Selling Skills Complete

7/28/2019 Selling Skills Complete

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Day 1


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Who sells to whom?

Are you selling to the prospect?

Is the prospect selling to you?

The prospect sells to youthat he cant or wont buy

Or

You sell to him that he can and should buy


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This is your Customer


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This is you


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You deal with a customer&

This is what can happen


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He can make you

feel like this !


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Or this !


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But


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We all want to


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and eat it too !

Have our cheese


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How can you sell to the CustomerAnd

Well


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What is the discount you

are offering ?

A very special discount for you

Sir

customer !

You !


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Oh Come on ! Your competitor is

giving

Really? Sir that is out of

question

customer !

You !


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I can buy it right now but I

wont accept anything less

than

You drive a hard bargain Sir. 50% is

too high. I can offer you 25%discount

customer !

You !


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40% discount and nothing less

Have you noticed our new

memory dialing system Sir. I canoffer you a maximum of 30%

discount. Thats the best I can do

customer !

You !


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Do you feel like this ?

So why then at the end of it all


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It gets hurt !

Our ego


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You took a position

Hurt because


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He took a position

Hurt because


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Where to hide yourface

Furthermore you didnt know


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Where to hide his face

And he didnt know


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Saving face!

It bruises the ego !


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People lock themselves in!


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They defend against attack!


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They get committed!


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Attention is paid to...

Saving position & saving face


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Concerns

Get thrown out of the window


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a contest of will

It become


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This is called


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Haggling leads to

a broken relationship


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Haggling is not

selling


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If you haggle

This is what you will look like !


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If you dont want to haggle

You must

If you dont want to get hurt


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Satisfy the need of yourorganisation !

&

Satisfy the need of the Customer !


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Sales Troika Balance

Concern for the customer

Concern for the

companyConcern for

the sale

Strategic advantage

threshold

Minimum acceptable

threshold

Professional

selling skills


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You can do this with the

Programme


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Are there special skills that makes

someone successful in large

sales?

Or is selling just selling whetherthe sale is small or large?


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ADVANCED SKILLS


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THE MOST IMPORTANT SET OF

SKILLS THAT THESE PEOPLE

HAVE IN COMMON ARE

S P I N SKILLS


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NOW WRITE DOWN FIVETYPICAL QUESTIONS YOU

MIGHT ASK ON A SALES

CALL


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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?


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Write 5 typical SituationalQuestions


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IMPACT: Least powerful of the SPIN

questions. Can be negative. Most people ask

too many.SO

ELIMINATE UNNECESSARY

QUESTIONSDO YOU HOMEWORK THOROUGHLY


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Write 5 typical ProblemQuestions


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What prevents you from achieving that objective?

A PRODUCT IS SOMETHING WHICHSOLVES A PROBLEM

A TRANSPORT PROBLEM OR AN EGOPROBLEM

THINK OF FIVE PROBLEMS THAT YOURPRODUCT SOLVES


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IMPACT: More powerful than SituationQuestions. People ask more as they become

more experienced.

THINK OF YOUR PRODUCTS INTERMS OF THE THE PROBLEMSTHEY SOLVE FOR BUYERS- NOTTHEIR FEATURES.


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Write 5 typical ImplicationQuestions


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PROBLEMS

PROBLEMS

PROBLEMS PROBLEMS

PROBLEMS

BUYER

. . . but what are the implications?


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???

INEXPERIENCED

SELLER


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Solution

Solution

Solution

Solution

Many experiencedsellers link solutions

to problems too soon


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A customer with a large

problem is ready to accept a

solution?


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No???


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One may have a

Problem. Difficulty. Dissatisfaction


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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.


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So the seller must establish and buildthe pain by Implication Questions


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POSSIBLE IMPLICATION

QUESTIONSo What will you do if your telephone lines are

down for 72 hours?

o If you receive a long distance call andcannot hear clearly then how do you feel?

o How do you feel if you have to make ten

complaints to rectify your phone and afterthat to bribe the linesmen to make it

happen?


