Telling the Hard Truth (Internally) |
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Communications -
Interpersonal skills
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Written by Robyn Davis
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As a leader in your company, there comes a time when you will have to convey a truth that isn’t easy to hear or say. Whether you’re telling a prospect he is not a good fit for your company/offerings, an executive she is expecting results that cannot be attained by the methods originally planned, or an employee/contractor/coworker that he isn’t great at his job, following this procedure may be helpful to you:
(1) Prepare yourself.
Consider this situation from all angles.
- How were you involved in this situation (although the initial goal is not to place blame, it is important to accept responsibility where applicable so that better decisions can be made in the future)?
- Did the other person play a role in creating this issue or is it just that his work will be impacted by it moving forward? Furthermore, is it possible that he is already aware of the issue?
- Is there anyone else who will also be impacted by this issue? Would it make more sense for you to have this conversation once with all interested parties or multiple times so that you can speak with each party individually?
- What possible responses can you expect to occur after you break the news (try to imagine both realistic and off the wall responses so you won’t be surprised by any outcome)?
Then, remember what started the issue, how you originally became aware of it, and what steps (if any) have been taken to improve the situation. Organize a list of examples that will be helpful to you in illustrating the importance of this situation.
 (2) Prepare the other person.
First, recognize the difference between preparing the other person and scaring the other person. If the situation is serious or particularly hurtful, you may consider utilizing a “compliment sandwich” to soften the blow, but get to the point quickly to avoid extending the agony felt by either of you. As you are doing this, keep the other person’s personality in mind so that you can convey the information in a way that best fits his or her learning/communication style; this will help him or her to process the information more quickly and easily.
The key in this step is to keep your focus on helping the other person to receive the hard truth in the best possible way – you have already had an opportunity to process the information, it’s only fair that the other person should have a turn as well (and there is no reason to make it harder than it has to be for either of you).
(3) State the truth in a clear and concise manner.
This step should be fairly self-explanatory. Once you have quickly and carefully prepared the other person for your news, you should say it as succinctly as possible. This is not the time for jokes or extended explanations. Even if you feel like you’re “softening the blow” even further by going on and on to provide as much information as possible, you aren’t. Imagine ripping off a band-aid (where you provide the necessary information quickly) so that you can move on to the healing (step four, improvement ideas).
At this point, depending on the specific information provided, it may be beneficial to give the other person some time alone to absorb the issues you’ve presented. If you do this, be sure to schedule an appointment during this conversation to continue your discussion soon after so that the issue isn’t forgotten or confused in the meantime.
(4) Share improvement ideas and select a solution.
It is important to put any negative feelings aside and focus on the solution to move your situation forward in a positive manner. Creating a safe atmosphere in which you can brainstorm with the other person will help you to determine the most appropriate course of action quickly. Remember the situation (as stated in step three) and identify the outcome you would prefer to have experienced instead. Then, you can consider possible paths that will connect your current situation to the preferred alternative (because you are brainstorming, it is not threatening to consider options that may or may not include the person(s) who are currently present).
The shortest distance between two points is a straight line, so (as you continue beyond the brainstorming process) evaluate your options by highlighting the ones which require the least effort, expense, and time to enact. Then, weigh your options and move forward accordingly. If you choose not to include the other person in future efforts, you may find yourself telling another hard truth… which is perfectly fine because doing so is the result of careful preparation, creative brainstorming, and thorough evaluation. Be confident in your decision and learn from your collective mistakes so that they don’t happen again. Proceed down this new path to success and plan to return to this article the next time you have to tell the hard truth.
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The Importance of Empathy in Professional Selling |
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Communications -
Interpersonal skills
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Written by Jonathan Farrington
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The buyer-seller situation, like any human contact, is an exercise in human relations - the interplay, cause and effect of behavior by two or more people on each other. In the buyer-seller situation, the seller must be responsible for shaping mutual behavior.
What’s the difference between human nature and human relations?
• Human nature is the instinctive behavior that governs action concerned with the self and with self-interest
• Human relations are concerned with how we think and act in terms of others’ interests
Successful selling demands that human relations be dominant over human nature.
Selling is not something a salesperson does to a prospect. Selling is something you do with the prospect, in a process of discovery and interaction – human relations at work.
