Jeff Garrison

Listen, Learn, Understand, Increase Sales

Ask any sales professional, sales manager, entrepreneur, or purchaser of b2b products and services to list the most critical sales skills.  Great listening skill will always be one of the first few on their list.  Ironically, your average sales professional is not a better listener than non-sales professionals.  In fact, most sales roles are filled by people perceived to have that natural "sales personality."  In other words, they are outgoing, aggressive, and comfortable TALKING to people.

Four Levels of Listening in Sales

There are four levels of listening in sales.  The first level is Not Listening.  One example of not listening takes place when networking.  The sales person is not really listening to you talk because they are just waiting for their turn.  They are waiting for the "so tell me about your company" inquiry and thinking about what they will say.

Not Listening also takes place when a sales person asks a few probing questions to loosen a prospect up before making their product or service pitch.

The next level is Springboard Listening.  This often begins with several probing questions seemingly asked "to learn about your business."  However, the sales person is listening for a need, an issue, or concern to use as a springboard launching the salesperson into a monologue about how their product or service can meet your need or solve your problem.  

The third level of listening is Listening to Respond.  This is much like springboard listening but with added "active" or "reflective" listening skills and it used when responding to concerns and handling objections.  The very popular "feel, felt, found" technique falls into this category.

"I understand how you feel.  Several of my clients felt the same way at first.  And then they found that ..."

This is skill based listening truncated from true caring or empathy and is done with the intent to reply and move closer to closing the sale.

Although the intent of most sales professionals is to act with the best interests of their prospects and clients in mind.  However, these first three levels of listening are behaviors not congruent with that intent because they are focused on making the sale.

Fourth Level--Listening to Understand

The intent of Listening to Understand is to figure out if, and how you can help your client succeed from their subjective point of view (rather then yours). 

Listening to Understand means trying to understand their frame of reference.  In other words, trying to see their business, their issues, and their concerns through their eyes. 

Listening to Understand means employing your left and your right brain.  Only about 10 percent of our communication is represented through words.  Most communication is through other sounds and body language.  Therefore, Listening to Understand is more than understanding words.  Listen to the words, but also listen for feeling, meaning, and behavior.

Great things happen when a sales person Listens to Understand.  they become more transparent.  They earn client's trust faster.  Their client's open up more and the business relationship becomes a collaborative exploration allowing the sales person to serve their clients better.

Do you have client relationships at this level?  Did Listening to Understand make a difference?

Photo on flickr by Jayel Aheram

In Sales, Seek First to Understand ...

Next to Follow up, Follow up, Follow up, Seek First to Understand is the most important piece of advice that I would give anyone who aspires to succeed as a business owner or professional sales person.

The Problem

Too often the salesperson will arrive for the first meeting with a prospect with the intent to sell.  Perhaps after some rapport building conversation, they will start to ask questions about the prospects needs.  Sound good?

The problem is that their questions are meant to uncover a springboard issue to leap off of into a "let me tell you about our products/services/expertise/experience/etc." conversation. 

Think about what must be true for this approach to regularly succeed.

• The prospect must already understand their own issues
• The prospect must already have identified possible solutions
• The prospect must already understand the impact of those solutions
• The prospect ONLY needs to be convinced that you can provide the solutions they have already identified to make the sale

In other words, this approach assumes that the prospect knows generally what they need, they just don't know how to do it or make it for themselves or it is cheaper to outsource.  Therefore, the sales person goes in to perform.

New Paradigm--Seek First to Understand

Here are some things to think about to improve the outcome of your first sales meeting. 

First, it would be very unusual for you to get an appointment with a prospect that has not already checked you're company out.  At the very least, they have been to your website.  They already know something about you're products/services/expertise/experience.  You do not need to look for opportunities to tell them.

Relax. You don't need to perform.

Second, understand that you will win business by showing that you understand their situation.  This means that you must spend time asking intelligent and relevant questions and carry on a conversation that demonstrates that ...

• You understand their issues and aspirations
• You understand how they feel about their situation (frustrated, uneasy, excited, confident)
• You understand what they perceive to be the impact of doing nothing
• You understand the impact of moving forward

In the end, the prospect's judgment of your products/services/expertise/experience will be impacted far more by the understanding that you show (through the questions you ask and the ensuing conversation) than by the selling statements you make.

Photo on dreamstime by Canadafirst

For an in depth look at the principle "seek first to understand," see The Seven Habits of Highly Effective People by Stephen Covey.

Know, Like and Trust (Part 2)

You trust me. They trust me. I trust you. I trust them. You trust them. They trust you.

I was startled as I read these 6 sentences.

Weave them together in our lives and we weave our golden fleece. A golden fleece we can share collectively. Doncha think?