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IMPACT: Most powerful of all SPIN

questions. Top salespeople ask lots of

them..

THESE ARE THE HARDEST TO ASK

AND MUST BE PLANNED CAREFULLYBEFORE KEY CALLS


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Write 5 typical Need pay-offQuestions


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How much business would you loose if yourphone did not work for 24 hours?

UNLIKE THE OTHER 3 THEY FOCUS ONSOLUTIONS.

THEY GET THE BUYER TO TELL YOU

ABOUT THE BENEFIT YOUR SOLUTIONOFFERS

YOUR FINAL PRESENTATION CAN BEFOCUSSED ON ACKNOWLEDGED NEEDS


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IMPACT: Constructive questions always

used by top sales people and have positive

affect on buyer.

BUYER SHOULD DO THE TALKING

AND BE ALLOWED TO CONVINCEHIMSELVE


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SEEKINGIS MORE PERSUASIVE THANGIVING.

SEEKING MEANS

ASKINGQUESTIONS

GETTING TO KNOW YOUR CUSTOMER NEEDS

UNDERSTANDING CUSTOMERPROBLEMS

UNDERSTANDING HOW YOU CAN SOLVEHIS PROBLEMS

UNDERSTAND HOW YOU CANBENEFITHIS NEEDS


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Preliminaries

?

Demonstrat ing

Capabil i ty

Obtaining

Commitment

Which stage is missing?


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Preliminaries

INVESTIGATING

Demonstrat ing

Capabil i ty

Obtaining

Commitment

INVESTIGATING!!


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INVESTIGATING!!

Hasdirect influenceon your success

This stage will most impactyour success

The key purpose is touncover implied needs

Investigating is done throughquestions


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The objective is toMove

Implied Needs

intoExplicit Needs


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HOW?


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Grow that need!


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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.


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Needs

Need to

Outweigh co

st

s!


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Buy Dont Buy

Explicit Need

Explicit Need

Explicit Need

Perceived value

Buyer

Hassle

Risks

Hidden Extras

Cost

The cost of the

solution


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CONTINUATION OR ADVANCE?

o I liked your presentation. Lets meet again

sometime and discuss further.

o I cannot make this decision, but Ill arrangefor you to meet our Operations Manager.

o We would have to see the system in action.

Can you arrange a demonstration?


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A customer states a problem

You can solve it!

Should you immediately

offer your solution?

No !

Implied needs!


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Implied needs!

Implication questions demonstrates

Concern on the effect that the

problem is having

Understanding of the issues and theirconsequences

The timing


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The timing

Situation Qs. first Establish the key facts

Problem Qs. next

Uncover the implied needs

Implied Qs. last

Develop and extend implied needs


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Ensure your solution

has maximum impact !

Implication Qs. They...

Build credibility and

demonstrate concern !


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Hold back !

When you uncover an implied

need

Develop it !

Offer your solution

only at the very last !

Need payoff Qs


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Need payoff Qs.

Qs. which probe forExplicit Needs

shifts attentions from

Problems to Solutions

It tells you the value of the benefit

PUTTING SPIN INTO


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PUTTING SPIN INTO

PRACTICE TWO KEY FACTORS

PLANNINGThinking through your

SPIN questions and advances and puttingthem into a call plan

PARADIGM SHIFT- Shifting your

perspective away from product andtowards problem solving e.g. Xerox Corp.

Th d


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Situation

Questions

Problem

Questions

Implication

Questions

Need-payoff

Questions

BENEFITS

Implied

Needs

Explicit

Needs

The roadmap


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IMPLIED OR EXPLICIT NEEDS ?

I need help in forecasting sales better

Im worried about increasingcompetition

Our customers are having to wait toolong- weve lost some!

We need to be able to send messagesautomatically to our sales team

Our communications systems arent asflexible as they should be

Explicit

Implied

Implied

Explicit

Implied


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NEEDS ACROSS FUNCTIONS

You can increase the strength of the need bylooking at the clients entire business processto link different functions.

