Jonathan Farrington’s Blog

The JF Guest Author Spot 

Email is so much easier to use for prospecting than the phone. You can write it at any time day or night. You don’t have to worry about being hung up on and you won’t catch your client “at a bad time.” But it’s also easily deleted with no response. When you put yourself into your email, your chances of getting prospects to respond escalate. You stand apart from the other sellers who blend together as Inbox clutter.

Sound hard? It doesn’t have to be.

You know that it’s your personality and message that distinguish you on the phone. But, when you write, you have to be really careful that the words you choose let your personality shine through. If your prospect can’t feel your personality, you’re no different than any other seller trying to get time on his calendar.

Here’s the story of two sellers I’ve been working with and their very different email prospecting results: Eric, who follows the email prospecting rules perfectly, and Mae, who breaks the rules and allows her personality to shine.

Eric sells IT maintenance services. He does most of his prospecting via email because he doesn’t like to cold call. He has an outstanding value proposition including impressive financial results clients have received in reducing unplanned IT expenditures.

Eric adapts his value proposition to the group he’s targeting and follows all the email prospecting best practices.

* Limits the length to 4-5 sentences

* Uses only 1 link

* Includes a tag line in his signature

* Provides his phone and contact information

* Includes an offer his prospect can respond to if interested

* Writes a compelling subject line

Eric has utilized best-practices tactics for email, but even quoting impressive financial results and a client testimonial, he only gets replies from 10% of his prospects. Look at how Mae both uses those tactics and then goes beyond the norm to ensure her personality helps her make stronger connections.

Mae sells IT software and servers. She does most of her prospecting via email because she sees how easy it is to grab prospects’ interest and for them to click reply. She identifies a small group of prospects to target, uses a value proposition like Eric’s, then breaks the prospecting rules by:

Mentioning something about herself in every email, from running in an upcoming marathon to the kids being out on fall break in two weeks

Consistently following up over the course of a month, gently pushing for a connection. Each time Mae forwards the previous emails with a general, but personal, note about the prospect: how busy they must be now that it’s fourth quarter; or, are the leaves turning?

Including a simple  emoticon in her third or forth email to reinforce something personal she’s written if it suits the content: Go Broncos!! 

Writing a personal subject line, such as: Can we talk?, or Checking your availability Tuesday at 3:00

Mae’s emails let her interest in talking with her prospect – and her personality – shine through. She becomes a real person who sat down at her PC to email this specific prospect. Her emails let prospects she’s never met know it’s her sending the email, not some marketing system, and in turn, as they realize it, they reply. As Mae continues to email them, a whopping 85% of prospects reply!

So how do you let your personality out and get 85% of your prospects to hit reply?

Mention a tidbit about yourself. One time I emailed a bunch of prospects during my birthday month and told them all it was my birthday that month! I got nearly a 100% reply rate and started a conversation with every one.

Picture your prospect and write as if you already know him. You know what job your prospect has, so talk about something he can relate to.

Make it easy to reply by suggesting a couple of times to talk. You’ve been friendly and now you’re eliminating the work in scheduling a time to talk. Of course he’s going to respond because you’ve given him a valuable reason to take you up on your offer.

As your prospect gets to know you through your emails, he will respond as he would to anyone else he knows personally. After an email conversation he’ll want to talk to you because he knows you, likes you, and feels comfortable with you. By combining best practices with your personality, your emails will become a productive prospecting tool – instead of a shot into the Inbox abyss.

Kendra Lee is author of “Selling Against the Goal” and president of KLA Group. Specializing in the IT industry, KLA Group helps companies rapidly penetrate new markets, break into new accounts and shorten time to revenue with new products in the Small & Midmarket Business (SMB) segment. Ms. Lee is a frequent speaker at national sales meetings and association events. For more information, contact the company at +1 303.741.6636 or info@klagroup.com or visit www.klagroup.com.

For more articles like this one, visit www.klagroup.com . Click here to sign up for the free KLA Group Strategic View e-newsletter.

Today’s News: I am onsite with clients, so you know what that means - news is brief: I did sign up today, to do a webinar for Landslide with Jill Konrath on November 12th - it’s FREE, and I’ll give you all the details in a couple of days.

