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Parakhiya Vasant Presented
Selling Skills
Who sells to whom?
Are you selling to the prospect?Is the prospect selling to you?
The prospect sells to you that he can’t or won’t buy Or…
You sell to him that he can and should buy
This is your Customer …
This is you …
You deal with a customer&
This is what can happen…
He can make you …
… feel like this !
Or this !
But …
We all want to …
… and eat it too !
Have our cheese …
How can you sell to the Customer And…
Well …
Still feel happy about it ?
“What is the discount you are offering ?”
“A very special discount for you Sir”
customer !
You !
“Oh Come on ! Your competitor is giving…”
“Really? Sir that is out of question”
customer !
You !
“I can buy it right now but I won’t accept anything less
than …”
“You drive a hard bargain Sir. 50% is too high. I can offer you 25%
discount ”
customer !
You !
“40% discount and nothing less”
“Have you noticed our new memory dialing system Sir. I can
offer you a maximum of 30% discount. That’s the best I can do”
customer !
You !
Do you feel like this ?
So why then at the end of it all …
It gets hurt !
Our ego …
You took a position
Hurt because…
He took a position
Hurt because…
Where to hide your face
Furthermore you didn’t know …
Where to hide his face
And he didn’t know …
Saving face!It bruises the ego !
People lock themselves in!
They defend against attack!
They get committed!
Attention is paid to...
Saving position & saving face
Concerns …
Get thrown out of the window
…a contest of will
It become …
This is called …
Haggling leads to …
…a broken relationship
Haggling is not …
…selling
Haggling is not …
…Negotiating
If you haggle …
…This is what you will look like !
If you don’t want to haggle …
You must …
If you don’t want to get hurt …
Satisfy the need of your organisation !
&
Satisfy the need of the Customer !
Sales Troika Balance
Concern for the customer
Concern for the company
Concern for the sale
Strategic advantage threshold
Minimum acceptable threshold
Professional selling skills
You can do this with the …
Programme
Are there special skills that makes someone successful in large
sales? Or is selling just selling whether
the sale is small or large?
ADVANCED SKILLS
THE MOST IMPORTANT SET OF SKILLS THAT THESE PEOPLE
HAVE IN COMMON ARE ‘S P I N’ SKILLS
NOW WRITE DOWN FIVE TYPICAL QUESTIONS YOU MIGHT ASK ON A SALES
CALL
HOW MANY WERE FACTUAL? e.g. How many calls do you get
per day?HOW MANY ABOUT PROBLEMS
DESIRES e.g. What effect might that have
on your customer response time?
Write 5 typical “Situational Questions”
• How many people work here?
SUCCESSFUL SALESPEOPLE ASK THEM ECONOMICALLY.
THEY DO THEIR HOMEWORKTHE MORE SENIOR THE BUYER THE
LESS THEY LIKE ANSWERING FACTUAL QUESTIONS
• IMPACT: Least powerful of the SPIN questions. Can be negative. Most people ask too many.
SOELIMINATE UNNECESSARY
QUESTIONSDO YOU HOMEWORK THOROUGHLY
Write 5 typical “Problem Questions”
• What prevents you from achieving that objective?
A PRODUCT IS SOMETHING WHICH SOLVES A PROBLEM
A TRANSPORT PROBLEM OR AN EGO PROBLEM
THINK OF FIVE PROBLEMS THAT YOUR PRODUCT SOLVES
• IMPACT: More powerful than Situation Questions. People ask more as they become more experienced.
THINK OF YOUR PRODUCTS IN TERMS OF THE THE PROBLEMS THEY SOLVE FOR BUYERS- NOT THEIR FEATURES.
Write 5 typical “Implication Questions”
• PROBLEMS• PROBLEMS• PROBLEMS• PROBLEMS• PROBLEMS
BUYER
. . . but what are the implications?
???
INEXPERIENCEDSELLER
Solution
Solution
SolutionSolution
Many experienced sellers link solutionsto problems too soon
Implied needs are a statement of wants and desires?
No???
A customer with a large problem is ready to accept a
solution?
No???
One may have a …
Problem. Difficulty. Dissatisfaction
But the buyer must be ready to perceive that he has the a need and that his problem is serious enough to justify the cost and hassle of finding a solution.
So the seller must establish and build the pain by Implication Questions
YOU HAVE BUYER THINKSSOLUTION NOT WORTH COST
• Our design software allows you make design revisions much faster
• IMPLICATIONS• New products slow
to market• Higher design costs• Lose best designers
POSSIBLE IMPLICATION QUESTIONS
o What will you do if your telephone lines are down for 72 hours?
o If you receive a long distance call and cannot hear clearly then how do you feel?
o How do you feel if you have to make ten complaints to rectify your phone and after that to bribe the linesmen to make it happen?
• IMPACT: Most powerful of all SPIN questions. Top salespeople ask lots of them..
THESE ARE THE HARDEST TO ASK AND MUST BE PLANNED CAREFULLY BEFORE KEY CALLS
Write 5 typical “Need pay-off Questions”
• How much business would you loose if your phone did not work for 24 hours?
UNLIKE THE OTHER 3 THEY FOCUS ON SOLUTIONS.
THEY GET THE BUYER TO TELL YOU ABOUT THE BENEFIT YOUR SOLUTION OFFERS
YOUR FINAL PRESENTATION CAN BE FOCUSSED ON ACKNOWLEDGED NEEDS
• IMPACT: Constructive questions always used by top sales people and have positive affect on buyer.
BUYER SHOULD DO THE TALKING AND BE ALLOWED TO CONVINCE HIMSELVE
THE SPIN PROCESS
WHAT IS YOUR
G:S RATIO?
SEEKING IS MORE PERSUASIVE THAN GIVING.
SEEKING MEANS
ASKING QUESTIONS
GETTING TO KNOW YOUR CUSTOMER “NEEDS”
UNDERSTANDING CUSTOMER “PROBLEMS”
UNDERSTANDING HOW YOU CAN SOLVE HIS PROBLEMS”
UNDERSTAND HOW YOU CAN “BENEFIT HIS NEEDS”
Preliminaries
?
Demonstrating Capability
Obtaining Commitment
Which stage is missing?
Preliminaries
INVESTIGATING
Demonstrating Capability
Obtaining Commitment
INVESTIGATING!!
• Has direct influence on your success • This stage will most impact your success • The key purpose is to uncover implied needs• Investigating is done through questions
The objective is to Move…
Implied Needs into
Explicit Needs
HOW?
…Grow that need!
Problems
Difficulties
Dissatisfactions
A solution here has little impact.
A strong need, your solution will have impact!
It begins in the form of Problems, difficulties or dissatisfactions.
These are Implied Needs.
Clear, Strong
Wants and Desires
When needs have developed into Wants or Desires
we call them Explicit Needs.
Needs Need to…
Outweigh c o s t s!
