Skill-Building Terms: Increase Sales. Achieve Success. Get Results. Build Leaders. Develop Managers. Improve Team-Work. Cultivate Communication, Presentation, Human Relations, Time-Management, Change Management and Conflict Management Skills, etc.
Corporate professionals all over the world are flocking to places like Esalen, Kripalu and Omega Institutes; showing up to workshops defined by their ‘woo-wooness’. Yet, and understandably, L&D Professionals and C-Level Executives involved in talent development must serve corporate objectives and assign training budgets that will meet the mandates of success and ROI. Still, the list of aforementioned ‘woo-woo’ terms don’t generally get companies to write checks to coaches and trainers. (Yes, there are progressive companies that invest in employee wellness programs, and that is a growing phenomenon, but mainly, no one can quantify ‘woo-woo’ with ROI.)
To help people discover their potential, wake-up to themselves, understand how their brains (and others’ brains) function in ways that help or hinder; make it safe for professionals to hold themselves accountable for their thinking and the way they communicate and lead, those ‘woo-woo’ terms actually mean everything to creating permanent change and performance improvement. They are the underlying keys that create those professional ‘success and ROI’ goals. The reason is that the more someone is accessible to his or her real self, the more he or she can influence others and navigate the dysfunctions and difficulties of corporate life. Not I, nor any person in service to others as a coach and/or trainer, can make people perform up to assessment testing levels without putting the value of the human being before the skill-set. There is nothing superficial about the work to cultivate talent.
Of course, unless individuals being coached want to evolve (while being given practical tools that improve their skills, work and home lives) no method of development, regardless of how it’s worded, will yield lasting results.
As a final thought, I am of the opinion that coaches and trainers who have not pursued their own ‘woo-woo’ journey (and these paths are as unique as are people) have the heart, the clarity, the compassion and the skill to inspire, to challenge and hold their clients accountable on the ascension to that ROI.
Develop Mentally Yours,
Jackie
Copyright, PointMaker Communications, Inc., 2017. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Jackie Kellso and PointMaker Communications, Inc., with appropriate and specific direction to the original content.
“Let’s have cawfee, we’ll tawk!” How many of us frequently grab that cup o’ Joe with a colleague, for that quick, yet productive meeting? A good idea unless the jazz, low lights and chocolate-y cupcakes encourage the conversation to spin out of control.
Recently, at a mid-town Starbucks, I overheard a man and woman (both of whom were wearing expensive-looking suits, holding the very latest Smartphones, and sipping double espressos) talk about the utter hatred they had for their boss, about how they weren’t earning enough commission and how when the market got better they would both look for other jobs. She said, “Bill, I can’t believe you feel this way, too!” He said, “Oh yeah, I’ve felt this way for years. Maybe it’s good to finally talk about it.” I thought, the only way either of them is going to be safe sharing this information with the other is if they are siblings or spouses. But they weren’t, because the woman discussed her plans to be with her family for Easter and the guy mentioned his fiance and their upcoming wedding. Before they got up, they agreed not to share each other’s feelings, and on terms for a client meeting for which they were teaming-up. I felt for them because the tension and strain of the work environment was affecting their morale, leading to this discussion.
Without even knowing it, this inappropriate sharing of feelings is likely to become the undoing of any real trust between them, over time. He could become her boss, she his. They could get a new boss whom she likes but he doesn’t. You just never know how circumstances will change.
Having a cup of coffee with a colleague can enhance a good working relationship because those few moments away from the daily numbers-crunching grind to have a rich, aromatic daily grind, can inspire open communication, information sharing and improved negotiations. That being said, the step out of the office can also loosen one’s inhibitions and potentially jeopardize work relations.
This is why conference rooms were built. People don’t typically conspire to blow-up the boss or talk about their job interviews or affairs after a meeting has ended. No one can fault you for wanting to be the consummate professional. So, here are some tips to keep yourself on track and in the mind-set of doing business when out of the office:
1. Be the listener. In case your associate is mouthing off, you can nod your head to show understanding and sympathy without engaging in the negativity. Tell your partner that you are sorry to hear about these problems, but that you don’t feel you are in a position to discuss the situation. Suggest that an impartial, third party be consulted for support.
