Constructive feedback is the only way to learn and develop -both personally and professionally – but what is constructive feedback?
First, I'll tell you what it's not. Constructive feedback is not criticism, it is a not personal but a targeted response to an individual's action or behavior and it is not "closed" but rather invites the individual receiving the feedback to shed light, share their perspective, or provide their response.
Constructive feedback does not blame, but presents a collaborative approach to problem-solving. Why constructive feedback works...
Principles of feedback
1. Choose correct timing for feedback
Praise is most effective when given as soon as possible after the behavior has occurred. Immediate feedback will help to reinforce a correct behavior and make it more likely to happen again.
2. Ask for self assessment
Beginning by asking the person for self-assessment involves them in the feedback process.It helps to promote an open atmosphere and dialogue between the person doing the coaching and the person being coached.
3. Focus on specifics
When you focus on a specific correct or incorrect behavior, you remove the feedback from the sphere of personality differences and the other person will be more willing and able to change.
4. Limit feedback to a few important points
Good coaches and communicators identify one or two critical areas and help the person address them one at a time. It is too hard to examine and try to change many aspects of behavior at one time.
5. Provide more praise than corrective feedback
Positive reinforcement is one of the strongest factors in bringing about change. Unfortunately a lot of people always focus on the negative. When you give corrective feedback, remember to point out corrective behaviors first and always end the conversation on a positive.
6. Give praise for expected performance
People deserve to be praised for doing their job to the expected level. Too many people take the expected level for granted however. Praise is a strong motivator, and enough praise may be what it takes to turn an average employee into an exceptional one.
7. Develop Action Plans
Work together to identify the desired performance or result and how it can be achieved. Decide when the steps will be accomplished.
Constructive feedback is the only way to learn and develop -both personally and professionally – but what is constructive feedback?
First, I'll tell you what it's not. Constructive feedback is not criticism, it is a not personal but a targeted response to an individual's action or behavior and it is not "closed" but rather invites the individual receiving the feedback to shed light, share their perspective, or provide their response.
Constructive feedback does not blame, but presents a collaborative approach to problem-solving. Why constructive feedback works...
Principles of feedback
1. Choose correct timing for feedback
Praise is most effective when given as soon as possible after the behavior has occurred. Immediate feedback will help to reinforce a correct behavior and make it more likely to happen again.
2. Ask for self assessment
Beginning by asking the person for self-assessment involves them in the feedback process.It helps to promote an open atmosphere and dialogue between the person doing the coaching and the person being coached.
3. Focus on specifics
When you focus on a specific correct or incorrect behavior, you remove the feedback from the sphere of personality differences and the other person will be more willing and able to change.
4. Limit feedback to a few important points
Good coaches and communicators identify one or two critical areas and help the person address them one at a time. It is too hard to examine and try to change many aspects of behavior at one time.
5. Provide more praise than corrective feedback
Positive reinforcement is one of the strongest factors in bringing about change. Unfortunately a lot of people always focus on the negative. When you give corrective feedback, remember to point out corrective behaviors first and always end the conversation on a positive.
6. Give praise for expected performance
People deserve to be praised for doing their job to the expected level. Too many people take the expected level for granted however. Praise is a strong motivator, and enough praise may be what it takes to turn an average employee into an exceptional one.
7. Develop Action Plans
Work together to identify the desired performance or result and how it can be achieved. Decide when the steps will be accomplished.
Monday, December 22, 2008
Sales Professionalism – The Forgotten Element
The irony is this: the challenge with too many salespeople is that they decide at first to 'try' selling for awhile. They don't commit 100% to it as a career because they are afraid of being wholly responsible for the level of income they achieve.
I must tell you, though, that the highest paid professional salespeople I know have burned their bridges to other sources of income and made that total commitment to selling as a career. They must succeed! They are not willing to look back! They look only to the future and the exciting opportunities each day in sales brings them.
Selling is one of the few careers available to people today in which every contact made can teach us something new. Do you know how many jobs there are out there in which things are done exactly the same each and every day? How boring! Sure, there's the security of a certain income you get from those jobs, but that income is limited -- set by someone other than yourself.
Selling is one of the few careers that allows you to determine exactly how much you will earn And one of the major benefits is that through proper training, you can learn exactly what you must do to earn that level. It's not a guessing game! There's a system, which, when properly applied, will bring you exactly the results you desire.