 The greatest barrier to success in this process is the “Egocentric Predicament.” This consists of being overly and unnecessarily concerned with self. Our ability to be perceptive and concerned about others is inversely proportionate to our self-concern.
When self gets unnecessarily in the way, the fruitful cycle of good human relations stops producing.
The key to understanding and accepting others is to first understand and accept oneself – starting with the realization that, rather than strive for an unattainable “I should be” image, we should settle for our real self as “I am” – accepting shortcomings along with strengths.
The following points provide a practical answer to the “I am” versus “I should be” conflict.
Recognize it – and recognize that its source is rooted in the views of others.
Either (a) accept your “I am” image or (b) decide on attainable, constructive steps to achieve “I should be” in the future.
Our behavior is a reflection of our attitudes - and our attitudes grow out of our values.
Each is an integral part of the other. Do your life values make it easy for you to put the other person’s interests first?
Sincerity is a much-used word in relation to selling. Integrity is a kindred word.
Integrity implies a consistent kind of honesty - acting outwardly the way you truly feel inwardly. That’s why sound values are so important to your success with others. Remember, “People buy our product not so much because they understand the product, but because they feel that we understand them.”
There are many effective ways of doing this - the best way to create this kind of buying climate is to “transmit on their frequency.” This opens their mind to you, makes them willing – and eager – to listen.
A sincere, specific compliment on a point of real meaning to them gets the other person talking about things of interest to them. It opens doors.
“Before I sell my prospect what my prospect buys, I must first see my prospect as they see themselves.”
In Summary
Empathy is the magical word in the lexicon of human relations. It means feeling as the other person feels, not just with them. It means putting yourself in their shoes and shaping your attitudes accordingly.
Beyond getting the order, the plus factor in selling is to make people look good in their own eyes and in the eyes of others. Rather than sell to them, we help them buy.
We do this best by building their self-image. This helps them grow. And as we help others grow, we grow. To do this, we must be open and honest - this is the essence of good human relations.
These concepts are applicable to every facet of our lives and in selling - they pave the way to the truest and most fruitful success.
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The One Thing Better Than Selling With Enthusiasm |
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Communications -
Interpersonal skills
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Written by Skip Anderson
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"Enthusiasm really IS contagious, and many times your customers buy your belief in your product as well as the product itself." -Mike Brooks
"People naturally get swept up into excitement and enthusiasm when they are surrounded by what they think is natural and authentic excitement." -K.B.
"...come to the realization that enthusiasm is the ultimate secret weapon of all the great salespeople in this business." -Jeffrey F. Knott
Enthusiasm transfers emotion from the salesperson to the prospect, right? Enthusiasm is contagious, yes? Enthusiasm breeds more enthusiasm, correct? Enthusiasm sells, doesn't it?
I’d say the answer is “sometimes.”
And sometimes enthusiasm doesn’t work in selling. Have you ever witnessed a sales interaction with a salesperson who is overly-enthusiastic talk to someone who seems to be naturally reserved, even when they're enthused? Ouch, it hurts my brain just to think about it.
 All humans have a natural "enthusiasm comfort level," whether we're talking about someone working in the sales profession or a customer who doesn't work in our field. Everyone has high, low, or medium propensity to feel and communicate enthusiasm, whether in a selling situation or a non-sales situation. This enthusiasm comfort level helps determine how we'll react to enthusiasm in others, including salespeople selling to us.
The mother in the front row of the auditorium at the piano recital who is standing up and cheering for her seven-year-old as he finishes "Scale Study No. 6" probably will react to a salesperson's enthusiasm differently than the father of another child in the back row who zones out during his daughter's performance of the "Sonatina for Piano."
So with this in mind, enthusiasm from a salesperson can be either an engaging or an off-putting element during a sales interaction.
Let's say all individuals can be charted on the following "Enthusiasm Propensity Scale":
The enthusiasm propensity ratings of five individuals have been placed on the scale. Rachel has the greatest propensity to feel and show enthusiasm, while Josh has the least. The remaining individuals lie somewhere between those two extremes.
We can easily relate to others who have the same or similar comfort with enthusiasm as we do. I propose that one's enthusiasm will have a positive effect on anybody that is within two points on either side of that individual's rating on the scale. Therefore, if Jose or Linda are selling to me, or vice versa, we should be in pretty good shape, because both lie within two points on either side of my score.