Link the needs you uncover and help buyersto understand how needs are connected.

Look for ways to link individual problems

into an overriding one which affect wholeorganization.

PROBLEM OR IMPLICATION


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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 thestaff shortage?

Problem

Implication

Problem

Implication

WHAT GOES INTO GOOD


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IMPLICATION QUESTIONS?

Planning- they do not flow automatically sodont wing it!

Business knowledge- You have understand whya 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 problemsto be able to select the right Implied Needs

Divert the buyers attention from problems youcan solve from problems you cantsolve

Timing. Always before introducing solution toExplicit Need.


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NEED- PAYOFF QUESTIONS

They probe the Explicit Needs

Reduce objections because cause buyer to

explain solution Move discussion forward towards action

and commitment


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NEED-PAYOFF QUESTIONS?

How much would you save annuallyif we could eliminate your seasonalovertime costs?

Are you worries about theunreliability or your current system?

Has staff shortage caused you tomiss important calls?

How important is it to double yourresponse time?

Need-payoff

Problem

Implication

Need-payoff


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BE AN I.C.E. MAN (OR MAIDEN)!

Development of Need-payoff Questions

IDENTIFY

How useful would it be

to have a

faster system?

CLARIFY

Is speed important to

be able to handle

more clients?

EXTEND

Could a faster

system free your people

up to do other things?

STRENGTH OF YOUR PRODUCT

e.g. faster

Ask these questions after developing the seriousness

of problem through Implication Questions but before

describing your solution.


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Roleplay, videotaping &

feedback


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Understand the value of closing the sale

Learn it !


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Close

It starts with a C

C stands for conviction

Take C out and you have Lose


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Selling is a transference of feeling


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Selling is a transference of feeling

In order to transfer feeling

You got to have the feeling

Believers are closers !

The believers close


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we believe so deeply. So completely. So fervently

in what we are selling that we cant understand why

other people dont buy

A belief base needs to be


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Tied directly to the heart

The shortest route is from the heart into the

customers pocket

Closers own what they sell


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y

The critical step is the step of honesty

Your total conviction, your belief that it is truly the

best buy

Cant afford it


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Unless you own it you cant sell it

Own a 747? Well not exactly !

Be loyal to the product. Be loyal to the company

Encouraging closure


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Put yourself in the other partys shoesUnderstand what might be preventing him

Encouraging closure


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Emphasise benefits show advantages not previously considered

Encouraging closure


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Avoid a win lose situationlook for acceptable outcomes

Closure


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Split the difference!

partly yours & partly mine

Closure


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Or Or

Suggest acceptable alternatives

Closure


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Be assertive not aggressive!

Closure


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If not satisfied do not sign!

Closure


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Does he have full authority?

??

Closure


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If...If we came upIf I reduce the

If I give you

First make a hypothetical proposal

Hypothetical proposals are not commitments

Test the issues important to the opposition


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Some closing techniques

The picture close


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Been to a 5 star Hotel recently ?Asked for a Green salad ?

No ! We dont have that on the menu !

You can however order

A sensuous salad. A painters 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 wo rd merchants

They know how to throw their words around to descr ibe their food

The picture close


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Roleplay

Situation

In colouful words describe how you would sell the

benefit of a trouble free telephone connection to the

customer

The fear close


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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

wont take 5 minutes I can change it for you.

The attendant has pu t the fear into the m ind of th e car owner. The

car owner can igno re the attendant but d amage the car engine.

What do yo u recommend he does?

The fear close

R l l


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Roleplay

Situation

You only have a limited number of connections to offer in thisterritory

Use the fear closing technique to sell him the scheme

The post selling close

I tl h d L th 72 h f b i i th


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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 assu rance to me that I pu rchased the righ t car. It

also told m e that the dealership appreciates my needs and w il l loo k

after my in terests.