Like, Jason and his ship of heroes, we all seem to be on a journey seeking the golden fleece of a community based on trust. Who can we trust? Where can we trust? Why should we trust? How do we know we can trust? Hmmm?

Trust is the golden fleece for business, too. Trust from me is tantamount to a blank check. A vendor asked me the other day what was my budget for a project. I had no idea. Why? I trusted that vendor to tell me what I needed to spend to achieve my desired results. I trusted that vendor with this information. I was right. He told me what I needed to spend to achieve the desired results.

Another vendor may have seen that as a grand opportunity. They think to themselves: Here is the lamb in the marketplace taken to slaughter, er, sacrifice. A quick profit, a bit more cash-flow, this month and we’re done. True. And literally. Sacrificed at the same time are the future cash-flows from future clients who came to trust this same vendor from our word-of-mouth recommendations.

Some may read this as simple, even quaint. You think The ruthless world of business sacrifices trust early. Your observation would be accurate.

And therein lies the advantage. Trust is now THE key differentiator. Trust is a key value-add. Trust adds margins. Trust and its sidekick Respect are the top three decision-making factors for purchases.

Those margins come in the form of less need to compete on price and the resulting higher numbers of customer referrals and the reduced need for advertising.

Now. Ok. You’re sold. You trust me. How do you do it? How do you weave your golden fleece of trust?

It all starts with each of us. Always. Trust, integrity and respect may be the ultimate proof of this axiom. Here are a few simple steps to expand, renew, rebuild, repair or build a reputation of one that can be trusted:

What would you tell your mom?

Simple, quaint. But as I read these stories of corporate ethical lapses, big and small, I always wonder: would they tell those stories to their moms? Would they, could they, sit straight-faced and say No, mom, those interest-only loans you are barely able to afford now...are risk-free. Interest rates will never rise AND property values will always increase by 25 - 100% a year. You are safe. Besides, I would never put my quarterly bonus ahead of your long-term financial needs.

So. Moms are always smarter than they let on. Assume your mom knows all. Would you tell her what you just told that customer? No? Then don’t. Tell that customer, employee, vendor or partner, investor or stakeholder the same truth you would tell your mom if your mom were in their shoes.

This appeal to your heart doesn’t work? Ok.

What story do you want others to tell about you...today?

This gets to legacy. But legacy has the sheen of something...down the road. Legacy implies, A compilation of your life’s achievements with some convenient editing in the mix.

No. The question is:What story do you want told about you today?

Oh, are prepared to read this story ...on every social media forum you know and 3-4 others you do not know? And these would your story told in the eyes of your customers, employees, vendors and partners...your stakeholders. These are the ones whose word-of-mouth, and purchases, make your brand.

Too many companies are shocked, shocked, they say to see what’s written about them on the web. For some reason, they think...who knows.

But, we all talk. We have done it all of our life. In fact, we celebrate our first words as a bellwether of progress. And then we’re off and running and we can’t stop. What do we talk about most? Well, in business, we talk most about those companies who disappoint us the most. Negative word-of-mouth is far more extensive, far more exciting, and shared by far more people, than positive word-of-mouth.

So. What story do you want others to tell about you...today? The story like my vendor will write with me? Or another story? Don’t forget: it is our choice, it is our creation.

What movie do you want to direct and then review at the end of your day?

We review (and wish we could edit, often) the movie we created each day with our actions and conversations. We do this as we sit quietly or wait for sleep to rescue us.

What movie do you want to direct and then review at the end of your day?

Again, it is our choice, our creation.

Listen.

Our truth is always heard through the filters of our audience. Too often, our truth is spoken to our questions. That may not be the truth nor the questions of our audience. Their questions, their comments, help us see their truth. So, we can honor it and speak to it. Listen.

Shipmates.

We cannot do this alone. Technically, ok, maybe. The illusion of the self-made anyone aside, those first 6 sentences for this post are written only with others. The others are our shipmates. Like Jason and his pals, the Argonauts, we all need each other’s help. We each have tools and resources, strengths and skills, to help each other. Otherwise, it is far simpler to do it ourselves.

I’m going to list those who I consider a shipmate on my journey. This may surprise them. But every day is a good day to surprise those who have inspired you. In no particular order: Seth Godin, Jackie Huba/Ben McConnell, Steve Farber, Steve MacGill, Ed Welch, Erika Andersen, Susie Poirier, Stephen Lynch, JC Garrison, my wife aka The Puhwincess, Hearts Club...I leave out many. I apologize. I’ll recognize you at a different date.