Tomorrow: “Some Salespeople Have Ten Year’s Selling Experience; Most Have One Year’s Experience Ten Times” a brief extract……..

“During the 1970s and 1980s, it was common for large corporations such as Hewlett Packard and IBM to put their new sales recruits through a twelve to eighteen-month training programme.

Today, salespeople consider themselves “lucky” if they get an initial two weeks of training.

Have companies discovered that training doesn’t really pay off? On the contrary! Training appears to be even more important today than years ago and it is getting more important all the time.”………. more tomorrow.

A Sales Leader’s level of success or failure may be determined by their ability to influence people within their own organisation, as well as those operating in other companies.

Sales Leaders who use their influencing skills well are exciting to be around and they exude a positive energy that attracts people towards them. Your ability to influence others can empower people development, accelerate results and ultimately ensures an easier working environment. Influencing is about understanding yourself and the effect or impact you have on others. Though, it can on occasion be one way, the primary relationship is two way, and it is about changing how others perceive you.

Truly excellent influencing skills require a healthy combination of interpersonal, communication, presentation and assertiveness techniques. It is about adapting and modifying your personal style when you become aware of the affect you are having on other people, while still being true to yourself.

Behaviour and attitude change are what’s important, not changing who you are or how you feel and think. You may try to exert your influence through coercion and manipulation. You might even succeed in getting things done, but that isn’t really influencing. That’s forcing people to do what you want, often against their will. You won’t have succeeded in winning support. Pushing, bullying, bludgeoning or haranguing DO NOT WORK! Like elephants, people will remember the experience. Indeed, if you force someone to do something you want without taking their point of view into consideration, then the impression that person is left with is how they will see you forever. You’re stuck with it, unless you deliberately change what you do in order to be seen differently. People are far more willing to come halfway (or more) if they feel acknowledged, understood and appreciated. They may even end up doing or agreeing to something they wouldn’t previously have done, because they feel good about making the choice.

What Makes An Effective Influencer?

Winning influencers share a common set of attitudes and behaviours that ensure consistent success. Studies have shown that they:

• Indicate the benefits of their ideas and are able to put a context around these benefits so it creates greater impact on the individual.

• Neutralise resistance, usually in advance. They anticipate, respond and are able to plant a positive association to potential areas of resistance before the other person has even had a chance to voice them.

• Find alternative ways to influence others and demonstrate high levels of flexibility. This means that if the approach they are taking doesn’t get them their desired results they try a different approach. If this doesn’t work they try another approach. Ultimately, the person with the greatest flexibility will always have control over the situation.

• Listen attentively to what others say because this improves mutual understanding and conveys respect for the opinions of others. Giving good attention to people makes them more intelligent. Poor attention makes them stumble over their words and seem stupid.

• Uncover needs and wants because they appreciate that every individual is unique. They have their needs, their own set of problems and their own motives for doing what they do.

• Empathise continuously and are able to adopt different perceptual positions to connect with the feelings of others in different situations. Not only do effective influencers manage to put themselves in their customers’ shoes, they are also able to wear the shoes of individuals in their sales team.

• Have developed high levels of sensory awareness. This means that their senses are fine-tuned to pick-up on the smallest details include non-verbal signals that are sometimes different to what a person is saying.

• Create and maintain rapport throughout their communication that enables them to deepen relationships, build higher amounts of trust and minimise resistance.

• Eliminate weak statements from their language and are able to create multiple positive associations by avoiding negative words and using negations in a positive way. For example; “I’m not going to say that this strategy will be totally successful.” The unconscious mind has to think about the strategy being totally successful, irrespective if the word ‘not’ is contained within the statement.

• Base the success of their communication on the response it produces in others. If other people don’t respond in the way that the influencer was wanting, they accept responsibility and change their communication until they do achieve their desired outcome.

Influencing really is that important!

You may also enjoy reading: “Recognising The Different Influencing Styles”

Today’s News: I posted  over the w/e about the excellent upcoming “Critical Strategies For Winning Big Company Clients” gig in New York (see banner below) - I have to repeat that there are only forty places - simply click here for full details.