The post selling close

A ti it


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Activity

You have just made your first sale to your customer

What letter post sale would you write to him so that you create along term relationship.


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Other closing techniques

The building trust close

The Challenge close

The Special occasion close

The emotional close

The opportunity close


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Your response !


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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 respondKeep the other party guessing

Ask questions. Lots of them

Volunteer information sparingly

Make counter offers immediatelyCounter offer with priorities of least importance


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Table the issues

Bargain the substance

Tabling the issues


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We tell you

What are we thinking?

You tell us

What are you thinking?

Our thinking!

Your thinking!


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Questions. Ask many many questions

Qs

Uncovering needs


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Turn Implicit needs

Into

Explicit needs

Uncover needs. Ask why?

Clarify !

Clarify


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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


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Offer the smallest concession first

Judge how much you need to yield

You may not

need to go so far


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Each concession is a

serious loss to you


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Make majorconcessions on

minorissues

Make minor

concessions onmajor issues


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Take a long term view


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Cast doubt on the validity of opponents information

Test the validity of the opponents claim

Strengthen your position


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Power

is in the head



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Cast doubt on validity of opponentsinformation



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Look for errors of logic. Omissions of

fact.



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Dont attack individual personalities

specially competitors



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Show emotions. Convey feelings!



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Test the validity of the opponents claim


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The price is too high? Prospect forgets price but

remembers quality

Good things are not cheap !

Cheap things are seldom good !

ButYou must still close


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There is a fear factorFear of making a mistake

Are you the right kind of personIs it the right product?

Using the right technique

With the right motive

Well you have a good chance!

Closing is a learned skill


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Not a natural oneSkill can be acquired

Are you willing to make the effort?

Implementation


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On reaching the agreement

Put it into your report

Draw up an action plan

Put the plan into effect

Schedule the implementation

Monda

yTuesdayWEDNESDAY

Thursd

ayFrid

aySATurday

Breakdown


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The longer the breakdown

The more bitter it becomes

The harder it is to restore it

Reestablish communication

If all else fails. Use a mediator

Someone who can think laterally

Action is vital to prevent a situation

becoming irretrievable

The value adders !


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The value adders !

Show him sales turnover

Talk about inventory holdings

Talk about working capitalShow him the customer pull

Tell him about customer loyalty

Are you able to raise the value of the


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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


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Or


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The more the features describe

The more likely the sale ?


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Features!


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They are the characteristics of your

product

They are neutral

Not very persuasive

They create low impact

to be used restrictively!

Advantages!


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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!


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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 needhas been expressed

FEATURES. ADVANTAGES. BENEFITS.


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Hi

Impact on

Customer

(high impact always)

(initially high butquickly falls off)

(low impact always)

Benefits

Advantages

Features

Contact Contact

HiLo


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Features lead to price concernsAdvantages result in objections

Benefits receive

Support & Agreement

Commitment !


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More often you use the closing

technique

The more likely customer will buy?


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No!

Commitment !


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Ask for the commitment but only

after you have built the value


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Roleplay, videotaping &

feedback

Bharti Telenet Lim ited


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Indus Corporat ion

Day 2

HI IMPACT SELLING

DAY# 2

09:30-10:00a m Icebreaker


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09:30-10:00a.m. Icebreaker

10:00-11:15a.m. Customer profiling11:15-11:30a.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. Lunch1:45-2:45p.m. Communication skills & roleplays

2:45-3:15p.m. Empathy

3:15-3:30p.m. Tea/Coffee

3:30-4:15p.m. Active listening & roleplays

4:15-5:30p.m. Lead Management


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The sales person type !


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The fatalist

The exasperator

The appraiser

The relator

The love motivated

The client type !