Now, speaking of Jason, his Argonauts and their journey...we have a similar journey. But, our journey differs from theirs in one big way. The fleece we seek is not found out there, wherever there is. It is found...in here (double chest bump like the athletes do), where our hearts and minds, our integrity, our families and friends together are found. And it’s value is far greater.

Disclaimer. This part three of a series with Jeff Garrison, the owner of this blog. Here is his first post on this series. His post inspired me. Jeff inspires me. You will be inspired, also. I read 3-4 times. He offers inspiration, great advice and actionable resources. You should read it 3-4 times, or more, too.

This became possible because I know Jeff. Mike Sansone introduced us. Over time, and with social media, I got to like Jeff. And over time, I trusted Jeff. Jeff's a shipmate. We have no titles on this ship, other than shipmate. But, Jeff pushing for this series makes him a valuable shipmate. Invite him to join your ship on your journey.

Present Sales Proposals in Person

Never present something in writing that could be done in person!

The difference is results over time is enormous when comparing closing ratios of those proposals delivered in person compared to those delivered in writing.  Here are some reasons why.

In person presentations eliminate guessing. 

When it comes time to start getting specific about providing solutions to a client, at least one discussion and perhaps many have taken place about the clients needs.  However, there may still be hidden assumptions in your ideas about your prospects needs or resources.  It is best to discuss them in person rather than have the prospect recognize these issues in a written proposal and reject your ideas in written form.

In person presentations allow the best solution to be discovered. 

Once you have done your best thinking, you need a chance to discuss your ideas with your prospect.  You need to have them challenge your ideas and combine them with their best thinking.  Getting their input does not diminish your value or your ideas, it enhances them.

In person presentations leverage human factors.

Interaction creates rapport.  Rapport leads to liking.  Liking precedes trust.  Trust is required to reach an agreement and close the sale.  Paper does not do these things.

It is very important to note that trust must go both ways, thus it is as important for the business owner and/or the sales person to trust the prospect as it is for the prospect to trust them.  If closing a deal seems to easy, get prepared for problems.

Remember, paper does not close deals.  People do.

Photo on flickr by chalks.corriette

Ask the Right Questions

Ask the right questions and the prospect will give you an appointment to come see him.

Ask the right questions and the prospect will get to know and like you.

Ask the right questions and the prospect will begin to trust you.

Ask the right questions and the prospect will tell you everything you need to create an exact solution and earn the business.

Sales & Customer Service

How clients perceive the quality of yourcustomer service begins with their expectations.  So, what does this mean for the sales person?

It is the sales person's responsibility to set realistic expectations with customers during the sales process.

After all, if a customer is upset later, it does not solve the problem to say that their expectations are outside the industry norm, unreasonable, or downright ridiculous.

The best way to avoid assuming or guessing what the customer service expectations are is to ask what they are. 

"Ms. Prospect, what are your customer service expectations of a good ____________ company?"

There are many good things that could come from asking this one question.

• You may discover that your company is a good fit for the prospect regarding their customer service expectations and your actual service.
• You may discover that the prospect has unrealistic expectations and you have the chance to address them before there is an issue.
• You may discover that their expectations exceed your normal service levels, but that you can provide what they want easily.
• You may discover that the expectations are such that you can provide what they want, but only for an additional fee.
• You may beat out competitors because you asked and they did not.

Work this question into you normal sales process and see what kind of reaction you get.  It will start some surprising and worthwhile conversations.

How have you been stung by unrealistic, or even crazy, expectations?

Photo on flickr by Heberger Site

America's Got Talent (How to Handle Sales Objections)

Imagine being on America's Got Talent.

"Our next act is Jane Doe, a professional sales person who is going to perform the ever popular handling objections dance."

You go out on stage and give your elevator statement to the judges. 

"My company ..."

Then you ask ...

"Can we help you with ...?" or "Do you have need for ..."

The judges respond ...

"We don't have any needs" or "It is not in our budget" or "We already have someone who ..."

Three strikes and you are done.

Well it is not a television show.  It is taking place thousands of times every day.  Just like on the show, the sales person walks out on stage without knowing exactly what the audience wants to see.  They just start performing and the prospect is just looking for reasons to push the button giving them a strike.

To be effective, turn the tables. Get the judges to perform.  Suppress your natural inclination to talk about what you do, your company, your products, and your services.  Ask them about their company.  Learn to ask them intelligent business questions so that you can discover what your "audience" does want to see.

Start by writing down five questions that can be easily tweaked for your particular audience.  Practice asking them in front of the mirror and then with your sales manager or a peer.

Soon you will find that good conversations are easier to start with prospects and that the conversations will last longer and go deeper.  They will happily be performing for you.

Photo on flickr by Keys Connoisseur

No Guessing in Sales!