Over on Top 10 Sales Articles, we have nominated a top class set of articles this week - you really do not want to miss them - simply go here

Tomorrow: A treat for you on The JF Guest Author Spot - Stone Payton, with an absolutely brilliant piece, all about proposals and proposal writing - you will thoroughly enjoy it, I promise.  

In my role as a leadership coach, a question I am often asked is: “What is the most important leadership trait I should consider developing first?”

Very interesting question, because there are several essential traits that need to be developed as early as possible, but choosing just one - the most important, is a “no-brainer” for me.

Nothing puts you in the “poor leader” category more swiftly than inadequate communication skills.

Staff view an inadequate communicator as someone who is unclear, ambiguous, says too little, speaks up too late, or not at all (keeps secrets unnecessarily) and most importantly, someone who doesn’t relate to their viewpoint.

Leaders should resolve to communicate:
• Using appropriate methods (memo or meeting, e-mail or notice-board)
• From the right perspective (talk about we not I and put things personally – “You will find” rather than “This is the case”)
• Using good communication principles (keep it simple, make it clear, and be precise and succinct)
• Explaining both the what and the why of things.

Because communication is the most important aspect of a leader’s role, if you feel you need to bone up on it, do so. Ignoring failings or uncertainties, risks disaster.

Your early communications will be looked at or listened to carefully. Lines will be read between and inferences about you and the way you do things will be drawn – for good or ill. Take care!

While thinking about communication, make one firm rule for yourself: Always be courteous to your staff.

The old adage that politeness costs nothing is true. Any temptation that staff may provide to descend into insults or even to be offhand may cause problems and will certainly not engender respect. This applies whatever the provocation – and, believe me, sooner or later if you lead people, there will be some!

So keep cool, count to ten if necessary, and moderate your language and your manner.

A final point about communication is that you need to be constantly well informed about what is going on around the organisation and in any other area that is important to you.

Never forget that informal communications are as important here as formal ones.

You need to develop a good network of contacts and here I must flag the importance of the grapevine. This exists in every organisation.
• Discover how it works and who is key to its operation
• Get yourself “plugged in”
• Remember that communication is two-way (you must contribute to receive)

Use it constructively: ignore and do not start rumours, use it for firm information, early warning, and dissemination and keep your eyes and ears open.

Keep In Touch:
Take away communication from an organisation and not much is left. Yet, the subject is often neglected. It is the foundation of a good relationship between leader and staff and thus the basis for success.

Make sure you take action to create good – two-way – communication by, for example:
• Practising LBWA: that is Leadership by Walking About. Talk to people informally, ask, listen, take notes, and ensure feedback.
• Regularly informing people of your thinking: by memo, e-mail, at meetings, etc. Tell them what your vision is, what you plan, hope and intend, what’s happening – and how it will affect them.
• Systematise the processes involved: make aspects of what you do formal and regular (e.g. regular departmental meetings and updates on operational issues).

Fundamental to good leadership is being seen as open and honest, concerned that people should know what is going on and concerned also to encourage and receive their inputs.

I think you will also enjoy reading this: “What Is Successful Leadership Really About”

Today’s News: In the most recent issue of Fortune magazine, Jill Konrath’s “Selling to Big Companies” was selected as a “must read” book that belongs in everyone’s briefcase.

Jiill said: “I’m honored that it was chosen as one of only eight books recommended - especially since the competitors were all the other good sales books ever written!”

If you want to check out Selling to Big Companies, here’s the Amazon link. Make sure you read the 46+ Five Star reviews. Or start by downloading two chapters on her website.

Also, here’s a link to the entire Fortune article:Download Fortune-SelllingtoBigCompanies-9-08.pdf

Way to go, Crazy Sister !

Final blogpost recommendation of the week for you: “How Acting Skills Helps Selling” from Drew Stevens.

Tomorrow: We are working on the next Top Sales Experts ebook, so I will be fully extended this weekend, plus we are also preparing for the launch of TSE 2.0 -exciting times! As ever, wherever you are, have a great w/e yourself, and be sure to make it back here next week - JF

There are four personality types or social styles – Analyticals, Drivers, Expressives and Amiables – and all four have their own unique approach to business, their own language and thought processes etc. As a consequence, the very best sales professionals have become adept at recognising which personality they are dealing with and adapt their approach and communication style accordingly.