BuyDon’t Buy
Explicit NeedExplicit Need
Explicit Need
Perceived value Buyer
HassleRisks
Hidden Extras
Cost
The cost of the solution
CONTINUATION & ADVANCE
S IM P L E V S C O M P L E X S A L E S
S A L EO R
R E F U S A LTO B U Y
C O N TIN U A TIO ND iscu ss ioncon tin u esn o ac tion
A D V A N C EA g reem en t
on ac tion w h ichm oves sa le fo rward
S A L E SC A L L
P oss ib leO u tcom es
CONTINUATION OR ADVANCE?
o I liked your presentation. Let’s meet again sometime and discuss further.
o I cannot make this decision, but I’ll arrange for you to meet our Operations Manager.
o We would have to see the system in action. Can you arrange a demonstration?
A customer states a problemYou can solve it!
Should you… immediately offer your solution?
No !
Implied needs!
Implication questions demonstrates
Concern on the effect that the problem is having
Understanding of the issues and their consequences
The timing…
Situation Qs. first … Establish the key facts
Problem Qs. next … Uncover the implied needs
Implied Qs. last … Develop and extend implied needs
Ensure your solution has maximum impact !
Implication Qs. They...
Build credibility and demonstrate concern !
Hold back !
When you uncover an implied need…
Develop it !
… Offer your solution only at the very last !
Need payoff Qs.
Qs. which probe for Explicit Needs … shifts attentions from
Problems to Solutions
It tells you the value of the benefit
PUTTING SPIN INTO PRACTICE
• TWO KEY FACTORS• PLANNING – Thinking through your
SPIN questions and advances and putting them into a call plan
• PARADIGM SHIFT- Shifting your perspective away from product and towards problem solving e.g. Xerox Corp.
Situation Questions
Problem Questions
Implication Questions
Need-payoff Questions
BENEFITS
Implied Needs
Explicit Needs
The roadmap …
IMPLIED OR EXPLICIT NEEDS ?
• I need help in forecasting sales better
• I’m worried about increasing competition
• Our customers are having to wait too long- we’ve lost some!
• We need to be able to send messages automatically to our sales team
• Our communications systems aren’t as flexible as they should be
• Explicit• Implied
• Implied
• Explicit• Implied
NEEDS ACROSS FUNCTIONS
• You can increase the strength of the need by looking at the clients entire business process to link different functions.
• Link the needs you uncover and help buyers to understand how needs are connected.
• Look for ways to link individual problems into an overriding one which affect whole organization.
PROBLEM OR IMPLICATION QUESTIONS?
• Are you concerned about increased workload?
• How has the increased workload affected staff turnover?
• Have these staff problem led you to lose clients?
• How have you been handling the staff shortage?
• Problem
• Implication
• Problem
• Implication
WHAT GOES INTO GOOD IMPLICATION QUESTIONS?
• Planning- they do not flow automatically so don’t ‘wing’ it!
• Business knowledge- You have understand why a problem might be important to the buyer and what the business issue are
• Application knowledge- You must able to make the link between your product and their problems to be able to select the right Implied Needs
• Divert the buyers attention from problems you can solve from problems you can’t solve
• Timing. Always before introducing solution to Explicit Need.
NEED- PAYOFF QUESTIONS
• They probe the Explicit Needs• Reduce objections because cause buyer to
explain solution• Move discussion forward towards action
and commitment
NEED-PAYOFF QUESTIONS?
• How much would you save annually if we could eliminate your seasonal overtime costs?
• Are you worries about the unreliability or your current system?
• Has staff shortage caused you to miss important calls?
• How important is it to double your response time?
• Need-payoff
• Problem
• Implication
• Need-payoff
BE AN I.C.E. MAN (OR MAIDEN)!D eve lop m en t o f N eed -p ayo ff Q u es tion s
IDENT IFYHow useful w ould it be
to have afaster system ?
CLARIFYIs speed im portant to
be able to handlem ore clients?
EXT ENDCould a faster
system free your peopleup to do other things?
ST RENGT H OF YOUR PRODUCTe.g. faster
Ask these questions after developing the seriousness of problem through Implication Questions but before describing your solution.
Roleplay, videotaping & feedback
Understand the value of closing the sale Learn it !
“Close”It starts with a “C”
C stands for conviction Take C out and you have Lose
The heart of your sales career
Selling is a transference of feeling
In order to transfer feeling You got to have the feeling
Believers are closers !
The “believer’s” close
… we believe so deeply. So completely. So fervently in what we are selling that we can’t understand why
other people don’t buy
A belief base needs to be…
Tied directly to the heart The shortest route is from the heart into the
customer’s pocket
Closers own what they sell
The critical step is the step of honestyYour total conviction, your belief that it is truly the
best buy
Can’t afford it
Unless you own it you can’t sell it Own a 747? Well not exactly !
Be loyal to the product. Be loyal to the company
Encouraging closure
Put yourself in the other party’s shoes Understand what might be preventing him
Encouraging closure
Emphasise benefits … show advantages not previously considered
Encouraging closure
Avoid a win lose situation …look for acceptable outcomes
Split the difference!
… partly yours & partly mine
Closure
Closure
Or Or
Suggest acceptable alternatives
Closure
Be assertive not aggressive!
Closure
If not satisfied do not sign!
Closure
Does he have full authority?
??
Closure
If...If we came up…If I reduce the…If I give you…First make a hypothetical proposal Hypothetical proposals are not commitments Test the issues important to the opposition
Some closing techniques…
The picture close…
Been to a 5 star Hotel recently ?Asked for a …Green salad ?No ! We don’t have that on the menu !You can however order … “A sensuous salad. A painter’s palate. A colourful array of fresh spinach leaves mingled with ripe red tomatoes. Shredded cucumber topped with onion rings and tossed with their superb white sauce dressing !”
Yes Sir ! Hotels are word merchantsThey know how to throw their words around to describe their food
The picture close… Roleplay
Situation
In colouful words describe how you would sell the benefit of a trouble free telephone connection to the
customer
The fear close…
You walk into a petrol stationThe attendant lifts the hood of the car. He checks the oil“My G-o-d ! You need 3 litres of oil”“ 3 litres?”“Is there no oil in the engine at all ?”The attendant turns around and tells you … “The oil in the car is awfully dirty. It will damage your engine. It won’t take 5 minutes I can change it for you.”
The attendant has put the fear into the mind of the car owner. The car owner can ignore the attendant but damage the car engine.
What do you recommend he does?
The fear close… Roleplay
Situation You only have a limited number of connections to offer in this
territoryUse the fear closing technique to sell him the scheme
The post selling close… I recently purchased a car. Less than 72 hours of bringing the car home. This is the letter I received.Dear Mr. Khetarpal,This is just to thank you for your courtesy and the trust and confidence that you placed in buying the car from Vivek automobiles yesterday. I very much enjoyed talking to you. I am proud that you are now the owner of a car from our showroom. I am sure that you will be pleased with the performance of the vehicle. I shall be in touch with you in the future to see if I can be of any service to you. If you should need any assistance of any kind please feel free to contact me.
Yours truly,This letter gives assurance to me that I purchased the right car. It
also told me that the dealership appreciates my needs and will look after my interests.