2. Start talking about the business at hand. Gently drive your partner back to the thing you came to discuss by asking for input and suggestions.
3. Openly watch the time. Say something to the effect of, “I only have another 10 minutes, what haven’t we covered?”
4. Confirm your neutrality. As you are leaving, wish your associate a peaceful resolution and reaffirm your interest in working on this and future projects together.
It is so tempting to gossip when you feel you have found someone who sides with you. But there is tremendous danger in engaging in conspired negativity, and from my experience, ALL gossip leaks, even among friends. So, take the high road; you may even encourage the gossip to end.
Happy communicating,
Jackie
Copyright, PointMaker Communications, Inc., 2017. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Jackie Kellso and PointMaker Communications, Inc., with appropriate and specific direction to the original content.
Many people have been asking me lately about how not to overreact emotionally, aggressively or undiplomatically in a work environment when things go wrong (usually caused by someone else, of course!). People also want to know how to stop those unconscious non-verbal signals that tell the truth about what they are really feeling in the face of not being able to say it.
I have such a simple, yet excellent solution that it almost seems silly. But it works. It’s called, “Detach & Breathe.” It’s something I came up with to save myself in a highly stressful work environment years ago. I had been struggling with a manager for two years, battling over his way vs. my way. As a result, he had begun to cut me out of important decisions and it forced me to realize that my stubbornness was what had been hurting me. I had been so intent on being right that I had not allowed him to be ‘the boss.’ Lesson in letting go of having to be right, in the face of being smart!
One day, during a usual confrontation, I realized that I was battle-fatigued and had put my job into jeopardy. He had authority and that was that. I had to let go of the idea of protecting “my turf” and doing things my way, despite the fact that he didn’t know as much about my job as I. I said, “Rich, you know what, from now on, I will defer to you and I give you my word. I’m done fighting and I want to show you that I support you.”
I went into my office and wrote DETACH and BREATHE on post-its and placed them at eye level on my computer. For the next few weeks he’d tell me how and when to do something and before any response I would DETACH AND BREATHE and then say, “Yes.” Well, by the third week, he started giving me the latitude do just go ahead and do things my own way. He began to include me in decisions. He was done trying to capitalize on his authority because I had stopped fighting it.
So go ahead! It’s effective! Detach & Breathe when you:
1. Feel yourself getting angry, hurt, teary; if the emotion is intense and its display could hurt the perception of you.
2. Begin taking things personally, which is affecting your ability to think and act objectively.
3. Find you are struggling for power with a co-worker.
4. Want to condemn someone else and are ready to snap, yell or scream.
Besides, what else is there at this point? Quit, get fired or have a stroke?
Place the words DETACH and BREATHE on two separate post-it notes and have them visible at all times. Eventually the brain will automatically sound them off to you, but you must keep at it!
The only thing we are truly attached to is what we think and believe. We must first look deeply within to see how these attachments are negatively impacting how we react. Once we can detach, we are free. I mean really free.
Sympathetically yours,
Jackie
Copyright, PointMaker Communications, Inc., 2015. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Jackie Kellso and PointMaker Communications, Inc., with appropriate and specific direction to the original content.
Remember the end of John F. Kennedy’s inaugural speech? “Think not what your country can do for you, but what you can do for your country.”
Imagine if he’d said it like this: “Don’t misunderstand the role of being an American citizen. You can’t sit back while your government works to make you secure. You have to step up to the plate, be proactive and support the whole. We’re counting on you, and we’re in this together….or else.”
Not so good. Right? Certainly no one would be quoting it nearly 50 years later. His actual words inspired and challenged people — giving them a fine reputation to live up to and a good cause to work towards. A winning speech!
This is a great example of delivering a compelling point while conveying a positive message. It must be memorable and give listeners something to respond to; an action with an inherent value to them for taking that action. We want to get buy-in and be perceived as leaders, too.