In every boardroom, you will always find three of the four personality types, occasionally, all four: I have discovered over the years which personality is likely to fill which position on the board, but more on that later.

The Driver:
Let’s begin by looking at the characteristics of the Driver. Drivers are action and goal oriented, need to see results and have a quick reaction time. They are decisive, independent, disciplined, practical, and efficient. They typically use facts and data, speak and act quickly, lean forward, point and make direct eye contact. Their body posture is often rigid and they have controlled facial expressions.

They rarely want to waste time on personal talk or preliminaries and can be perceived by other styles as dominating or harsh and severe in pursuit of a goal. They are comfortable in positions of power and control and they have businesslike offices with certificates and commendations on the wall. In times of stress, drivers may become autocratic.

The Analytical:
Analyticals are concerned with being organised, having all the facts, and being careful before taking action. Their need is to be accurate, to be right. precise, orderly, methodical and conform to standard operating procedures, organisational rules and historical ways of doing things. They typically have a slow reaction time and work more slowly and carefully than Drivers. They are perceived as serious, industrious, persistent, and exacting.

Usually, they are task oriented, use facts and data, and tend to speak slowly. lean back and use their hands frequently. They do not make direct eye contact and control their facial expressions. Others may see them as stuffy, indecisive, critical, picky, and moralistic. They are comfortable in positions in which they can check facts and figures and be sure they are right. They have neat, well organised offices and in times of stress, Analyticals tend to avoid conflict.

The Expressive:
Expressives enjoy involvement, excitement, and interpersonal action. They are sociable, stimulating, and enthusiastic and are good at involving and motivating others. They are also ideas oriented. have little concern for routine, are future oriented and usually they have a quick reaction time. They need to be accepted by others, tend to be spontaneous, outgoing, energetic, and friendly and focused on people rather than on tasks. Typically, they use opinions and stories rather than facts and data. They speak and act quickly; vary vocal inflection, lean forward, and point and make direct eye contact.

They use their hands when talking; have a relaxed body posture and an animated expression. Their feelings often show in their faces and they are perceived by others as excitable, impulsive, undisciplined, dramatic, manipulative, ambitious, overly reactive, and egotistical. They usually have disorganised offices and may have leisure equipment like golf clubs or tennis racquets. Under stressful conditions, Expressives tend to resort to personal attack.

And Finally - The Amiable:
Amiables need co-operation, personal security, and acceptance. They are uncomfortable with and will avoid conflict at all costs. They value personal relationships, helping others and being liked. Some Amiables will sacrifice their own desires to win approval from others. They prefer to work with other people in a team effort, rather than individually and they have an unhurried reaction time and little concern with effecting change. Typically, they are friendly, supportive, respectful, willing, dependable, and agreeable. They are also people-oriented.

They use opinions rather than facts and data, speak slowly, and softly, use more vocal inflection than Drivers or Analyticals. They lean back while talking and do not make direct eye contact; they also have a casual posture and an animated expression. They are perceived by other styles as conforming, unsure, pliable, dependent, and awkward. They have homely offices - family photographs, plants etc. An Amiable’s reaction to stress is to comply with others.

Most people’s first reaction after reading the four profiles is to believe that they fit into more than one category and this is absolutely right. However, everyone has a dominant style and no-one should believe that they fit into more than two because they don’t.

So, which Social Style do the various residents of the boardroom typically have?

Managing Directors/CEOs are typically Drivers, as you might expect.
Finance Directors are usually Analyticals
Sales Directors are nearly always Expressives
Marketing Directors are also Expressives
Technical Directors are almost always Analyticals

And Finally: In Sales
Level 3, Top 5% Achievers, are normally Drivers
Level 2, Sales Professionals, are typically Expressives
Level 1, Emerging salesmen and women are almost always Amiables

It is of course dangerous to generalise and there will always be exceptions, however based on my experience, I have very rarely been mistaken using this concept of personality identification, which makes communication so much easier and indeed relevant.