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= The silent listener

= The critical examiner

= The friend

= The aggressive client

= The competitors friend

CLIENT BEHAVIOURS

Result/assertive

CharacteristicsTypes Behavior State purpose


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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 & testedproducts

Price is important

Professional

Bargaining

Security

State purpose

Be honest & open

Seek permission to goahead

State purpose

Tell benefit

Check forunderstanding

State purpose

Assure

Clarify & go ahead

CLIENT BEHAVIOUR MODEL

D i t


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PB

S

Closed

Sub dominant

Open

Dominant


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CUSTOMER PROFILING

a better alternative


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Hostile Warm

Dominance

Submission

Status

Autonomy

Recogni t ion

Power Self esteem Self actual isation

Achievement Power

Const i tut ional

Belonging

Nurtur ing

Securi ty

Securi ty

Basic /psychological

Affi l iat ion

Securi ty

Securi ty

CUSTOMER PROFILING


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Indicates movement when

motivational needs are

threatened or denied

satisfaction moves behavior to the

upper right quadrant

CUSTOMER PROFILING

DominanceI


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Hostile Warm

Submission

towards

aggressiveness &

unpleasantness

towards mistrust

& avoidance of

commitment

towards

agreeableness but

with insecurity &

inability to fulfill

commitments

towardsassertiveness, pursuit

of quality, open to new

ideas. Improved

process & result

I

II III

IV

PERSONALITY PROFILING

High Directive

NeedSOCIABLEHARD-

Hot button


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Dependent Independent

Need

Low Directive

Need

Personable

Dynamic

Risk taker

Impatient

Manipulative

Caring

Enthusiastic

Sensitive

Impracticall

Indecisive

Precise

Thorough

Consistent

Risk-avoider

Withdrawn

Determined

Practical

Insensitive

Critical

Aloof

SOCIABLE

DEVOTED DETAILED

DRIVEN

Recognition Winning

HelpingBeing Right

CUSTOMER PROFILING

Quadrant IA Hostile - Dominant


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Key motivation: Desire for security

Motivation satisfaction strategy:

Attack is the best form of defense

People characteristics


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CUSTOMER PROFILING

Quadrant IA

Hostile Dominant


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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

Hostile Dominant

CUSTOMER PROFILING

Quadrant IB Dominant - Hostile


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Key motivation: Need for status & autonomy


Precision and outward indicators of power


CUSTOMER PROFILING

QuadrantIB

Dominant Hostile


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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

Quadrant IB

Dominant Hostile


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HANDLING TECHNIQUES

Stress benefits which offer prestige & recognition

Expect I dont 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

Dominant-Hostile

CUSTOMER PROFILING

Quadrant IIA Hostile-Submissive


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Key motivation: Security express throughabnormal demands for protection


What if concerns


CUSTOMER PROFILING

Quadrant IIA

Hostile-Submissive


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Hostile-Submissive


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

Quadrant IIA

Hostile-Submissive


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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 customers 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

Hostile-Submissive

CUSTOMER PROFILING

Quadrant IIBSubmissive-Hostile


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Key motivation: Fear of becomingcommitted or involved


Avoidance, withdrawal


CUSTOMER PROFILING

Quadrant IIB

Submissive-Hostile


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Submissive-Hostile


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

Quadrant IIB

Submissive-Hostile


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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

Submissive Hostile

CUSTOMER PROFILING

Quadrant IIIASubmissive-Warm


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Key motivation: These people want to beloved. Affiliation to the extreme


Tries to be all things to all people


CUSTOMER PROFILING

Quadrant IIIA

Submissive-Warm


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Submissive Warm


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

Quadrant IIIA

Submissive-Warm


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HANDLING TECHNIQUES

Use closed questions

Dont get sucked into irrelevant discussion

Stress benefits seen as doing something for others

Focus on the business and leave limited room forgossip

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

Submissive Warm

CUSTOMER PROFILING

Quadrant IIIB Warm-Submissive


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Key motivation: A desire to do maximumgood for maximum people


Actively pursues for welfare of others


CUSTOMER PROFILING

Quadrant IIIB

Warm-Submissive


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Warm Submissive


Are intent on being pleasant

Respond positively to suggestions which do notthreaten 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