It's unfortunate, but most of today's consumers have a poor image of a salesperson. I have spent the better part of my life trying to dispel the stereotype of a salesperson. Once your prospects meet you and realize the high level of professionalism you are dedicated to giving, they will forget that you are a "salesperson" and begin to see you as a trusted friend -- someone who is there to provide a worthwhile service when they need it most.
Never forget this: To earn a higher income, find a way to give greater service. Learn how to make each and every client feel they are the most important person in the world to you. That can be accomplished by making a commitment today to begin taking advantage of the training available through your company, the various seminars, audio programs, video training tapes, magazines and newsletters at your disposal.
It's only through a constant commitment to education that we can get on top and stay on top in the field of selling. After all, the true professional salesperson is the one who continues to learn after they "know it all".
I must tell you, though, that the highest paid professional salespeople I know have burned their bridges to other sources of income and made that total commitment to selling as a career. They must succeed! They are not willing to look back! They look only to the future and the exciting opportunities each day in sales brings them.
Selling is one of the few careers available to people today in which every contact made can teach us something new. Do you know how many jobs there are out there in which things are done exactly the same each and every day? How boring! Sure, there's the security of a certain income you get from those jobs, but that income is limited -- set by someone other than yourself.
Selling is one of the few careers that allows you to determine exactly how much you will earn And one of the major benefits is that through proper training, you can learn exactly what you must do to earn that level. It's not a guessing game! There's a system, which, when properly applied, will bring you exactly the results you desire.
It's unfortunate, but most of today's consumers have a poor image of a salesperson. I have spent the better part of my life trying to dispel the stereotype of a salesperson. Once your prospects meet you and realize the high level of professionalism you are dedicated to giving, they will forget that you are a "salesperson" and begin to see you as a trusted friend -- someone who is there to provide a worthwhile service when they need it most.
Never forget this: To earn a higher income, find a way to give greater service. Learn how to make each and every client feel they are the most important person in the world to you. That can be accomplished by making a commitment today to begin taking advantage of the training available through your company, the various seminars, audio programs, video training tapes, magazines and newsletters at your disposal.
It's only through a constant commitment to education that we can get on top and stay on top in the field of selling. After all, the true professional salesperson is the one who continues to learn after they "know it all".
Monday, December 15, 2008
How to Ask for Referrals
For all you sales pros out there - this might not even be worth a separate mention. But all too often, I find that people do not ask for referrals. I believe there are several ways one can ask for a referral and several opportunities when one can ask for referrals.
Ask for referrals often. I push the envelope on this, because I feel one can ask for referrals even before you have consummated a sale. I believe there are two things needed before you can ask for referrals, and as soon as you have them, you should ask for one. They are simply:
- A rapport with your prospect or customer.
- A reputation of Trust and Value.
It's what Matters:
If you lack either of the above mentioned requirements, they will be hesitant to make the referral - simply because you don't matter. Either you do not matter enough to them, to want to help you. OR you offer, service or solutions is not valuable enough to matter or make a difference to their friends.
It's about Power:
There is one more perspective to hold; and that is how you ask for the referral. Always ask it in a way that does not seem like you are asking for a favor or for help.
Ask for the referral powerfully e.g.
- Ask them if they think what you have to offer might be of value to some of their friends.
- Or if what you have might be of benefit to their colleagues in other companies.
In Conclusion:
Get comfortable asking seemingly tough questions, learn to always stay in control of your conversations, always build rapport fast and always be selling something of value. If you do all this; you will be able to ask for referrals quickly, often and effectively - this gets you back into the numbers game and helps create more opportunities for you to go sell something.
Monday, December 8, 2008
How valuable is Your Client Database?
Your business' database is one of your most valuable assets. Are you treating it like something of value, or are you allowing it to deteriorate and depreciate in value?
There are two ways a good, up to date database of contacts (certainly customers and prospects but also vendors, employees, and other key people) adds value to your business:
1. It helps you do business more efficiently in the here and now.
2. It makes your business more desirable, sellable and valuable when it comes time to cash out.
It helps you do business more efficiently in the here and now.
How? It allows you and your team to find information on contacts, like phone numbers, email addresses and web site addresses. It allows you to record conversations, quotes and transactions. And, it allows you to review all these after the fact.
It makes your business more desirable, sellable and valuable when it comes time to cash out.
This one is a no-brainer. If you are buying a business, do you want it to come with a Rolodex or even worse - a pile of musty, crumbled, jumbled and un-filed business cards? Or, would you rather have it come with a current, accurate and thorough (and regularly backed up) electronic database of key contacts?
Every time you get a new contact, ask:
• Could this be a potential customer?