If you want to learn more about the four social styles and how to influence them, you will enjoy this: “How To Relate To And Influence The Four Personality Types”

Today’s News: After much anticipation, the Sales SheBang 2008 Conference  kicks-off tomorrow, and we couldn’t resist creating a “Good Luck” card for the seven Top Sales Experts who will be presenting; To Jill Konrath, Leslie Buterin, Kim Duke, Lori Richardson, Colleen Francis, Anne Miller and Kendra Lee, we send our very best wishes.

Tomorrow: Another Top Sales Expert, Tim Wackel is my guest on The JF Guest Author Spot, and he has some timely tips for selling in a sluggish market.

Nobody seems to remember who first coined the term elevator pitch, or elevator speech, but I know it’s been around a long time, and I am often asked to help design such speeches for clients.

An elevator pitch is a short presentation that you could deliver to someone in an elevator as it travels from top to bottom, or vice versa. It must be compelling as well as descriptive. It should contain such punch that the other person would love to buy from you. Of course, you can present such a speech in places other than an elevator!

When cold calling in person, it is a good idea to have your pitch ready. When the buyer meets you in the reception area, deliver the elevator pitch with enthusiasm, and he or she is much more likely to agree to allocate time to you. On the phone, you can use this method to obtain an appointment. You may even want to use it in a sales letter where you introduce your company to the prospect.

For those who work trade shows, have your elevator speech ready for people as they approach your booth.

I use my elevator pitch as a networking tool, and I deliver it by way of an introduction of myself and my companies.

The Main Components of the Pitch

An elevator speech should meet the following criteria:

• Keep it brief - long enough to convince, but short enough to hold the other person’s attention.

• Be articulate - use the right tone and speed so that you don’t rush the message.

• Make it sincere - the buyer must feel that you’re a credible source (which of course you are).

• Be enthusiastic. Use appropriate excitement when telling your story. Buyers take their leads from salespeople. Enthusiasm is infectious, and if you are not enthusiastic about your products/services or your company, change jobs!

Your elevator speech should answer these questions: Who are we? What do we do? To whom do we sell? What makes us unique? How do we bring value to our customers?

Do remember that knowing what you want to say and rehearsing it will make this sound natural. This may be the first time the buyer has heard it - but you don’t want it to be the first time you deliver it.

Used effectively, the elevator pitch can be a good salesperson’s foot in the door. Once you get your break, it’s up to you to finish the deal.

Today’s News: I recently completed a couple of interviews with one of my favourite article community sites, Eyes On Sales, and you can listen to the first one by simply clicking on the banner below:

I am often asked if the Top Sales Experts team collaborate much on joint projects - the answer is a resounding YES WE DO. Obviously, if you are going to expose your clients to another consultant, there has to be a very high level of trust, but this week was a typical situation: One of my favourite clients has a small team who needed some specific coaching on how to reach the decision maker via cold calling, so I immediately turned to Leslie Buterin, who is after all, one of the world’s leading gurus in this area.

Leslie delivered a two hour online coaching session. Result? They were bowled over by her and are already reaping the results of her pearls of wisdom. This is where relevant, specific mentoring comes into it’s own and proves the point that I evangelise about so often - “One size fits all” sales team development no longer works, it really has been consigned to the annals of history.

Would you hire the local handyman if you had serious structural problems with your house? I hope you would not! You can catch up with Leslie here

Finally, I tried to find you another good blogpost today, but in vain - I’ll keep searching over the w/e.

I need to thank you for your patience with delayed posts this week and also with the technical issues we experienced with The JF Journal - I have to hope that patience was rewarded.

Tomorrow: My last few days in the UK, so I am getting together with two of my children for some “bonding” - so wherever you are, have a great w/e and be sure to make it back next week - JF

The way in which we behave as managers and the approach we take will have a marked effect on our ultimate success or failure.

Having a range of approaches and styles of behaviour gives us more flexibility. It increases our options – and our chances of success.

Natural Styles

Most managers have a natural style of influence which they prefer to use whenever possible. More flexible managers also keep in reserve a fall back style, used when the preferred style doesn’t achieve the desired results.