Quadrant IIIB

Warm-Submissive


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HANDLING TECHNIQUES

Present ideas and benefits that help other people

Maximise opportunities for personal interaction

Monitor and supervise implementation of that which isimpersonal and important

Do not assume lack of opposition means agreement orcommitment

Warm Submissive

CUSTOMER PROFILING

Quadrant IVA&B Warm-Dominant-Warm


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Key motivation: A strong desire to do a goodjob


To produce a quality output


CUSTOMER PROFILING

Quadrant IV A&B

Warm-Dominant-Warm


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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

Quadrant IV A&B

Warm-Dominant-Warm


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HANDLING TECHNIQUES

Prolonged searching for ideal solutions when theacceptable is at hand

A tendency to delegate rapidly followed taking over toshow how it is done

They will change your best ideas to improve them-but atthe least they were acknowledge the idea as yours


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YOUR BEHAVIOR STYLE

THE GAME

THE 5 BEHAVIOUR PATTERNS


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1 Accommodating

2 Avoiding

3 Collaborating

4 Competing

5 Compromising

5 Behavior Patterns


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#1 Accommodat ing

You are wrong. You allow a better position to be heard

Issues 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


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# 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


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# 3 Collabo rating

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


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# 4 Competing

When quick, decision & action is vital (emergencies)

On important issues and unpopular actions

On issues vital to company welfare when you know youre right

Against people who take advantage of non competitive behavior

5 Behavior Patterns


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# 5 Comp rom is ingWhen 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 issues

To arrive at expedient solutions under time pressure.

As a backup when collaboration or competition is

unsuccessful

Behaviour styles

Competing CollaboratingAssertive


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Competing

Shark

Collaborating

Ow l

Compromising

Fo x

Avoiding

Tortoise

Accommodating

Teddy bear

Uncooperative Cooperative

Unassertive

Attempting to

satisfy ones own

concerns

Attempting to satisfy others concerns


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Objections are the signs of interest

And therefore

A good thing???


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Sorry!

Objections are a sign that there is a

mismatch

Objection handling


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If you hear a negative reaction

Is it an objection?

Objection handling


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Value objections

What is the

Worth or Usefulness

of your product?

Objection handling


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Capability objections

What is the

Capability & Capacity

of your product?


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If you cant meet a need

Ask why?

OBJECTION HANDLING


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Unimportant Low

Perceptionof need

Perception ofcapability

Important High

types of objections4


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Value objections

Capability Can objections

Capability Cant objections

Non issues

Value objections


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Use SPIN

Build value before solution offer

Upgrade the need which has been

devalued or denied

Avoid stating the solution capability


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Capability Can Objections


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Acknowledge the concern

Demonstrate your capability

Show proofdispel doubt

Non issues


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Dont explore these!

You risk turning them into real objections

Price objection !


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That price is ridiculous !

virtually every sales person encounters this

Directly or indirectly

The prospect suggests that the product is

A little out of line

Is ridiculously and unreasonably over priced

Price objection !


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How do you deal with that?

Price objection !


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A suggestion

Challenge the prospect !

Ask him?

The price (pause) is ridiculous?

(Your voice inflectionmake it sound like a question)

Price objection !


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The challengeYou 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 offence

The results can be substantially different

Price objection !


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The fear of loss closeThe fear of loss is greater than the desire for gain

Establish in his mind that he is safe in dealing with you

That he wont lose money or face

But

He will lose the product benefits

If he doesnt buy

A buy of cosmetics !


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You or your spouse...

Do you have unused cosmetics?

A discount sale !


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Worth it ?

Should you have paid the regular price?


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What is the price you paid?

What did it cost you?

Cheap!

It costs more !


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Weve decidedit is easier to explainprice one time thanto apologize for

quality for ever

Prospect has said no, he wont pay you


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p , p y y

more for the product or service than he

feels it is worth !

You persist!