• Could this be a potential source of referrals?
• Could this be a potential supplier?
• Could this be a potential key contact of any kind?
If the answer to any of these questions is "yes", by all means capture the contact into your database - including an email address.
Put someone in charge of maintaining and backing up your database, and make sure everyone knows how to access it and use it properly.
Treat your database like the valuable asset it is. You'll be glad you did.
There are two ways a good, up to date database of contacts (certainly customers and prospects but also vendors, employees, and other key people) adds value to your business:
1. It helps you do business more efficiently in the here and now.
2. It makes your business more desirable, sellable and valuable when it comes time to cash out.
It helps you do business more efficiently in the here and now.
How? It allows you and your team to find information on contacts, like phone numbers, email addresses and web site addresses. It allows you to record conversations, quotes and transactions. And, it allows you to review all these after the fact.
It makes your business more desirable, sellable and valuable when it comes time to cash out.
This one is a no-brainer. If you are buying a business, do you want it to come with a Rolodex or even worse - a pile of musty, crumbled, jumbled and un-filed business cards? Or, would you rather have it come with a current, accurate and thorough (and regularly backed up) electronic database of key contacts?
Every time you get a new contact, ask:
• Could this be a potential customer?
• Could this be a potential source of referrals?
• Could this be a potential supplier?
• Could this be a potential key contact of any kind?
If the answer to any of these questions is "yes", by all means capture the contact into your database - including an email address.
Put someone in charge of maintaining and backing up your database, and make sure everyone knows how to access it and use it properly.
Treat your database like the valuable asset it is. You'll be glad you did.
Monday, December 1, 2008
Coach Me
Anybody who has ever worked in an inbound contact center knows the environment is high pressured and performance orientated. The performance targets are high, the calls never stop and rest breaks are far and few during each shift.
To operate at levels of such high expectations, many contact centers have turned to coaching as a tool; usually with the team leader being a coach to their agents.
Coaching unlike counseling is targeted at a specific area of performance with predefined objectives and target. It’s also very much about providing feedback. As the coach, team leaders need to appreciate that feedback good or bad must be honest. It should come from the heart and be of value to the agent involved. After all, coaching is about being people orientated, not task focused.
Furthermore, constructive feedback is an extremely powerful process and must be communicated delicately .It is important that the agent acknowledges and accepts the feedback before the coaching session proceeds further. As a coach, we must also be willing to receive feedback ourselves, if any is given.
The ultimate objective of any coaching session is for the purpose of development. Team leaders need to ensure continuity and that the coaching session is solution focused. At the end of each session, the agent must leave with the knowledge of their performance and what needs to be done to enhance their performance
Lastly, coaching sessions should never be perceived as negative. Always ensure that it is held periodically and not just when negative performance needs to be highlighted. Coaching is an integrated part of contact center operations. It cannot be seen in a bad light and the team leaders handling these sessions need to devote time and effort to the development of their people.
To operate at levels of such high expectations, many contact centers have turned to coaching as a tool; usually with the team leader being a coach to their agents.
Coaching unlike counseling is targeted at a specific area of performance with predefined objectives and target. It’s also very much about providing feedback. As the coach, team leaders need to appreciate that feedback good or bad must be honest. It should come from the heart and be of value to the agent involved. After all, coaching is about being people orientated, not task focused.
Furthermore, constructive feedback is an extremely powerful process and must be communicated delicately .It is important that the agent acknowledges and accepts the feedback before the coaching session proceeds further. As a coach, we must also be willing to receive feedback ourselves, if any is given.
The ultimate objective of any coaching session is for the purpose of development. Team leaders need to ensure continuity and that the coaching session is solution focused. At the end of each session, the agent must leave with the knowledge of their performance and what needs to be done to enhance their performance
Lastly, coaching sessions should never be perceived as negative. Always ensure that it is held periodically and not just when negative performance needs to be highlighted. Coaching is an integrated part of contact center operations. It cannot be seen in a bad light and the team leaders handling these sessions need to devote time and effort to the development of their people.
Monday, November 24, 2008
Maximize Sales & Reach Everyone
It’s dizzying at times. With many products and services, there are often several people within an organization who either influence or actually make buying decisions. A good salesperson needs to talk with everyone who is involved in a purchase, but coordinating these efforts among a maze of departments and divisions can be a challenge.
The key to successfully managing sales under these conditions begins by starting off immediately on the right foot. When approaching a new account, use a “top down” selling approach. Start with the highest decision-maker in the company and work your way vertically and horizontally through the organization. The vice president isn’t going to say he doesn’t have time to see you if the president has suggested the meeting.