Generally, people absorb messages when they’re short. Here’s the difference:
a. Don’t smoke — you’ll die too young from a devastating cancer of the mouth, tongue, lungs or brain. You’ll shorten your life, you’ll contaminate the air and give others health problems from second hand smoke.
b. Avoid getting cancer. Don’t smoke! You can live a long, healthy life.
Which message would you be able to quote? Isn’t that what you would want your listeners to be able to do with your message?
Here are a few steps in preparing your positive, succinct point:
1. Identify the point of your message. This is frequently something you’d like your listeners to do, change, or follow-up on. Do you want them to take your advice, remember something you said or take on a challenge? Write that one thing down. Make it ONE thing only. The action you want them to take is the point of your speech.
2. Use this core point to gather information such as, facts, personal examples, anecdotes, to reinforce your point. Use this information to enhance and drive home your message.
3. Create a value proposition. Your point must have a value to the audience or you will lose your ability to make impact.
When you deliver your message, here’s the order for making a succinct point:
a. Share your examples, anecdotes, facts, etc., rich with detail that ties your point to your message.
b. State your point.
c. Make it clear to the listener that there’s a value to him/her for doing what you suggest.
Think not what your audience can do for you, but what you can do for your audience!
Go get ’em!
Jackie
Copyright, PointMaker Communications, Inc., 2015. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Jackie Kellso and PointMaker Communications, Inc., with appropriate and specific direction to the original content.
WIIFM. You know, the radio station, what’s in it for me? That’s precisely what audiences are thinking when they have to listen to a presentation. One of my most trusted mentors once said, “No one comes to hear a presentation wondering if the speaker slept well the night before, had an easy commute and a good cup of coffee. Audiences are thinking about themselves. Not you. So stop thinking, worrying and focusing on yourself.” I repeat his words with great compassion for you!
To effectively sell your idea, concept, product, or service, you must get buy-in — and that only happens when your audience understands how your point relates to them. With this in mind, be careful not to stand in the way of communicating your point.
A. Don’t Seek Sympathy
Listen to how often speakers stand before audiences and introduce their presentations with a self-deprecating remark, such as, “My computer was down all last week and I didn’t have the chance to practice as much as I’d hoped so I’m not as sharp as I’d wish to be,” or “I’ve just gotten over a cold and am not fully myself yet,” etc…. NEVER APOLOGIZE to an audience before you start you presentation, folks! 1. You are calling attention to you and away from them. 2. You are giving them permission to look for your flaws. 3. You are asking for sympathy: they are not going to give you the latitude to be less informative and entertaining. So, please, NEVER APOLOGIZE before, during or after a presentation. Remember: they are thinking of themselves, not you.
B. Take Yourself Out of the Equation
Your point has to benefit your audience, so every time you insert yourself, your needs, your wishes, you lose a connection. Every word and concept is on behalf of their interests. I have heard many presenters make statements that are ‘me’ based and not ‘you’ based, like: I want your attention, I need you to follow my direction, my goal is for everyone of you to buy my product. You get the idea. Your goals are irrelevant and what you want is pointless. (The only time a speaker can state what he wants is when he is in a leadership role and has already gotten buy-in and approval. What he really means is, ‘what we all want.’) No speaker is spared the burden of proving a benefit. The reasons people are texting, snoring, looking at the floor, whispering to the person sitting next to them, and pretending to listen (you know, eyes are fixed on you the whole time but are unresponsive) is because: 1. They are thinking of themselves. 2. The speaker has failed to prove the ability to meet their objectives, or solve their problems. 3. The point to them has been lost or hasn’t been made clear. So, think you vs. me when you speak.