But the farther apart two people lie on the scale, the greater the potential negative effect on the sales relationship.
I'm a fairly enthusiastic individual at 7.5. But, simply put, Rachel's enthusiasm is going to irritate me. She's too enthusiastic for my tastes - we're just too far apart on the scale. Rachel selling to Linda is going to be an even greater challenge, because the separation is more pronounced. And it would likely be a disaster if Linda were selling to Josh.
So where does this leave the role of "enthusiasm" in selling?
I think we can safely conclude that appropriate enthusiasm is an asset in the selling profession, and inappropriate enthusiasm is a negative factor, and that the appropriateness we are talking about here is determined by the prospect/customer. The one thing better than enthusiasm when selling is appropriate enthusiasm when welling.
So as the three quotes at the top of this article point out, enthusiasm can be helpful in working with sales prospects. But be aware that you may need to moderate your enthusiasm to prevent unintended negative consequences!
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Gain Trust to Re-Gain Velocity in Your Selling Cycle |
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Communications -
Interpersonal skills
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Written by Bob Urichuck
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Trust is something one earns and is certainly required in order to make a sale. Without trust, there is no rapport or connectivity and your sales cycle takes longer than it should, and usually without results. To regain velocity in your selling cycle, you need to first gain trust. Gaining trust is the first objective in the Velocity Selling Cycle.
How do you secure trust in your sales approach today?
Do you talk about yourself; your products and services; and your company?
Do you look around for something of interest to the prospect, such as a golf trophy on the office shelf? Do you offer a firm handshake?
If you use any of these traditional sales techniques, you should stop immediately. In today’s new economy of buyers, you will not secure trust or respect in the field of professional sales by using out dated techniques.
Trust comes from building rapport. Rapport is derived from the French word meaning “to bring back”. Nero Linguistic Programming (NLP) states that our body speaks louder than our words, especially when referring to building a rapport with a customer. Body language attributes to 70% of rapport building while tonality falls in second place at 23% and words are a mere 7%.
 What must you do when building a rapport, if your body speaks louder than words?
The technique is known as mirror and matching. It is a sales technique that comes naturally to some sales professionals, but not easily to most. It is a simple matter of being aware and mirroring and matching the body language, tonality and words of the person you are wanting to build rapport with.
You automatically build rapport with people who remind you of yourself. This is called commonality. You want the customer to think you are just like them. That remind him or her of himself or herself. Mirror and matching physiology, the manner in which people shake hands, walk, stand, sit or gesture is complimentary and shows the customer that you are in sync.
This works with tonality as well. By mirroring and matching the person’s tone of voice or rate of speech gives them the feeling that you are just like them. If they speak high, you speak high. If they speak slow, you speak slow.
Although words only count for 7% of rapport, they too should be matched by using the same words as the person you want to build rapport with. If they call a hotel a resort, you call it a resort to.
Remember it is no longer the golden rule, but the platinum rule - do unto others as they would like done onto themselves. It is no longer about you. It is all about them, the buyer. Without the buyer’s trust, there will be no sale.
However, be careful with mirror and matching. Don’t ever mimic! If you mirror or match a prospect, do so gradually. Take your time and allow the change in your body language to evolve naturally.
An additional sales tip on building rapport and trust to increase your Velocity Selling Cycle is to ask open ended questions on topics of interest to the prospects. Involve them in a discussion about themselves, their family, their job, their hobbies, etc. Your objective is to get them to relax and enjoy simple conversation. The more they talk, the more you listen and learn and the more they will like and trust you. You will inevitably gain their trust and amity while adding velocity to your selling cycle.
Hence, sales is no longer about you or what you have to offer. It is about the buyer and obtaining their trust before you can meet their needs. You must view the sales approach as a new and interesting relationship. It is a significant communication for today and in the future as we move into a new economy of buyers.
Execute the disciplines of attracting, engaging and empowering the Velocity Selling Cycle to Up Your Bottom Line.
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5. Call people by name. Using names in conversation makes others feel valued and acknowledged. However, make sure you are addressing them correctly. Don't assume that "William" wants to be called "Bill" or that your new business client wants to be addressed by first name. Wait until Ms. Brown asks you to call her Mary. Until she does, use her title and last name.