Having said this, you ,must respect the customer’s processes and be prepared to coordinate your sales efforts with several different departments.
Remember your basic sales techniques: Ask questions and listen carefully to the answers. Show how your product or service can meet the customer’s needs and solve problems for them. See clients regularly and entertain them appropriately. Be sensitive to their requirements, even though you may find them frustrating, and respond promptly when there’s a problem.
Always remember the impact of decision-influencers—the people who don’t make the actual purchase but who might make a difference in your results. Receptionists and assistants are often very influential in terms of expressing their opinions about vendors. They can also be a tremendous source of information and support for you, so nurture those relationships in a sincere and non-patronizing way. If the decision-maker won’t be the ultimate user of your product, ask if you can meet with the staffers who will directly use what you’re selling to do a needs analysis and show how your product works. If you get those people on your side, a great deal of your work is done.
Once you close a sale, continue to penetrate the account. Ask the satisfied customer who else in the organization might have need of your products or services. In most cases, they’ll be happy to refer you to someone else you should be calling on—and you might even get a referral to a brand new client.
Monday, November 17, 2008
Beware of Your Body Gestures When Talking to Customers
Body language (those gestures, body movements, facial expressions and other forms of nonverbal behavior) serves as a mirror to our inner thoughts. As children and young adults, we learned how to control our words. We quickly learned what we could say that would be acceptable to those around us. We even learned how to say it. We consciously worked and re-worked our words to make sure we said what we meant to say.
But do we spend time rehearsing our body language. Are we standing up straight and tall when speaking to your client? Are we smiling? These are some suggestion about using body language in customer service:
Notice and Offer Assistance
Always notice a customer’s body language as they approach. What is the first thought in your mind?
What about yourself, are you aware of your own body language. What are you projecting?
Always start your conversation with the customer by offering assistance. After all, the reason the customer is talking to you in the first place is that he or she needs some help. After offering assistance, wait for the customer to respond. Listen carefully to the customer's words as it's now the customer's time to deliver her carefully prepared and rehearsed purpose for the visit. You need to focus your attention on the customer's words. How clearly is the customer describing what is the challenge facing her and what she expects to be done?
Take a look at the body language
Examine the customer's body position, gestures and overall demeanor. Do they support the customer's message? Is the customer asking you about your company's return policy in a gentle tone of voice with a smile on her face? Or is the customer asking about special delivery in a growling, demanding voice, while banging her fist on the counter?
Decide whether or not the body language supports the verbal message
If the body language is consistent with the nature of the verbal message, it is likely that the customer is saying exactly what he or she means to say. The body language appears to confirm the message. If the body language is inconsistent with the verbal message. In either case, you must respond carefully.
Determine the customer's most likely message
You only have an assumption of the customer's message, You have to find out whether or our assumption is correct. Decide in your own mind what the customer is trying to say. If in doubt, follow the message from the body language. As we said earlier, body language is likely to be a better gauge of reality. So, before acting on our assumption of the customer's body language, test for reality by asking the customer a question. For example, "I sense that you are not pleased with the service we've provided so far. How can we be of more help to you?" or "It seems that you like our store's return policy. Is this what you were looking for?"
All this while be aware of the message your body is projecting and how they are responding.
But do we spend time rehearsing our body language. Are we standing up straight and tall when speaking to your client? Are we smiling? These are some suggestion about using body language in customer service:
Notice and Offer Assistance
Always notice a customer’s body language as they approach. What is the first thought in your mind?
What about yourself, are you aware of your own body language. What are you projecting?
Always start your conversation with the customer by offering assistance. After all, the reason the customer is talking to you in the first place is that he or she needs some help. After offering assistance, wait for the customer to respond. Listen carefully to the customer's words as it's now the customer's time to deliver her carefully prepared and rehearsed purpose for the visit. You need to focus your attention on the customer's words. How clearly is the customer describing what is the challenge facing her and what she expects to be done?
Take a look at the body language
Examine the customer's body position, gestures and overall demeanor. Do they support the customer's message? Is the customer asking you about your company's return policy in a gentle tone of voice with a smile on her face? Or is the customer asking about special delivery in a growling, demanding voice, while banging her fist on the counter?
Decide whether or not the body language supports the verbal message
If the body language is consistent with the nature of the verbal message, it is likely that the customer is saying exactly what he or she means to say. The body language appears to confirm the message. If the body language is inconsistent with the verbal message. In either case, you must respond carefully.