C. Don’t Let Fear or Pride Isolate You
Please don’t let the fear of looking silly stop you from using a wide emotional range that can be playful, humorous, mournful, soulful — whatever makes sense — it reveals the essence and humanity of who you are. An audience’s quest for WIIFM is the command they have on the speaker to be entertaining as well as informative. As a trainer and coach I know that the people who do not improve on their presentations are ones that refuse to budge on this; they remain uninteresting, unapproachable and isolated from their listeners. People don’t trust emotionally withholding speakers. Dare to put your own brand of sparkle into it! Dramatic execution helps people understand the point and see its worth. When you insert natural, human emotion into your presentations people appreciate you and relate to you. That’s how you build value. If you can look at yourself as the delivery system for your presentation, it might make it easier to realize that your personal needs can not be packaged into your material. This might be hard, especially if you’re already a bit stressed or worried about your presentation skills. You are more likely to get the result you want if you think solely about benefitting your audience than making it more comfortable for yourself.
Happy presenting!
Jackie
Copyright, PointMaker Communications, Inc., 2015. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Jackie Kellso and PointMaker Communications, Inc., with appropriate and specific direction to the original content.
The world is flooded with consultants, coaches, trainers and lecturers who help professionals become confident leaders, effective communicators, managers of conflict and change, business builders who beat out the competition and who earn lots and lots of money. The web is flooded with expertise. Bookstore shelves are lined with words from the wise, those who promise tools for the achievement of massive success.
Why do so many professionals seek this type of help? Because the part of life we call “WORK” is a massive TRIGGER that shakes us up to ask ourselves things like: Why didn’t I get the promotion? What makes me unique? What is my vision? Why can’t I get along with coworkers? How do I motivate others? Am I good enough? Do I deserve success?
WORK awakens us to who we are, if we dare look beyond the surface. WORK is a playground for enlightenment, for the opportunity to see how we really operate, how others perceive us; to have our fears become magnified and reflect back messages that tell us exactly what is holding us back in our lives. WORK delivers definitive proof that we have no control of anyone or anything other than what we do and what we say.
The point is this: the exercise of being in a job, regardless of what it is, or how many times we switch focus — we are on a journey of learning about ourselves. A career is an outward path to an inward journey.
Along my 23 years in media, I had the same boss over and over again, no matter what the job or the company, with few exceptions. The boss who would battle me and cringe in my presence and avoid me and and act out in less than professional ways in not knowing how best to deal with me.
I have a big energy and strong drive and I like working independently. A friend who knows me for 25 years says that I, “Incite a riot,” meaning, that when unharnessed, my energy can be a catalyst that makes people feel uncomfortable. Those managers who didn’t have insight and self-control used their authority against me. I battled them and I always lost. I blamed them and played the perfect victim. I was miserable. I couldn’t understand why I kept having the same boss over and over and over. I couldn’t get off the hamster wheel.
Then one day a dear and insightful friend suggested that I surrender. That I accept my role, my managers’ roles and respect the hierarchy; to open myself to what being in a corporate world is – playing a function in a company. That I didn’t own anything, not a stapler, not an idea, not a client – it was all owned by the organization. I was getting paid for my function and it was a mutually beneficial arrangement.
That’s when I realized what my real job was – to heal. After much introspection and hard work I came to understand that I was striving for self-preservation and I was using the same modes of coping behavior I had learned as a child. Some of this behavior earned me great results – lots of revenue for my employers – but the cost was almighty on me, as I was also so high-maintenance. As a result of the time I spent to analyze myself and build skills in dealing with these work-related situations, I found inner peace and a purpose. I changed careers so that I could help others heal and grow. I designed my life to have the love and support I need.
I now bless those experiences and those managers of mine. I thank them for contracting with me to push me along my journey towards self-actualization. Without them I may never have healed or found the path I’m on now, which is aligned with who I’ve become.
Our career paths are cosmic gifts that help us move beyond who we are, not because they are designed to, but because they connect us with the teachers and lessons we need to be able to move on. On the surface, it all looks like WORK. On a higher plane, it’s a spiritual path of enlightenment.
Look at the places of unhappiness at work. When you hold up the mirror, that is, the unpleasant or negative or threatening circumstances that are taking place at work, what is being reflected back at you? Take that reflection and think about the play you are starring in called, “MY LIFE.” These bosses, these co-workers, these situations, have supporting roles in your play. Let’s give them a standing ovation.