However, there are at least eight identifiable styles of influence – not including aggression, manipulation or force!

Because we are influencing a wide range of people, proficiency in a wider range of styles will ensure more success. We can step outside the comfort zone of our natural style and enjoy greater success by practising new ways of influencing.

However, we must think carefully which influencing style has the greatest chance of succeeding. Varying our styles too much may give us a reputation for being unpredictable

The Autocratic Approach

You tell them, they agree

Use this style when:
• You are looking for a quick response
• You seek only short-term commitment
• You are happy to check up and follow through

This approach works best when supported by power, authority, age, knowledge or wisdom. Resistance or objections are minimised. You tell others what you want then to do.

Do remember though that autocracy can be a high-risk strategy. It may result in a feeling of ‘You won, I lost’. They’ll get you next time.

The Collaborative Approach

You include others in the decision-making process.

Use this style when:
• You want to maintain long-term influence with others
• You seek a high level of commitment
• You have no time to enforce the outcome

This approach works successfully without you having any power or authority.

A word of caution, democracy takes time and can result in watered down solutions. Remain consistently collaborative. Don’t give up too early. Avoid imposing too many parameters or conditions – these will create frustration in others.

The Logical Approach

You use clear logical, unassailable arguments, supported by proof.

Use logic when:
• The other person demands evidence and lots of detail
• You are prepared to do your homework
• You are prepared to wait for a reaction

This approach works best when the other person is a logical, linear thinker. Avoid exaggeration and unnecessary emotion. Offer instead facts and figures.

But, you may find this style long-winded and frustrating. You may even be forced to put it in writing. Allow time to prepare your argument, time to explain it, time to wait for a reaction.

The Emotional Approach

You use your natural charm, charisma or enthusiasm.

Use emotion when:
• You want others to feel part of an exciting project
• You want to fire up someone’s motivation
• You are truly enthusiastic about an idea

This approach works when your influence becomes a genuine extension of your own feelings and beliefs. Appealing to the long-term effects of your ideas, you will reinforce their continuing value.
 
 Do remember though that emotional appeal carries risks. It can leave a nasty taste in the mouth. Painful memories linger longer.

The Assertive Approach

You ask directly, clearly and confidently for what you want, or don’t want.

Be assertive when:
• You want to influence autocratic people, bullies, stick-in-the-mud
• You want to influence behaviours
• You need to act and initiate, rather than react

Assertiveness can have a lasting effect, especially on those who least expect it from you. Any resistance is met by your persistence.

Assertive influence carries little or no risk.

The Passive Approach

You win the day by being submissive, by not overtly influencing.

Remain passive when:
• You want to influence others through personal demonstration
• You want to avoid unhelpful confrontation
• You have tried all the other approaches

As you quietly demonstrate desired behaviours, others can see for themselves the value in following your lead. Many potential confrontations with power or authority demand submissive influence, which can pay positive dividends.
   
The downside is that your submissiveness may leave you with feelings of low-esteem. Can you live with this?

The Sales Approach

You use good old-fashioned salesmanship.

Use salesmanship when:
• You know that the other person expects to be sold to
• You need to show the benefits your suggestion will produce
• You enjoy selling ideas

Draw out their point of view, understand their needs, demonstrate that you empathise; minimise resistance by showing how their ideas dovetail with your own; show how they will benefit.
 
Do realise though that logical or submissive people often hate an overt sales approach and may work hard to wreck your plans.

The Bargaining Approach

You trade concessions in order to reach a mutually acceptable conclusion.

Bargain or negotiate when:
• You are both equally keen to go ahead with the idea 
• You are happy and able to offer a few concessions
• You want to reach a <i>win-win conclusion</i>

Don’t just share the cake – make it a bigger one. Your success as affair negotiator will help cement the relationship.

 Aim too low and you’ll end up even lower. Over collaborate and you may regret giving too much away. Always trade concessions.

The Power Of Positive Behaviour 

Who has been a big influence in your life? A parent, relative, employer, friend or neighbour? Chances are that they often did nothing specific to influence you – they just behaved in ways that you took note of and decided to copy.