The post selling close… Activity
You have just made your first sale to your customer …What letter post sale would you write to him so that you create a long term relationship.
Other closing techniques … The “building trust” close
The “Challenge” closeThe “Special occasion” close
The “emotional” closeThe “opportunity” close
Roleplay, videotaping & feedback
Look for similarities Wait for the other party to finish
“However” Every concession you make is a major loss to you Seek clarification. Paraphrase before your respond
Keep the other party guessing Ask questions. Lots of them
Volunteer information sparingly Make counter offers immediately
Counter offer with priorities of least importance
Your response !
Table the issues
Bargain the substance
Tabling the issues
We tell you…What are we thinking?
You tell us…What are you thinking?
Our thinking!
Your thinking!
Questions. Ask many many questions
Qs
Uncovering needs
Turn Implicit needs Into
Explicit needs
Uncover needs. Ask why?Clarify !
Clarify
Recap … it maintains momentum … it ensures that you understand … it ensures agreement
Clarifying behaviour. Use it again and again
Restate! Summarise!
Check it out!
Trade concessions Offer the smallest concession first
Judge how much you need to yield
You may not need to go so far
Concede ground only if you receive something in return
I give you...
And you give me...
Each concession is a serious loss to you
Make major concessions on
minor issues
Make minor concessions on major issues
Take a long term view
Cast doubt on the validity of opponents information Test the validity of the opponents claim
Power is in the head
Strengthen your position
Strengthen your position
Cast doubt on validity of opponents information
Strengthen your position
Look for errors of logic. Omissions of fact.
Strengthen your position
Don’t attack individual personalities … specially competitors
Strengthen your position
Show emotions. Convey feelings!
Strengthen your position
Test the validity of the opponents claim
“The price is too high? ” Prospect forgets price but
remembers qualityGood things are not cheap !
Cheap things are seldom good !
But…You must still close There is a fear factor
Fear of making a mistake Are you the right kind of person
Is it the right product?Using the right technique
With the right motive Well… you have a good chance!
Closing is a learned skillNot a natural one
Skill can be acquired Are you willing to make the effort?
Implementation
On reaching the agreementPut it into your report
Draw up an action planPut the plan into effect
Schedule the implementation
Monday Tuesday
WEDNESDAY
Thursday FridaySATurda
y
Breakdown
The longer the breakdown The more bitter it becomesThe harder it is to restore it
Reestablish communication If all else fails. Use a mediatorSomeone who can think laterally
Action is vital to prevent a situation becoming irretrievable
The value adders !
Show him sales turnover Talk about inventory holdings
Talk about working capital Show him the customer pull
Tell him about customer loyalty
Are you able to raise the value of the
product In the prospects mind? The minute...
Value equals the price Value exceed the price
You now have...“A hot prospect”
Or
The more the features describe The more likely the sale ?
No!
Features!
They are the characteristics of your product
They are neutralNot very persuasive
They create low impact
…to be used restrictively!
Advantages!
Show how your product or service can help the customer
Are more persuasive than features Can have high impact early in the cycle
Impact dilutes with the sale progress
…to be used with caution!
Benefits!
Show how the product meets an explicit need
It is the final step in the need development process
The most powerful of sales behavior
… To be used only after need has been expressed
FEATURES. ADVANTAGES. BENEFITS.
Hi
Impact on Customer
(high impact always)
(initially high but quickly falls off)
(low impact always)
Benefits
Advantages
Features
Contact Contact Hi
Lo
Features lead to price concerns Advantages result in objections
Benefits receive…Support & Agreement
Commitment !
More often you use the closing technique
The more likely customer will buy?
No!
Commitment !
Ask for the commitment … but only after you have built the value
Roleplay, videotaping & feedback
Parakiya vasant presentation Part-2
“HI IMPACT SELLING” DAY# 2
09:30-10:00a.m. Icebreaker 10:00-11:15a.m. Customer profiling 11:15-11:30a.m. Tea/Coffee 11:30-12:15p.m. Role plays, video taping & feedback 12:15-1:00p.m. Objection handling 1:00-1:45p.m. Lunch 1:45-2:45p.m. Communication skills & roleplays 2:45-3:15p.m. Empathy3:15-3:30p.m. Tea/Coffee 3:30-4:15p.m. Active listening & roleplays 4:15-5:30p.m. Lead Management
• The fatalist • The exasperator• The appraiser • The relator • The love motivated
The sales person type !
=The silent listener =The critical examiner =The friend =The aggressive client =The competitor’s friend
The client type !
CLIENT BEHAVIOURS
• Result/assertive• Takes risk• Open, honest, confident • Technology conscious• Seeks value • Highly knowledgeable
• Aggressive • Wants best deal • Self focussed• Low loyalty• Conservative• Egoistic
• Avoids risk• Takes time • Solicits others opinions • Goes for tried & tested
products • Price is important
Characteristics
Professional
Bargaining
Security
Types Behavior• State purpose • Be honest & open• Seek permission to go
ahead
• State purpose• Tell benefit • Check for
understanding
• State purpose• Assure • Clarify & go ahead
CLIENT BEHAVIOUR MODEL
PB
S
Closed
Sub dominant
Open
Dominant
CUSTOMER PROFILING
Hostile Warm X
The behavior measurement !Somewhat more warm than hostile?The problem...