Happy Journeying,
Jackie
Copyright, PointMaker Communications, Inc., 2014. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Jackie Kellso and PointMaker Communications, Inc., with appropriate and specific direction to the original content.
It means that you say the thing that must be said in a way that encourages and inspires the other party to listen and respect you. The goal isn’t necessarily to change another’s perspective or to get agreement (that’s the art of persuasion), the goal here is to speak up for yourself, and command the space to be heard.
Here are some quick tips:
lead with facts, not feelings
be willing to state what’s good about you
give-up overly emotional responses for even, calm, predictable reactions
ask for what you want
say ‘no’ when you mean no
speak in terms of the value to the other person for hearing your point
do not accept terms that do not work for you
accept the other party’s right to differ
defer a heated confrontation until both parties are willing and open to hearing one another
show respect for the other person’s opinion
never disclose too much personal information about yourself (despite a promise of secrecy and confidentiality)
openly admit your mistakes
dare to be uncomfortable and say it anyway
strive for being respected; view being liked as a bonus
Aggressive people may get themselves heard but don’t attract friends along the way. They are good at winning the battle but even better at losing the war. Passive people generally do not get heard and go along with others so as not to make waves. This does not engender respect. Passive-Aggressive people are a category unto themselves — a quick way to locate them is to find the source of the conflict in a group; they send out mixed messages and find a way of getting what they want through manipulation.
The true assertive individual is confident, trusted, liked and heard. Confidence is an appealing quality that others gravitate towards. As a communication specialist, the only way I know to effectively become assertive is to practice these techniques with everyone, everywhere.
Assertively yours,
Jackie
Copyright, PointMaker Communications, Inc., 2014. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Jackie Kellso and PointMaker Communications, Inc., with appropriate and specific direction to the original content.
(Except when you are trying to prove that you aren’t inadequate.)
Here’s what I mean: I went to a networking function recently and met a zealous young man breaking into the coaching business. He was a main presenter for the event and did a fine job, but when we chatted later, he said, “I didn’t do as well today as I normally do — in fact, most of the time I’m the best speaker at these events. I have awards to prove it.”
Bragging is a form of conceit, but more-so, a compensation for feeling less-than-zippy. I felt compassion for him (because I know what it feels like to under perform), and think he could benefit from learning techniques in one-on-one communicating. Other than that, I don’t want to forge a business connection with him.
The point is this: you must come from strength in order to communicate your strengths. It’s okay to want others to think highly of you, but let them make that assessment. Humility has a far more commanding presence, anyway! The goal is to be memorable in a positive way, to communicate your strengths quickly and to seek an opportunity for re-connection.
So, here’s how to humbly state and prove your strengths, while making an instant, positive, business connection:
1. Body language first: stand arms’ length apart, firmly shake (not break) hands, smile and make direct eye contact. Say, ‘hello!’ with enthusiasm.
2. Introduce yourself: slowly state your name, your company and your position, audibly enunciating every syllable.
2. Focus on the other person first: state something positive — comment on something you’ve seen, heard or read about this person’s body of work. If you know nothing, ask what he/she does and what his/her strengths are. You immediately want to show interest; this proves you have good people and networking skills and will get the other person asking all about you.
3. Ask what kind of help you can offer to the other person. This generosity will quickly make others perceive you as having true value, and create the opportunity to leverage yourself.
3. Now talk about you: say something to the effect of, “I’m expert in my field with ‘X’ years in the business and have ‘X’ accreditations, awards…”etc.
4. State one or two core strengths: these are qualities about you that you can back up with evidence. My example is: I help people improve their thinking and make positive impact upon others. My company is PointMaker Communications. I’m a professional development trainer and coach who specializes in both brain-based coaching (to facilitate improved thinking) and skills-based training– the art of interpersonal effectiveness and communication (public speaking, presenting, pitching, networking and one-on-one communicating). My accreditations come from Dale Carnegie Training and The NeuroLeadership Group (click on About Jackie Kellso to view my resume).
5. Show gratitude: thank the other person for his/her time, for listening and learning about you. Then ask to exchange cards and for permission to make contact.