When my sales staff used to come and tell me about a new prospect, I would always have several questions for them.  I knew a cardinal rule had been violated if their answers began with ...

• "I guess..."
• "I think..."
• "I believe..."
• "Um"

What is that rule?  No Guessing!

The reason for no guessing is that the question unasked and the answer assumed are the primary causes of poor conversion rates (the ability to move prospects through the sales process and to make sales).

Don't guess...

• What problems your prospect may have!
• What opportunities your prospect may have!
• What resources they have available to solve their problems or take advantage of opportunities!
• How they want to work with your company!
• What criteria they will use to evaluate your solutions!
• What the ultimate value is to solving a problem or capturing an opportunitiy!
• How and who will make final purchasing decisions!
• Whether or not thee are competing perspectives inside a prospect company!
• What is the timeline for finding a solution?

If you are indeed focused on helping your prospects succeed, then you are obligated to not guess.  After all, how can you propose the best solution if you don't know the answers to those things mentioned above as well as many other things?

What are signs of guessing?  The prospect...

• does not return your call at some point during the process
• rejects your proposal and you do not know why
• chooses a competitor and you do not know why
• keeps telling you they have not made a decision (which is worse than no)

Of course, the biggest sign of guessing is that you don't feel confident that your prospect will like your proposed solution.

The best advice I ever got was to be bold enough to ask everything I need to know to serve my prospect.  Here is why this is such brilliant advice.  We don't ask because we are afraid the prospect won't want to divulge too much information.  But when we ask something sensitive, the prospect must decide right then and there if they are going to trust us.  For those who are truly sincere about helping their clients, the prospect will almost always choose to trust.

How have you been surprised by how open prospects are when they know you are sincere?

Photo on flickr by misallphoto

Leave Your Value Proposition at the Office

I know this sounds nuts after you have spent so much time crafting your elevator statement and practicing just how to position your unique product or service.  However, I am just talking about you first meeting (or perhaps the first few meetings) with a new prospect.

You have the meeting because the prospect has already determined that there is value in this initial investment of time with you.  At this point, don't keep selling.  It does not add value to your prospect.

What adds value to your prospect at this point in the sales process is your ability to ask provocative questions.

Listen to the answers.  Ask more questions.  Tell the prospect in your own words what you have learned about the exciting opportunities and issues and concerns with which he or she is dealing.

In other words, seek first to understand everything you can about your prospect. 

When understanding is achieved, your prospect will want to know about your product or service and you can tell them within the context of the "understanding" you have achieved about their business.  You can discuss an "exact" solution rather than the general value proposition that you left at the office.

This conversation is easier to describe than it is to achieve.  The prospect might be more comfortable asking you about your business.  It is hard to not start selling at this point.  You need to tactfully turn the spotlight back on the prospect.  It takes planning and practice to do it well, but it must be done to serve your market best.

What do you do to keep the focus on your prospect.?

Photo on flickr by Benoit

Listening: Don't Hijack the Conversation

Hijacking the conversation is such an easy thing to do in sales when you have just met a prospect with whom you are thinking about establishing rapport and being memorable.  In fact, hijacking the conversation is a little bit like stealing the air people breathe.  They may not know why they are having trouble breathing, but until they get some air, they are not really focused on anything else.

Here is an example.  John was referred to Jane.  He is a good prospect and they have just met at his office for the first time.

Jane: "I see from the picture on your desk that you have a son who plays football."

John: "I have two kids in high school sports."

Jane: "Really, I have three kids.  One plays baseball and the other two are into soccer.  A funny thing happened at my sons baseball game yesterday. . ."

Jane is thinking that rapport is being established because they are talking about something they have in common when in fact she has just hijacked the conversation.  It would have been better to ask John about his kids.  That's what he wanted to talk about.  For example:

• What grade is your son in?
• What position does he play?
• Did you play football as well?
• Is your other child a son or daughter?

There are a dozen questions Jane could have asked.  After a few questions, John would have asked Jane if she had kids or if she was a sports fan or something.

This is not some sales guru, rapport establishing, manipulation technique.  It is just allowing another human being to be the center of attention for a moment.

Jane could have asked something about John's company such as how long has he owned the company or how did he get started in the business. 

Regardless of how the conversation gets started, Jane should not be anxious to connect her background with John's. Be paitent.  The opportunity will present itself naturally.

Here is a practice tip.  If you think you do this (even sometimes), share this idea with someone you interact with regularly.  Ask them to help you break the habit by pointing it out when you do.

Do you have other thoughts about hijacking conversation?  Does gender impact how and when this happens or with whom?  Please comment.

Photo on flickr by dotbenjamin