“Do not have adequate information to read customer behavior”
CUSTOMER PROFILING…a better alternative
Hostile Warm
Dominance
Submission
r Status r Autonomyr Recognition
r Power r Self
esteem r Self actualisation
r Achievement
r Power Constitutional
r Belonging
r Nurturing
r Security
r Security r Basic/psychological
r Affiliation
r Security
r Security
CUSTOMER PROFILING
Indicates movement when motivational needs are threatened or denied
…satisfaction moves behavior to the upper right quadrant
CUSTOMER PROFILING
Hostile Warm
Dominance
Submission
…towards aggressiveness & unpleasantness
…towards mistrust & avoidance of commitment
…towards agreeableness but with insecurity & inability to fulfill commitments
…towards assertiveness, pursuit of quality, open to new
ideas. Improved process & result
I
II III
IV
PERSONALITY PROFILING
Dependent Independent
High Directive Need
Low Directive Need
PersonableDynamic
Risk takerImpatient
Manipulative
CaringEnthusiastic
SensitiveImpracticallIndecisive
PreciseThoroughConsistent
Risk- avoider
Withdrawn
Determined Practical
InsensitiveCriticalAloof
SOCIABLE
DEVOTED DETAILED
HARD-DRIVEN
Recognition Winning
Helping Being Right
Hot button
CUSTOMER PROFILING
Quadrant IA Hostile - Dominant Key motivation: Desire for security Motivation satisfaction strategy:“Attack is the best form of defense”
People characteristics • • • •
CUSTOMER PROFILINGQuadrant IA
Hostile Dominant
PEOPLE CHARACTERISTICS • Brag incessantly • Drop impressive names & misquote “authorities” • Interrupt impatiently and often • Are unreasonably stubborn • Are argumentative without calls • Make broad generalisations & sweeping statements • Are dogmatic & opinionated • React without hearing the whole story
CUSTOMER PROFILING
HANDLING TECHNIQUES • Be courteous but firm & assertive• You have nothing to lose • Ask closed questions frequently and keep control • Avoid justifying yourself, your product or idea• Stick to demonstrable fact whenever possible • Test every gross assertion politely but firmly• Expect to meet resistance to closing • Expect exaggerated objections
Quadrant IAHostile Dominant
CUSTOMER PROFILING
Quadrant IB Dominant - Hostile Key motivation: Need for status & autonomy Motivation satisfaction strategy: Precision and outward indicators of power
People characteristics • • • •
CUSTOMER PROFILINGQuadrantIB
Dominant-Hostile
PEOPLE CHARACTERISTICS • Are cold and detached • If angered remain cool but biting • Are angered if status is underestimated • Make precise statements when making a complaint • Are easily offended • Hold on to their evaluation of their own worth • React negatively when they perceive personal slight • Avoid sarcasm • Demand efficiency & respect
CUSTOMER PROFILING
HANDLING TECHNIQUES • Stress benefits which offer prestige & recognition• Expect “I don’t need you” response-temporary rejection
• Show conviction and strength • Not aggression• Be courteous • Precede all questions with a benefit • Only ask for information you really need • Never use leading questions
Quadrant IB Dominant-Hostile
CUSTOMER PROFILING
Quadrant IIA Hostile-Submissive Key motivation: Security express through abnormal demands for protectionMotivation satisfaction strategy: “What if” concerns
People characteristics • • • •
CUSTOMER PROFILINGQuadrant IIA
Hostile-Submissive
PEOPLE CHARACTERISTICS • Express doubt about any statement made • Think up unlikely scenarios of what could go wrong• Demand totally unreasonable guarantees • Niggle and complaint• Doubt the validity of any new idea • Ask questions many of which are impossible to answer • Give little if any information in return• Ask you “Why you want to know”• Use aggressive body language but weak in behavior
CUSTOMER PROFILING
HANDLING TECHNIQUES • Remain patient even in the phase of disbelief • Assure and reassure to illustrate safe application • Give guarantees in writing where possible • Stress benefits which provide stability and low risk• Show genuine concern for customer’s needs • Spend time exploring the buyers key objectives • Ask safe closed questions until they begin to open up• Quote prestige users of your service or ideas
Quadrant IIA Hostile-Submissive
CUSTOMER PROFILING
Quadrant IIB Submissive-Hostile Key motivation: Fear of becoming committed or involvedMotivation satisfaction strategy: Avoidance, withdrawal
People characteristics • • • •
CUSTOMER PROFILINGQuadrant IIB
Submissive-Hostile
PEOPLE CHARACTERISTICS • Maintain physical distance from others• Move away from those in authority • Tight-lipped if questioned • Say nothing unless sensitively probed • Avoid commitment by any possible means • Are reluctant to take even minimal risk • Appear ill at ease when in company • Refuse new ideas without listening to arguments • If forced to chose will pick low risk options
CUSTOMER PROFILING
HANDLING TECHNIQUES • Approach slowly• Offer help as an opportunity to get into conversation• Ask safe closed questions • Keep away from personal questions • Stress benefits which minimise risk • Leave no doubt that benefits are without risk• Ensure ideas are accepted before moving on the next • Avoid aggressive body language • Expect silence and wait for responses
Quadrant IIB Submissive-Hostile
CUSTOMER PROFILING
Quadrant IIIASubmissive-Warm Key motivation: These people want to be loved. Affiliation to the extreme Motivation satisfaction strategy: Tries to be all things to all people
People characteristics • • • •
CUSTOMER PROFILINGQuadrant IIIA
Submissive-Warm
PEOPLE CHARACTERISTICS • Become falsely enthusiastic about any idea • Ramble incessantly. Talk at length on unrelated
subjects• Respond quickly and positively to any suggestions • Cause confusion and claim any role or authority level• Avoid raising objections• Are readily convinced but takes time to close• Have time for anything but the job in hand • Promises anything but rarely keeps promises • Despite signed contracts are likely to go back
CUSTOMER PROFILING
HANDLING TECHNIQUES • Use closed questions • Don’t get sucked into irrelevant discussion • Stress benefits seen as doing something for others • Focus on the business and leave limited room for
gossip• Personalise the discussion use first name and often• Be firm but make it feel like support • Show that the two of you are operating as a team • Probe for hidden objections
Quadrant IIIA Submissive-Warm
CUSTOMER PROFILING
Quadrant IIIB Warm-Submissive Key motivation: A desire to do maximum good for maximum people Motivation satisfaction strategy: Actively pursues for welfare of others
People characteristics • • • •
CUSTOMER PROFILINGQuadrant IIIB
Warm-Submissive
PEOPLE CHARACTERISTICS • Are intent on being pleasant • Respond positively to suggestions which do not
threaten others • Try to pick out the benefits of neutral ideas • Will procrastinate rather than reject repugnant ideas • Give impression of agreement despite strong
reservations • Sometimes take on more than they can fulfill • Are at the forefront of social activities
CUSTOMER PROFILING
HANDLING TECHNIQUES • Present ideas and benefits that help other people • Maximise opportunities for personal interaction • Monitor and supervise implementation of that which is
impersonal and important• Do not assume lack of opposition means agreement or
commitment
Quadrant IIIB Warm-Submissive
CUSTOMER PROFILING
Quadrant IVA&B Warm-Dominant-Warm Key motivation: A strong desire to do a good job Motivation satisfaction strategy: To produce a quality output
People characteristics • • • •
CUSTOMER PROFILINGQuadrant IV A&B
Warm-Dominant-Warm
PEOPLE CHARACTERISTICS • Express views clearly & frankly • Reject political solutions • Ask pertinent and searching questions • Admit their lack of understand and knowledge • Concentrate attention on what can be achieved • Place high demand on others values and principles• Demand high levels of achievement• Avoid blaming others • Are comfortable to own a problem
CUSTOMER PROFILING
HANDLING TECHNIQUES • Prolonged searching for ideal solutions when the
acceptable is at hand• A tendency to delegate rapidly followed taking over “to
show how it is done”• They will change your best ideas to improve them-but
at the least they were acknowledge the idea as yours
Quadrant IV A&B Warm-Dominant-Warm
YOUR BEHAVIOR STYLETHE GAME
THE 5 BEHAVIOUR PATTERNS
1 Accommodating
2 Avoiding
3 Collaborating
4 Competing
5 Compromising
#1 Accommodating You are wrong. You allow a better position to be heardIssues are more important to others than to you. To satisfy others & maintain cooperation.To build social credits for later issues.To minimize loss when you are outmatched and loosing.When harmony and stability are especially important.To allow subordinates to develop by learning from their mistakes.