Many people fear stating their strengths because they fear it will come off as bragging. But it isn’t. You have the right to feel good about the results of your hard work and your sharpened skills. You have the right to tell others that you are good at what you do. Your business depends on your ability to communicate effectively. And, when you let others discover you, they benefit from knowing you (or at the least know people who could use your services).
So remember — you must come from strength to successfully communicate your strengths.
Humbly yours,
Jackie
Copyright, PointMaker Communications, 2014. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Jackie Kellso and PointMaker Communications, Inc., with appropriate and specific direction to the original content.
I remember seeing a Reality TV show in which an executive coach had come in to a small business to fix the business owner’s communication problems with her employees. He immediately started out by saying to her, “Iwant you to listen to the things your employees have to say.” I want you to consider their feelings.” He said this directly to her in front of her employees!
This coach made a huge error, in my mind, because the owner hadn’t been included in the decision to do this in a public forum. The coach tried to enforce change before he had permission to do so. What a coach wants from you is meaningless and should never position what you should do in this way. I continued to watch this fiasco unfold — the owner seemed overwrought with stress; her face red, her voice tight — she was the opposite of open, flexible and cool. As she listened to a few criticisms of her, she not only shut down, but became so closed-off that she got up and walked away. Nothing was accomplished.
An executive coach is supposed to be the ally of the executive, and should never provoke an employee-employer intervention unless as planned and executed with the boss.
Your coach should be masterful in communicating all of the benefits to you of changing, growing and challenging yourself. Your coach should be supporting your growth based on your needs and work with you on a timeline, budget and plan of action for your goals to be reached. S/he should provide leadership based in personal experiences and proof of success that has resulted from a particular expertise.
Coaches should ‘walk-the-walk’ in their own lives in order to effectively motivate others. I once personally knew someone who was getting a certification as a sex therapist who hadn’t had sex in 20 years and hadn’t been successful in having a loving relationship in all that time. I couldn’t get over the hypocrisy of that!
I also know an executive coach who refuses to work through her fear of presenting. She knows it limits her ability to generate business and express key information, but she defers to her fear. How can she help an executive with a fear of presenting see the value of pushing himself out of his comfort zone? She doesn’t have to be a presentation coach, she just has to know from experience that the fear doesn’t have to win! Coaches are at their best when they are working to overcome their own resistance to things that will yield good results.
Interview coaches before you hire them. Here are some things to look for:
1. LISTEN. Listen to how he or she communicates with you. Is s/he asking questions that show genuine interest in you and the ability to understand your needs? Do you feel heard? Is s/he speaking in terms of your needs? Are you clear about how this coaching method ties back to your outcome?
2. LOOK. Sit down with this coach and observe signs of non-verbal communication. How’s the eye contact, tone of voice and body language? Does he or she have the image and attitude of someone who engenders your trust and respect? Your gut is your best friend. This is why a test session or interview before you sign an agreement is critical.
3. ASK QUESTIONS. Find out what challenges s/he has overcome. Ask questions about his/her journey and how it led to becoming a coach. Ask about the training history, methodology, and proof of credentials.
4. ANALYZE FEES. You have to decide what your budget is and discuss with your coach what the scope of the work together is expected to be. If your gut tells you that this person or service is not worth the price, then you have to decide if you have found the right coach. Is this coach forcing you to sign a long-term contract that would cost you thousands before you’ve had a first test session? Do you feel pressured to lock-in sessions at a wildly reduced rate? Is there a fair cancellation policy or at least a mutually agreeable non-cancellation policy? Have you spoken with prior clients about their return on investment with this individual?
5. AGREE BEFORE YOU SIGN. Before you sign-up for a long process, you must have your coach set reasonable expectations for your development and outline the areas you will be addressing as you progress towards your goals. For example, if you want to improve upon your presentation skills, be sure that this coach has expertise in this area vs. a coach who is expert in organizational design or team-building. Some coaches are skilled in addressing multiple functions, but be sure to discuss this ahead of time. The goal is that you feel in control and trust that this person is the right one for you.