Determine the customer's most likely message
You only have an assumption of the customer's message, You have to find out whether or our assumption is correct. Decide in your own mind what the customer is trying to say. If in doubt, follow the message from the body language. As we said earlier, body language is likely to be a better gauge of reality. So, before acting on our assumption of the customer's body language, test for reality by asking the customer a question. For example, "I sense that you are not pleased with the service we've provided so far. How can we be of more help to you?" or "It seems that you like our store's return policy. Is this what you were looking for?"
All this while be aware of the message your body is projecting and how they are responding.
Monday, November 10, 2008
The Requirement of the Sales Mindset in ANYONE
What makes a good salesperson? A good sales person is very much like a therapist - listening, empathy and patience are all virtues found in them (sales persons I mean – and some therapists as well). Somone somewhere has said that selling is not about pushing your foot in the door but about opening the door and making it easier for your prospect to pass through.
“A piece of cake with your coffee, sir?” is a good question to ask of the customer who looks a little hungry. Perhaps he missed his lunch? You can't really ask, but you do know that the cake was made by Polly who has a learning difficulty. Polly will not understand if no one buys the cake she helped make. You have a choice. Sell it or explain away your failure to her.
If you are ready to shift your sales mindset, here are some guidelines to help you get started:
1. Look for what the other person is thinking and whether there is actually a real possibility of a fit. Do not assume they should buy what you have. Aim to connect, not force or persuade.
2. Help your prospect solve their problem, instead of referring to your features and benefits – this centers the conversation on the other person.
3. Be sensitive to the early interaction with your prospect – keep your mindset stay in the present moment and avoid pushing forward (where you want to go – which you can only guess at best).
4. Avoid chasing prospects – behave with dignity. Create a pressure-free atmosphere – set a tone of equality and mutual respect.
5. Connect with your prospects rather than work through a list. Focus on how to make a true connection with each prospect – this naturally helps build trust – think about and discuss their issues, not yours.
6. Creating trust with your prospect is your primary goal – not making the sale. Creating genuine trust is the essence of building real relationships—real relationships turn into more sales.
7. By thinning the tension and pressure in the sales process between you and your prospects, you bring both of you closer to an honest and truthful conversation.
8. Change By using phrases like ‘would you be open to’ instead of ‘would you be interested in’, you immediately set yourself apart as someone who is patient, open minded and willing to listen.
9. By having a deep understanding of the problems that your prospects experience everyday, the easier it will be for you to really feel that you know and care about their situation.
10. Be honest always, sincere and have a genuine concern about helping your customers. The beginning is always more important than the end.
Monday, November 3, 2008
Saying “No” to Customers
The one word every single customer “hates” to hear is “NO”. But sometimes, the only appropriate response from the company is "NO." Perhaps, it’s good to realize that at the risk of compromising your work ethics, losing money or breaking the law than losing a customer is a necessary evil in order to keep the balance.
Here are some good things that can come out of saying "no":
1. You have more opportunities to say "yes" to the right customer.
Here are some good things that can come out of saying "no":
1. You have more opportunities to say "yes" to the right customer.
2. You have more time to do the things you want to do rather than serve inconsiderate people.
3. Saying “NO” expresses how you really feel. You are taking responsibility for your own feelings and letting others take responsibility for theirs.
4. Someone else who really wants this customer's business, has a chance to get it
Learn how to say "NO" gracefully:
1. Use non-verbal cues to underscore the "NO"-shake your head; use a firm and direct voice, use eye-contact.
2. "Sir/Madam/ Name, I am unable to do that." Don't beat around the bush.
1. Use non-verbal cues to underscore the "NO"-shake your head; use a firm and direct voice, use eye-contact.
2. "Sir/Madam/ Name, I am unable to do that." Don't beat around the bush.
3. Add an explanation if you want, but don't apologize: "The reason is because it would be against company ethics if that were to be done."
4. Be empathetic if the situation calls for it: "I know how hard it is to have that happened."
5. Recommend an alternative if one is available: "Let me refer you to..."
Saying “No” to the customer is not something bad. It is a necessity for business survival.
Saying “No” to the customer is not something bad. It is a necessity for business survival.
Monday, October 27, 2008
The Challenges of a Novice Contact Center Agent
Citing challenges such as low compensation, high stress and repetitive job tasks, today’s contact center agents remain in their jobs for only about three-and-a half years.
• Diversified career options – By offering training programs in how to respond using multiple channels, contact centers can help agents hone their skill sets, while offering them a wider variety of tasks and increased opportunities for career advancement.