5 Behavior Patterns
# 2 Avoiding When an issue is trivial or more important issues are pressing.When you perceive no chance of satisfying your concerns.When potential disruption outweighs the benefits of resolution.To let people cool down and regain perspective.When gathering information supersedes immediate-decision.When others can resolve the conflict more effectively.When issues seem tangential or symptomatic of other issues.
5 Behavior Patterns
# 3 Collaborating To find solution when both sets of concerns are too important to be compromised.When your objective is to learn.To merge insights from people with different perspectives.To gain commitment by incorporating concerns into a consensus.To work through feelings which have interfered with a relationship.
5 Behavior Patterns
# 4 Competing When quick, decision & action is vital (emergencies)On important issues and unpopular actions On issues vital to company welfare when you know you’re rightAgainst people who take advantage of non competitive behavior
5 Behavior Patterns
# 5 Compromising When goals are important, but not worth the effort.When opponents with equal power are committed to mutually exclusive goals.To achieve temporary settlements to complex issuesTo arrive at expedient solutions under time pressure.As a backup when collaboration or competition is unsuccessful
5 Behavior Patterns
Behaviour styles
Competing Shark
CollaboratingOwl
Compromising Fox
AvoidingTortoise
Accommodating Teddy bear
Uncooperative Cooperative
Unassertive
Attempting to satisfy one’s own
concerns
Assertive
Attempting to satisfy others’ concerns
Objections are the signs of interest And therefore …
A good thing???
Sorry!
Objections are a sign that there is a mismatch
Objection handling
If you hear a negative reaction Is it an objection?
Objection handling
Value objections … What is the
Worth or Usefulness of your product?
Objection handling
Capability objections … What is the
Capability & Capacityof your product?
If you can’t meet a need …
Ask why?
Unimportant Low
Perceptionof need
Perception of capability
Important High
Capability issue Value
Iss
ue
OBJECTION HANDLING
types of objections 4• Value objections • Capability Can objections • Capability Can’t objections • Non issues
Value objections
• Use SPIN • Build value before solution offer • Upgrade the need which has been
devalued or denied • Avoid stating the solution capability
Capability Can’t Objections
• Acknowledge if you don’t have it • Use need payoff questions and benefits • Increase the value of the need you can meet • Trade off against the first
Capability Can Objections
• Acknowledge the concern• Demonstrate your capability • Show proof dispel doubt
Non issues
• Don’t explore these!• You risk turning them into real objections
Price objection !
“That price is ridiculous !”… virtually every sales person encounters this
Directly or indirectly The prospect suggests that the product is
A little out of lineIs ridiculously and unreasonably over priced
Price objection !
How do you deal with that?
Price objection !
A suggestion … Challenge the prospect !
Ask him?“The price (pause) is ridiculous?”
(Your voice inflection…make it sound like a question)
Price objection !
The challenge… You are forcing him to defend his statement
Instead of you justifying the price Quite a difference!
What?One puts you in defense
The other puts you on the offenceThe results can be substantially different
Price objection !
“The fear of loss close” The fear of loss is greater than the desire for gain
Establish in his mind that he is safe in dealing with youThat he won’t lose money or face
But… He will lose the product benefits
If he doesn’t buy
A buy of cosmetics !
“You or your spouse...” Do you have unused cosmetics?
A discount sale !
“Worth it ? ” Should you have paid the regular price?
“What is the price you paid? ” What did it cost you?
“Cheap”!It costs more !
“We’ve decided…it is easier to explain price one time than…to apologize for
quality for ever ”
“Prospect has said no, he wont pay you more for the product or service than he
feels it is worth ! ” You persist!Will he buy ?
You cant change or lower the price But…you can dramatically the value
“Roleplays”
Counter strategies 9
1
2
Know your walk away…
When under attack listen…
Counter strategies 9Your price. Your terms. Your deliberables… The least you will accept More the variable ‘U’ have. More the options… The better your options to close the deal Focus on price &…. ‘U’ increase animosity.
If custoemrs have locked into a position Your brilliant arguments are of no goodWhen under attack. Do no defend or counter attack.It will generate heat.
3 Keep the customer talking
Recap frequently 4Assert your company’s needs 5
Counter strategies 9New info will room for movement Listening without defending will defuse anger If ‘U’ are listening you’re not making concessions
Summarise helps maintain momentum New issues are not raised at the last momentIt reassures customers ‘U’ are listening
Too much focus on customer needs It can work against you Bargaining requires dual focus Solve the problem to satisfy both partiesFailure to assert company needs leads to unnecessary concessions
6 Commit a solution if it is certain to work
7 Save the hardest for the last
Counter strategies 9Don’t dig into a position. Suggest hypotheticallyInvite customers to search for the solution together Don’t definitely agree unless overall deal make sense … agree to ‘X’ provided ‘U’ agree on ‘Y’ & ‘Z’
Don’t start with the toughest Resolve the easy issues it creates momentum Discussing easier issues will cover additional variables Customer may see value of exploring new approaches
8 Start high concede slowly
9 Don’t get emotionally blackmailed
Counter strategies 9Start with something ‘U’ can afford to lose.Let them win. Praise his skillDon’t be candid ‘U’ will get cleaned out For every concession given get something in return Begin by giving what customer values highly but incremental cost to ‘U’ is low Customisation. Quality. Convenience. Preferred treatment. Credit. Service.Concede in small increments. Take time. Not taking time is money
Buyers use anger 3 ways to counter Withdraw Listen silently but do not reinforceReact & shift to non emotional issue
“I insist on” …try not to lay down the law !
Remember…
“An eye for an eye” …avoid it !
Remember…
“The wheels of diplomacy turn on the grease of ambiguity”
…a little ambiguity may enhance a proposal !
And finally…
Main objective … not be conceded !Small points …accommodate !
LORD GANESH JI
Lord Ganeshji’s big head inspires us to Think big and think about the customer
The big ears prompt us to Listen to the needs of the customer
The narrow eyes point to Deep concentration to do what the customer wants well and quickly
The long nose tells us to Poke around inquisitively to learn what the customer wants
The small mouth reminds us to Speak less and listen to the customer
Worship Lord Ganeshji Learn to worship your customer
COMMUNICATION Quotable quotes…
“God gave us two ears and one mouthIt might be…
He intended us to listen twice as much as we speak”
The difference between you and me is only one of hearing Where you hear a door close I hear a door open
The more noise a man or motor makes The less power there is available
A soft voice is heard long after the shout Gentleness is stronger than anger
The face, specially the eyes and the heart account for almost half of our communication
If someone remembers your suit and not your smile then…You didn’t smile enough
PERCEPTION
A matter of perception...
Young or old?
FLY Do you see the arrow pointing downwards?
Can you see the monster?
THE PERECEPTION GAP !
Chicken? Lion? Dog?
Your perception
Perception & understanding of othersThere has been a bad car accident. The driver of the car parked carelessly, taking up two spaces, had driven to the drug store to get to a telephone to call an ambulance and the police.
Any change in feeling? How about your attitude toward the driver?
It is a rainy night. But there are two parking places directly in front of the store that are occupied by just one driver. The driver has left the car at an angle with part of it in both places.