The behaviour of others can be influenced greatly when they observe the ways in which you:

• Deal with aggression
• Handle awkward customers
• Control group behaviour
• Field tricky questions
• Overcome resistance
• Live by your values and beliefs
• Walk the talk

Behaviours that help the influencing process:

• Continuous maintenance of rapport
• Maintaining good eye contact
• Congruent body language which supports your messages
• Appropriate voice tone which underpins what you say
• Sensory acuity – noticing how others react to you and your messages
• Flexibility – being prepared to change your approach, when necessary
• Awareness and acceptance of the needs of others
• Lack of conditional words, which dilute your messages

In Summary: Modelling Behaviour

Ok, suppose you don’t have sufficient flexibility of style. With practice, it’s easy to observe, analyse and reproduce the effective behaviours of other people. If you’ve ever studied any skill under a master, you will already have done this.

Suppose you know a person who uses an influencing style in a particularly elegant or effective manner. You have identified this as something you would like to improve for yourself. By closely observing what works for that person and noticing the effect it has on others, you can begin to experiment by adopting these behaviours and strategies and making them work for you, too. Behaviour is only behaviour – it can usually be replicated

You might also enjoy: “Understanding Assertiveness”

Today’s News: We have announced the Top Sales Article of The Month over at Top 10 Sales Articles and it really is a belter - just click on the banner below to see for yourself.

Tomorrow:One of the leading business development experts in the world - Leslie Buterin - is my guest on The JF Guest Author Spot.

Active listening is a powerful way of listening and responding to customers, that improves mutual understanding. It is the foundation of effective communication and demonstrates real respect.

According to Nancy Kline, author of the book ‘Time to Think’, when you are listening to someone, much of the quality of what you are hearing is your effect on them.

Giving good attention to people makes them more intelligent. Poor attention makes them stumble over their words and seem stupid. Your attention and your listening is what is important. When we are in conflict, we can sometimes contradict the customer, denying their description of a situation. This tends to make them defensive and they will either lash out or alternatively, withdraw and say nothing more.

However, if they believe that we are really tuned in to their concerns and want to listen, they are more likely to explain in detail what they feel and why. This in turn gives sales people a much greater chance of being able to develop a win-win solution.

Your role in the sales situation alternates between sender and receiver of messages. The very best sales professionals devote a large portion of the sales interview to listening, because sincere listening demonstrates sincere interest. Ultimately, good listening is the shortest distance between you and more sales; better sales, faster sales.

How often has a customer said something that has been misinterpreted by you? If you accept the view that everyone is unique, then every word has a different meaning to different individuals? What we say can be different to what we actually mean, because we all have to edit our thoughts in order to communicate them in words. We do this by a combination of deletion, distortion and generalisation

Communication involves four steps:

1. Sensing the message and the stimuli that goes with it
2. Interpreting it (to be sure you understand)
3. Evaluating it (never judge before you understand)
4. Reacting (either verbally or non-verbally)

That’s why it pays to listen with your eyes as well as your ears. Frequently, a gesture, an expression, will reveal as much or more than words. Therefore, effective listeners seek to understand the meaning behind their customers’ words. This requires giving the other person full attention and demands conscious practice.

To become excellent at listening, there are three main techniques:

1. Build high levels of rapport and trust your instincts.

When two people have established high levels of rapport, they unconsciously pick-up on the feelings of each other. At this point the sales person may get an instinct about something the customer ‘feels’, which is important feedback that is driven from their unconscious mind.

Trusting these instincts can sometimes prove to be a challenge for people who work in a corporate, logical environment, yet the ability to ‘listen’ and act upon these instincts can make the difference between a good listener and a great listener. If for example, you have created rapport and start to feel nervous, then chances are so is your customer. Imagine the impact of asking, “I’m getting a sense that you’re feeling nervous about this, what specific concerns do you have?” will have on your customer.

2. Demonstrate that you are paying attention.

This really encourages the customer to continue talking and helps put them at ease because they can see that you’re interested in what they are saying. Using noncommittal words with a positive voice tone that neither agree or disagree with what is being said, will ensure that the customer remains motivated to want to continue talking. For example, “I see”/ “Uh-huh”/ “That’s interesting” are great ways to achieve this. Nodding your head and taking written notes are also effective when demonstrating your interest.