Executive coaches are helping many people actualize their goals. There are so many good coaches out there and most of us have noble ideals as to why we’ve chosen this consultative role. We’ve mostly been in your shoes and have taken risks to deal with challenges head-on. We have cultivated our skills and are always motivated to grow. We feel our purpose is to help and be a role-model to others. But, you must do your due diligence to work with the ones that serve your interests and possess admirable, executive qualities.
Happy Learning!
Jackie
Copyright, PointMaker Communications, Inc., 2014. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Jackie Kellso and PointMaker Communications, Inc., with appropriate and specific direction to the original content.
I received a phone call the other day from an inside sales person who sells website development services. Here’s how the conversation went:
“Hi, do you have a website?”
“Yes.”
“We offer the best and most cost effective website development services in the New York area. How much do you pay for your website? How many pages is it? What company do you hire to work on your website?
“Um, I have no idea who you are and there is not a chance I’m going to share that information with you. Didn’t your company train you how to engage potential customers via cold calls?”
Pitiful. So, as a coach and trainer who helps people elevate their professional skill sets, I thought this would be a great topic: The consultative sales professional. Every sales professional is a consultant, and should be 1. Genuinely interested in building a strong reputation and strong relationships; 2. Particular about having facts and creative solutions that solve problems and 3. Savvy about the client as a professional connection and knowledgeable about the client’s business.
When is selling non-consultative? When it’s order-taking. There are times when customers don’t need assistance in making a right decision. (Somehow earning commission on these deals is less sweet, though, right?) In my experience, this is the only time we are not required to be a counselor.
Great consultative sellers create a sense of urgency for building business together without creating ultimatums for their prospects.
Successful sales consultants….
1. Are patient. They embrace the idea that win-win negotiations frequently end with delayed closes rather than pushing to get a deal done. Clients can smell fear and desperation miles away. Stay cool.
2. Are problem solvers. They propose multiple, objective solutions that show varied outcomes (that include scenarios of spending more and even less with you — don’t hesitate to put less money on the table than you want, if it supports the client’s goals!).
3. Are investigative. They avoid claims such as “We’re the best,” and instead share quantifiable information, statistics, articles and research that help a client make informed decisions.
4. Are bigger picture thinkers. They respond to ‘no’ by assessing the real objection vs. the put-off. In the event that they do not get the business, they are ready to ask what they can do better or different in the future. (Being open to honest feedback is the only way to meet the client’s needs in the future.)
5. Are focused on forging substantive connections. They are willing to replace comp tickets and expensive dinners (to win clients) with actual data, predictable follow-through and beneficial services that solve their clients’ problems.
6. Are boundary-conscious. They don’t endeavor to build personal relationships with clients, and can balance being friendly, warm and caring, with being strictly business. Sometimes genuine friendships come out of these interactions, but the motive isn’t to become buddies as a ploy to close the deal.
7. Are trustworthy. They are always honest. Period.
8. Are assertive. They dare to say ‘no’ when the counter-offer negatively impacts their business. (It’s critical to show the buyer how not to undermine one’s services.)
9. Are friendly towards the competition. They speak about their competitors with respect, especially if the client chooses to buy from others. (Instead of trying to knock out the competition, take smaller bites and see how your services can add value to what the competition is already getting.)
10. Are on FIRE — strong, passionate, confident and skilled presenters and pitchers. (If your product or service is hot and you’re not, you will sabotage your own efforts.)
11. Are able to learn. There is so much that goes into being a formidable sales consultant and one thing is for sure: bless your mistakes (for which there will be a handful, at least), seek guidance from your role-models, and prove first that you can build strong revenue streams. Confidence and experience are critical to helping others grow their businesses.
Happy consulting,
Jackie
Copyright, PointMaker Communications, Inc., 2016. Unauthorized use and/or duplication of this material without express and written permission from this blog’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Jackie Kellso and PointMaker Communications, Inc., with appropriate and specific direction to the original content.
Unauthorized use and/or duplication of this material without express and written permission from this blog's author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Jackie Kellso and PointMaker Communications, Inc. with appropriate and specific direction to the original content.