Was the driver being considerate? What are your feelings? What is your attitude towards this driver?
COMMUNICATION
How well do you communicate?
EFFECTIVE COMMUNICATION
…Establishing the communication gap !
EFFECTIVE COMMUNICATION
Sender’s feelingsWere you understood?
Receiver’s feelingsDid you understand?
…your frustration level!!You can not ask questions! You can not clarify!
How do you feel?
INFORMATION & PERCEPTION
Your brain…it is bombarded by... Experiences Dreams Expectations Desires Hopes Fears ...Learning experiences
What you think you see is perception It is determined by your state of mind
Influenced by…¨ Alert / fatigue ¨ Angry / calm ¨ Drunk / sober
LEARNING EXERCISE
Imagine a good communicator ...List his/her characteristics Need development…..Excellent
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
1 2 3 4 5 6 7
1 2 3 4 5 6 7
1 2 3 4 5 6 7
1 2 3 4 5 6 7
1 2 3 4 5 6 7
Communication consists of…
COMMUNICATION
YOUR MESSAGE YOUR BODY LANGUAGE
YOUR LISTENING ABILITY
- CLOTHES YOUR WEAR- GESTURES- EYES EXPRESSION- TONE OF VOICE- BODY LANGUAGE
13% + 80% + 7%
= 100%It is not what you say but how you say it!
Communication
Your body language!
NON VERBAL COMMUNICATION
NON VERBAL BEHAVIOURAL ASPECTS
Eye contact
Hand shake
Environment
Body space
Body posture
Facial expressions
Gestures Voice
Dressing style
Timing
The Eyes Dilated pupils signify:
Little light, great interest, honesty, frankness, openness, sexual interest, consumption of alcohol, relaxation and well being
Contracted pupils signify:
Lack of interest, distrust, hatred, hostility, dissatisfaction, fatigue, stress, sorrow, hang over, consumption of certain drugs.
Head and shoulders
A raised head
A raised head signifies openness, interest, winner attitude, control over the situation
A lowered head
A lowered head indicates doubt, defeat, contempt, dissatisfaction, fear and
insecurity.
A tilted head
A tilted head side ways means interest, curiosity
or flirtation.
REMEMBER…
If you are reading the customer’s body languageThe customer is reading your body language
If you Raise your shoulders
Blow your hair Seem impatient
Speak with a tired or bored voice The customer can easily think that you are not
interested in your job If you don’t control the situation
You are not likely to make the sale
Read the faceThe face is the most expressive part of a person.
The shape of the mouth and the angle of the eye brows are expressions of Moods, feelings, sorrow, happiness, anger, hostility, doubt.
Are you a good face reader?What are the feelings and moods?
A B C D E
F HG I J
Read the faceAnswers
A B C D E
F HG I J
Indifferent Very sad Happy Childish Poker
Sad Very angry Naughty Bored Suspicious
AU
DIT
ORY
LE
AR
NER
KIN
EST H
E TIC
LE
AR
NER
VIS U
AL
LEA
RN
E RLEARNING PREFERENCE
SEEING
HEARING
DOINGIDENTIFY YOUR STYLE!
LEARNING PREFERENCE Find the one that best describes youI learn best when…1. I can watch a video 2. I hear a lecture 3. I get on the job training
I can assemble something best when...1. I have printed directions 2. I can listen to a tape of directions3. I watch someone else assemble the item first.
I am most successful with a new computer function when...1. I can read the manual2. There is music playing during class instruction 3. An instructor lets me try it several times
When driving I like to...1. Look at my surroundings 2. Listen to music or tapes3. Enjoy the experience of driving
I often hear myself saying...1.” I see what you mean.”2. “This sounds great.”3. “I feel good about this.”
RECOGNISE LEARNING PREFERENCES
How to recognise the visual learner.
VIS U
AL
LEA
RN
E R
• “I see.”• “Please show me.”• “May I read the instructions?”
Tips for connecting with the visual learner• Build reading or viewing into the presentation • Have printed directions (job aids)• Provide documentation • Follow up with a written letter • Use:
- Printed lists - Graphics - Charts
“Visual learners take in a lot of information but may not be able to do anything with it unless a written or very structured action plan is shown to them.”
RECOGNISE LEARNING PREFERENCES
How to recognise the auditory learner. • “I hear you.”• “This sounds great.”• Notice this learner listens to a lot of music • This learner notices and enjoys rhythm.
Tips for connecting with the auditory learner • Use lectures and discussions • Make sure the presentation content is clear A
UD
ITO
RY L
EAR
NER
RECOGNISE LEARNING PREFERENCES
How to recognise the kinesthetic learner. • “How do I do this?”• “I feel…”• “Could I try this now?”
Tips for connecting with the kinesthetic learner• Use “on-the-job” training • Minimise use of printed materials • Include hands-on activities and role-plays • Have patience with errors K
INE S
THET
I C L
E AR
NER
SENDER ENCODING CHANNEL
FEEDBACK RECEIVER DECODING
MESSAGE
MESSAGE
MESSAGE
MESSAGE
Message received is rarely sender intended!
THE COMMUNICATION PROCESS
SENDERKnowledge Skill Attitude Social-cultural system
MESSAGE Content Codes/symbols
DISTORTION
APPREHENSION Undue tension and anxiety about oral/written or both
RECEIVERPrejudices Perceptual skills Knowledge Attention span Attitude Social-culture Accent
CHANNEL
THE COMMUNICATION PROCESS
THE DISTORTION FACTORS...
• Choice of symbols • Content • The channel• Prejudices
At sender point: Knowledge Cultural backgroundSkill Perceptions Attitude
Through the medium: Visual Written reportsOral E-Mail
Whilst Encoding & Decoding: Retranslation At receiver point:
Knowledge Cultural backgroundSkill Perceptions Attitude
• Knowledge • Perception • Attention plan
CHOICE OF CHANNEL CONTD.
The rich! The poor! The richest channel“Face to face” It transmits the maximum amount of information Words Intonations Posture Immediate feedback Facial expressions Personal touchGestures
The poorest channel “Bulletins” Impersonal written media This is the poorest form !
CHANNEL CHOICE DEPENDS ON…
• The message • Complexity • Urgency • Its importance • Formal or informal • Intimacy • Anxiety • Fear • Your emotional expression
QUALITY TRANSMISSION DEPENDS ON…• Skill • Attitude • Knowledge • The social cultural system
Pitch
VOLUME
Tone & Tune
Pace
Vary it
Keep it up !
A flat tone puts people to z z z z zA mumbling delivery…makes you seem unsure
Turn up the amplitude dB and frequency Hz
VOICE
VOICE
Speak too softly
Swallow your words
Running out of breath
Audible pauses
Speak too rapidly
Unwavering voice tone
W H I S P E R
“Umms” “Errs” “Well”
ÞßæÞßæ
“What I mean is…”
THE DON’T’S
ACTIVITY
Starting with MondayRecite the days of the week aloud
Starting with January Recite the months of the year
Inject as much colour as you can
Monday Tuesday
WEDNESDAY
Thursday FridaySATurda
ySUNDAY
> Speak louder
< Speak softly
// Long pause / Short pause
Emphasise the point
AlertnessExpressions
NaturalnessPleasantness
Distinctness
A good voice...