3. Clarifying your understanding.

Adopting a consultative approach means that it’s vital to fully appreciate your prospect’s requirements. Even if you think that your prospect has made them very clear, it’s good practice to summarise your understanding of them. For example: “So what you’re saying is (requirement).” “You obviously value (requirement) as being very important to you.” These summaries will strengthen your relationship and demonstrate a genuine desire to really understand what they want. Rephrase their main points at regular intervals and ‘play them back’ to them. This helps them see if they have said exactly what they wanted to say and to make sure you understand. Put their feelings into words. This will help them evaluate and perhaps modify their statement…and it gives further evidence of your understanding.

If you are keen to improve your active listening skills, you will enjoy this:”How To become An Active Listener” 

Today’s News: Over on Salesopedia today, the hot topic is “Strategic Selling” and there are some great articles by:Jim Pancero, John Doerr, Lee Salz, Mike Schultz - oh, and me!

Finally today, if you haven’t discovered the JF Resource Area yet, do pay a visit - my plan is to add even more resources shortly and expand the number of sections.

Tomorrow: On The JF Guest Author Spot - good friend, fellow Top Sales Expert and best selling author, Keith Rosen makes a welcome return.

Rapport is the cornerstone of all mutually effective relationships. It needs constant vigilance to keep it alive and effective.

Why is it so important?

Rapport is similar to money – when you are short of it, it increases in importance. Without rapport you will reduce your chances of getting:

• Unconditional agreement to your ideas and suggestions
• Full commitment from others
• Business, promotion, fiends

The way in which you interact with others has a major bearing on your success as an influencer.

Being in rapport means that you are in agreement with others both verbally and non-verbally.

Ten Good Reasons To Build Rapport:

• To really win friends and influence people
• To connect rapidly with a wide range of people
• To communicate magically
• To build solid, lasting relationships
• To create incredible results
• To help others improve performance and increase success
• To handle conflict
• To get promotion
• To talk your way in to things
• To talk your way out of things

Self-Disclosure:

Telling others how you feel and what you think and believe, as well as telling them about your background, is a kind currency. Give out information and usually you will receive a lot back in return.

People swarm, flock, and group together by type, background, interests, beliefs, gender, work and so on. And one of the most efficient ways to get close to one another is through self-disclosure.

As we begin to experience a powerful common bond, so too does rapport begin. Mutual interests, ideas, values, and beliefs are the wrap and weft of social interaction.

Most people like people who are like themselves!

Biographic Matching:

It is rare for two human beings to be together very long before seeking to discover similarities about themselves. This biographic matching can be social or economic, achieved through outlook, education, or background – common experiences of the world.

When you match, you reduce resistance by playing down differences while building on similarities.

You can read this article in full here: “How To Develop Rapport More Easily”

Today’s News: Here’s a message from a good friend:

“More and more of us in sales are finding it more and more difficult to keep our pipelines full with high quality prospects.  The slowing economy is putting a great deal of pressure on prospects–both business and individual–to think very carefully before they commit to any purchase.  Consumer confidence is down.  Unemployment is inching up.  Inflation is becoming a concern.  Both oil and the stock market are on wild rides. 

Salespeople are waking up every morning wondering where they’re going to find this month’s commission check.  And although the signs of an economy that was headed for a major slowdown if not a recession have been around for almost two years, few salespeople took the time and invested the effort to prepare by learning more effective ways to find and connect with quality prospects.

The good news is it isn’t too late to change your prospecting and personal marketing strategies so they more closely match the way prospects want to be connected with and that will identify and engage more high quality prospects.  You can learn techniques that will open more doors, identify more high prospects, and generate more sales.  

How? 

To start, tomorrow, July 24, McCord Training is offering three one-hour tele-seminars, each deals with a separate technique of reaching quality prospects.

You will find all the details by clicking on the banner below.”

My Best Wishes

Paul McCord

Tomorrow: I am delighted to welcome one of the latest recruits to the Top Sales Experts team, Bill Sayers