• Incentive programs –. By tying monetary incentives to skill diversification, contact centers can achieve greater levels of staff satisfaction.
• Close communication –Keeping agents informed of executive decisions is an important mechanism for boosting employee morale.
Monday, October 20, 2008
Ethics at Work
Since there are quite a number of unethical people around, I thought it would be quite fitting to share my two cents worth on what it’s all about. Work ethics include not only how one feels about their job, career or vocation, but also how one does his/her job or responsibilities.
This involves attitude, behavior, respect, communication, and interaction; how one gets along with others. Work ethics demonstrate many things about whom and how a person is. Work ethics involve such characteristics as honesty and accountability. Essentially, work ethics break down to what one does or would do in a particular situation.
The begging question in a situation involves what is right and acceptable, and above board, versus what is wrong, underhanded, and under the table. Throughout the last few years, there have been companies whose work ethic -- honesty, integrity and accountability -- have been rather shady and have a rather negative impact on other people.
This has involved people looking the other way when people have done something questionable, or thinking it would not matter. Work ethics, such as honesty (not lying, cheating, and stealing), doing a job well, valuing what one does, having a sense of purpose and feeling/being a part of a greater vision or plan is vital. Philosophically, if one does not have proper work ethics, a person’s conscience may be bothered. People for the most part have good work ethic(s); we should not only want to do, but desire to do the proper thing in a given situation.
Monday, October 13, 2008
Shut Up & Listen: A successful entrepreneur knows when it's best to let others do the talking.
I learnt an important lesson when I decided to start my own business. I discovered through observation that the most effective way to grow your business is to let others do the talking. Over the years, I’ve been in countless business dealings and I realized that entrepreneurs who practiced exaggerated self-promotion rarely captured the attention of others. Prospective associates assumed boastful people didn't need the strategies they had to offer.
By involving other people, you’ll see how essential this is in creating business success. There are some very smart people around, believe it or not who have much information to share, and you’ll only be able to tap into it through active listening. It is only when you decide to understand where another person is coming from that you will discover all types of useful methods for achieving success.
Listening well isn't a skill we're born with unfortunately. But that’s what separates the doers from the followers. In order to lead a business successfully, you must develop it and learn to master it. Accomplishing this requires you to be dynamically present for every encounter--a difficult feat with all that goes on each day. Active listening begins with the willingness to recognize the value in every conversation you engage in.
So the next time before you open your mouth and get ready to say something, check yourself. Give the other person a chance to finish what they’re saying and consider what’s been said. You may learn something you don’t know but thought you did.
By involving other people, you’ll see how essential this is in creating business success. There are some very smart people around, believe it or not who have much information to share, and you’ll only be able to tap into it through active listening. It is only when you decide to understand where another person is coming from that you will discover all types of useful methods for achieving success.
Listening well isn't a skill we're born with unfortunately. But that’s what separates the doers from the followers. In order to lead a business successfully, you must develop it and learn to master it. Accomplishing this requires you to be dynamically present for every encounter--a difficult feat with all that goes on each day. Active listening begins with the willingness to recognize the value in every conversation you engage in.
So the next time before you open your mouth and get ready to say something, check yourself. Give the other person a chance to finish what they’re saying and consider what’s been said. You may learn something you don’t know but thought you did.
Monday, September 29, 2008
Undemocratic Any Business Organization Should Be, However...
I read a good management book over the weekend that says any business organization is a highly undemocratic organization and that is the way it must be. I totally agree with that statement. It is the responsibility of the leader in the organization to make the unpopular but right decision.
However in the course of my work as a consultant with companies, there are too many leaders that practice the above and at the same time DO NOT listen to a single word that is uttered by their subordinates. They do not want to receive any feedback from them. They want things done their way and any other way is against them.
I have had my fair share of experience dealing with the mistrust between the leader and the management team. Many a times, these issues would not have erupted if the leader were just to actively listen and gave his honest feedback to this subordinates.On the other hand, if this were done, there may not be a need for consultants.
However in the course of my work as a consultant with companies, there are too many leaders that practice the above and at the same time DO NOT listen to a single word that is uttered by their subordinates. They do not want to receive any feedback from them. They want things done their way and any other way is against them.
I have had my fair share of experience dealing with the mistrust between the leader and the management team. Many a times, these issues would not have erupted if the leader were just to actively listen and gave his honest feedback to this subordinates.On the other hand, if this were done, there may not be a need for consultants.
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