Alertness: Show that you are wide awake, ready to help Expressions: Talk at a moderate rate and volume, but vary the tone in your voice. This will add up to what you say.Naturalness: Use simple language. Avoid technical terms (jargon) and slang.Pleasantness: Put a smile in your voice and sound welcoming Distinctness: Speak clearly and concisely
Send a positive attitude by the SOUND OF YOUR VOICE
Qualities of a good voice
• Articulation
• Clarity
• Warmth
• Friendliness
• Courtesy
• Charm
• Persuasiveness
USING THE SPOKEN VOICE: THE CRITERIA
USING THE VOICE FOR IMPACT
The 4 P’s
Project your voice Pronounce carefullyPause frequently Pace varied
MERK
Modulate the tone Emphasise certain parts Repeat key words Keep eyes away from notes
ACTIVITY...How would you invite someone• Who you don’t like?• You disagree with? • Who’s boring?• Who’s interesting?
COMMUNICATIONS BARRIERS AND MEDIUMS
LISTENING
ACTIVITYTHE CHINESE WHISPER
A Road Accident!
“A car was travelling from Delhi to Agra. A bus was coming from the opposite
direction. The bus hit a culvert and then the car on its right side. The car wen off
the road and hit a electric pole. The driver fractured his left leg. The bus hit a truck
coming from the other side. The bus driver died on the spot. The truck driver
was rushed to hospital.”
+
- ve listening
ve listening Or
THREE LEVELS OF LISTENING
Empathetic listening
Hearing the words
Tuning in and tuning out
LEVEL 1 OF LISTENING
• Listen in spurts• Somewhat aware • Pays attention to self • Listens, no response • Fakes attention • Thinks about unrelated matters • Makes judgements • Forms rebuttals or prepares advice • Thinks of what she wants to say next• Displays a blank stare• Wants to talk not listen
Tuning in and tuning out
• Stays at the surface level of communication • Makes little effort to understand what the speaker really
means • Listens logically • Listens with concern about content but not feeling • Remains emotionally detached • Leads to dangerous misunderstandings because listener is
only barely concentrating on what is said.
… Appears to be really listening
LEVEL 2 OF LISTENING
Hearing the words
• Conveys listening ability both verbally and non verbally• Does not judge the talker • Puts self in the other person’s place • Is caring • Tries to see things from the other’s point of view • Is aware • Is in this moment • Pays attention to the person’s total communication, including
body language • Suspends own thoughts and feelings and listens completely
… Listens from the heart
LEVEL 3 OF LISTENING
Empathetic listening
What is your most common level of listening ?______________________________________________________________________________________________________________________________________
What can you do to improve your listening?______________________________________________________________________________________________________________________________________
THREE LEVELS OF LISTENING-ACTIVITY
How often do you listen at level 1?_____________________________________________________________________________________________________________________________________
When?_____________________________________________________________________________________________________________________________________
The verbal content Receiver
The narrow band
The wide band
Posture, facial expression
Hesitations, silences
Emphasis, inflexions
Tone and pitch of voice
Things left unsaid
Emotional undercurrents
Sender
LISTENING ON THE WIDE BAND
ACTIVE LISTENING
What’s in a name?
You meet a person… Why do you forget his name?
Distraction …wondering what sort of person he is
• Physically attractive or unappealing • Bright or unintelligent • Interesting or dull • Likes us or not • Attracted to us or not
These messages distract Distraction prevents you from remembering Introduced only moments agoAnd you forget his name
LISTENING
When I ask you to listen to me…And you start giving advice
You have not done what I asked.
When I asked you to listen to me… And you begin to tell me why I shouldn’t feel that way,
You are tramping my feelings.
When I asked you to listen to me… And you feel you have to do something to solve my
problem,You have failed me-strange that may seem.
Listen! All I asked was that you listenNot talk or do-just hear me.
Advice is cheap
Perhaps … That’s why prayer works,
Because God is mute, and He doesn’t yellBut he DOES listen!
So…Please listen and just hear me.
And if you want to talk, wait a minute for your turnAnd I’ll listen to you.
LISTENING
LISTENING ASSESSMENT EXERCISE Your colleague is speaking to you. He requires a response. Tick the response that comes closer to what you would say in the situation.
You are not looking for right response or how you would like to respond, but how you would, in fact, respond to people in these
situations.
.‘I don’t know what I’m going to do. I’m making all kinds of mistakes, and I know my boss is unhappy with me. He’s already shouted at me twice.’
a) ‘Why do you make mistakes?’b) ‘Why don’t you tell your boss how you feel?’c) ‘It’s unpleasant to have someone shout at you when you make mistakes’d) ‘Perhaps you boss has good reason to shout at you. You should do something about making so many mistakes.’
.‘The company policy is supposed to be to hire from within the company. And now I find out that this new guy is coming in to replace my boss. I had my eyes on that
job; I’ve been working hard for it. I know I could prove myself if I had a chance. Well, if that’s what they think of me, perhaps I’m not wanted.’
a.)‘It can be disappointing when the company seems to have forgotten about you hiring outside the company, especially when you put a lot of hard work into your job.’b.) )‘May be your qualifications don’t compare with those of the new man’.c) I would make sure they know your view and let them know your interest in advance.’d) )‘Did they discuss it with you at all?’
.“My superior often makes mistakes and has me handle the situation for him. This way he avoids confronting the issue directly. To add insult to injury, he says to me, “It’s your fault,
you should watch for these mistakes,’ but they are really his errors…’.a.) ‘I wouldn’t let anybody treat me in that way’.b.) ‘You deeply resent the way your boss passes the blame to you for his mistakes, but you’re not sure what exactly you should do about it.’c) ‘What kinds of mistakes does he ask you to cover up?’
.“My superior often makes mistakes and has me handle the situation for him. This way he avoids confronting the issue directly. To add insult to injury, he says to me, “It’s your fault,
you should watch for these mistakes,’ but they are really his errors…’.a.) ‘I wouldn’t let anybody treat me in that way’.b.) )‘You deeply resent the way your boss passes the blame to you for his mistakes, but you’re not sure what exactly you should do about it.’c.) ‘What kinds of mistakes does he ask you to cover up?’
.‘It happens every time the manager appears in my department. He just takes over as if I weren’t there. When he does something he doesn’t like, he tells the employee what to do and how to do it. The employee gets confused, I get upset and finally he leaves. I’m responsible
to him, so what can I do?a.) ‘You should discuss your problems with your boss.’b.) ‘When did this start to happen?’c,) ‘The boss must be the boss, I suppose, and we all have to learn to live with it’.d.) ‘It upsets you that your manager takes over and gives conflicting directions. You’re not sure what would be the best way to confront him, on this matter.’
HEARING VS. LISTENING What’s the difference?
Hearing is… Listening is…
A purely physical function A mental and emotional experience…uses logic and feelings
A simple activity…you just hear sounds
A complex activity…requires analysis, interpretation,translation
Automatic; doesn’t take effort Requires dedicated effort attentionand long-term concentration
A natural function…unless hearing is impaired A learned skill
Can take in all soundscombined
Isolates sounds, looks for specificmeanings and ideas
Easy Can be difficult and tiring
Everyone who can, hears Few people are excellent listeners
A prerequisite for listening.It has no intrinsic value
Listener enjoys what’s being said.He gets valuable information from it
Yields personal and career benefits
Its not about what you say Its about how you say it !
Hear what the prospect is sayingNot just what he says
The same words but with a change in your voice inflection you can make those 8
words say different things
So… Did you?
Hear what the prospect is sayingAnd…
Not just what he said
One sentence … The same 8 words
can mean 8 different things !
“I did not say he stole the money”That’s a simple factual statement
“I did not say he stole the money”Implies that it was said, but by someone else
“I did not say he stole the money”A vigorous denial that you said it !
“I did not saayy he stole the money”Hints that you might have implied it
But you did not say it
“I did not say he stole the money”Implies that someone other than the accused stole
the money
“I did not say he stole the money”You hint that the accused might have “borrowed”
the money but he didn’t actually steal it!
“I did not say he stole the money”Implies that he might have stolen some money but
not the money
“I did not say he stole the money”Suggest that he might have stolen something but
certainly not the money !
SOME TIPS...
Always follow the order …Hear, Understand, interpret and respond
Don’t jump from ‘Hear to Respond’
· Focus on understanding someone’s meaning Formulate your response only thereafter.
· Avoid interrupting people.Wait until they have finished making their point
· Ask open-ended questions Draw out the person’s thoughts and feelings Use phrases beginning with ‘what’, how’, ‘explain’.
· Attend to the feelings and the content of the message.
· Avoid close-ended questions Answered with a “yes” or a “no”
· Use your knowledge of non-verbal behaviour.Assess the person’s feelings
· Sit or stand squarely facing the other person. Lean forward to show interest.
· Look and be interested.
SOME TIPS...
WHY SHOULD YOU LISTEN?
· Learn · Win friends · Solve problems · Resolve disagreements· Better work and more cooperation · Make better decisions · Help you perform better · Prevent potential trouble · Time to think · Convey: I love you,… I respect you,… I accept you,
… You are important
Nature has intended us to listen twice as much we talk
Not just hearing
• Resist distractions • Suspend judgement • See the customer’s point of view • Understand the customer’s feelings • Show that you are listening • Remember what the customer says
SEE
UNDERSTAND
• Maintain eye contact • Be in receptive posture. Lean forward.• Stop talking! No interruptions. • Put the talker at ease• Look and act interested• Do not criticise• Empathise • Ask questions • Have patience • Paraphrase
Good listening tips...
Listen. Ask questions. Restate. • Understanding skills help you see the
customer’s point of view • We need to understand before we provide help
‘RED BUTTON’
Strong emotions. They are barriers. If you are…
Angry Anxious Upset
…It will tie your tongue and block your ears This is the red button effect
It triggers an emotional reaction A powerful reaction.
A reaction which overwhelms you.
GREEN FLAG
Flattery! It appeals. The WIIFM factor An emotional trap! People will… Praise you Complement you Flattery…It will lower your defense guard Make you misinterpret the communication
Postpone listening to emotionally charged messages. Calm down!
DISMISSIVE LISTENING
• Make up your mind What is the other person trying to say• You pay attention only to informationInformation which confirms your impression
You dismiss everything else as irrelevant
JUDGMENTAL LISTENING
You pass judgement on somebody’s message much before it has been said
Judgmental listening it prompts us to fit people into convenient pigeon holes
DIAGNOSTIC LISTENING
Identify… True feelings
Motives Needs
Pay attention to…Voice tone
Expressions Gestures Postures
Use the PIN approach ‘P’ – Focus on the Positive
‘I’ – Focus on the Interesting‘N’ – Negative aspects only come last
Repeat what you have just heard Reconfirm what you have understood
It will avoid errors Clarifies implications
REFLECTIVE LISTENING
Put yourself in the other person’s shoes
EMPHATIC LISTENING
Empathy
Put yourself in the customer’s shoes
Empathy
It is an action of understanding
Empathy
It is … being aware of
Empathy
It is … being sensitive to
Your empathy: Express it !Let them know … • You hear and understand their feelings• Express feelings when the customer is frustrated or anxious • Paraphrase customer concerns • Demonstrate a focus on the customer’s problem
Use phrases like… “I understand…”“I am sorry that you…”“I would be frustrated too if…”
When expressing empathyThe Feel Felt Found Method
Say … “I understand that you feel …frustrated, angry etc.”“I felt that way when I was in a similar situation”“I found that if you … (start directing the customer to a solution)”
Empathy does not mean…• Agreeing with the customer’s opinion• Apologising for yourself • Giving customers whatever they want.
When expressing empathy
The Feedback Method Ask the customer for a feedbackExample: “How does that answer your questions?”“How’s that going?”“Is that clear?”“Are you familiar with that?”“Have you done this before?”“Any questions about what we talked so far?”
IMPACT OF FEEDBACK Negative and positive feedback will result in…
DEFENSIVE • Denial • Rationalisation • Projection • Displacement• Quick acceptance • Withdrawal • Aggression • Humour • Competition with authority • Cynicism• Intellectualisation • Generalisation• Pairing
CONFRONTING • Owning • Self-analysis • Empathy • Exploration • Data collection • Expressing feelings • Help seeking • Concern • Listening • Positive critical attitude • Sharing concern • Experimenting • Relating to group
Results in a Results in anconflicted self
integrated self
THE BARRIERS...
# 1 Your message contains errors Pronunciation of words Wrong usage of the word Improper understanding of the facts
These can significantly alter your intended message
# 2 Your message contains ambiguitiesWords have more than one meaning
Some typical newspaper headlines…
George Fernandes flies back to frontDoes George Fernandes know how to fly!Can he fly back to front!
American tourist critical…If the American had been critically injured He would not have been critical, he would be furious!
# 3 Messages is misinterpreted It is not so much the words which lead to message misinterpretation It is the context in which it is spoken
# 4 Message is misunderstood You incorrectly assume that your listener has knowledge of a vital piece of information. Lacking this information they can not understand your instructions.
# 5 Key points are forgotten What you say first and what you say last gets most remembered. Key points in the middle get lost.
# 6 Message interpretation Listeners hear not what was said but what they thought was said. Their experiences, backgrounds, biases and emotional state influences their ability to interpret.
THE BARRIERS...
Finally…
COMMUNICATION & REMEMBERANCEWHAT I WANT TO SAY
YOU NEVER GOT TO SAYWHAT YOU WANT TO SAY
THIS IS WHAT YOUR
CUSTOMER HEARS
THIS IS WHAT HE UNDERSTANDS
THIS IS
WHAT HE WILL REMEMBER AFTER I AM GONE