Will he buy ?

You cant change or lower the price

Butyou can dramatically the value


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Roleplays


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Counter strategies9

Know your walk away

Counter strategies9Your price. Your terms. Your deliberables


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1

2When under attack listen

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 good

When under attack.

Do no defend or counter attack.

It will generate heat.

Keep the customer talking

Counter strategies9New info will room for movement


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3Recap frequently

4

Assert your companys needs

5

Listening without defending will defuse anger

If U are listening youre not making concessions

Summarise helps maintain momentum

New issues are not raised at the last moment

It reassures customers U are listening

Too much focus on customer needs

It can work against youBargaining requires dual focus

Solve the problem to satisfy both parties

Failure to assert company needs leads to

unnecessary concessions

Commit a solution if it is certain to work

Counter strategies9


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6

7Save the hardest for the last

Dont dig into a position. Suggest hypothetically

Invite customers to search for the solution together

Dont definitely agree unless overall deal make sense

agree to X provided U agree on Y & Z

Dont 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

8Start high concede slowly

Counter strategies9Start with something U can afford to lose.

Let them win. Praise his skill


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9Dont get emotionally blackmailed

Dont 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 anger3 ways to counter

Withdraw

Listen silently but do not reinforce

React & shift to non emotional issue

Remember


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I insist on try not to lay down the law !

Remember


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An eye for an eye avoid it !

And finally


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The wheels of diplomacy turn on the grease

of ambiguity

a little ambiguity may enhance a proposal !

Main objective not be conceded !

Small points accommodate !


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Step 1

EFFECTIVE COMMUNICATION MODEL


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RESPONSIBILITY

Personal

Organisational

Step 5The acid test

Step 2

Communication

options

Step 3Communication

process

Listening

Step 4

Communication

effectiveness

LORD GANESH JI

Lord Ganeshjis big h eadinspires us to

Think big and think about the customer


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The big earsprompt us toListen to the needs of the customer

The narrow eyespoint to

Deep concentration to do what the

customerwants well and quickly

The long nosetells us toPoke around inquisitively to learn

what the customerwants

The smal l mouthreminds us to

Speak less and listen to the customer

Worship Lord Ganeshji

Learn to worship yourcustomer

COMMUNICATION

Quotable quotes

God gave us two ears and one mouth

It might be


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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 didnt smile enough


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A matter of perception...


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Young or old?

THE PERECEPTION GAP !


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Do you see the arrow pointing downwards?Can you see the monster?

Your perception


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Chicken? Lion? Dog?

Perception & understanding of others

There has been a bad car

accident. The driver of the

car parked carelessly,

It is a rainy night. Bu t there are two

parking p laces direct ly in front of

the store that are occup ied by just

d i Th d i h l ft th


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taking up two spaces, had

dr iven to the drug s tore to

get to a telephone to call an

ambu lance and th e pol ice.

An y change in feel ing? Howabout your att i tude toward

the dr iver?

one driver. The driver has left the

car at an angle with p art of i t in bo th

places.

Was the dr iver being co nsiderate?

What are you r feel ings? What is

you r att i tude towards this dr iver?


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COMMUNICATION


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How well do you

communicate?

EFFECTIVE

COMMUNICATION


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Establishing the communication gap !

EFFECTIVE COMMUNICATION

your frustration level!!

You can not ask questions! You can not clarify!

H d f l?


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Senders feelings

Were you understood?

Receivers feelings

Did you understand?

How do you feel?

INFORMATION & PERCEPTION


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Your brainit is bombarded by...

Experiences Dreams

Expectations DesiresHopes Fears

...Learning experiences

What you think you see is perception It is determinedby your state of mind

Influenced by

Alert / fatigue

Angry / calm

Drunk / sober

LEARNING EXERCISE

I i d i t


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Imagine a good communicator

...List his/her characteristicsNeed 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


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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


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Your body language!

NON VERBAL BEHAVIOURAL ASPECTS

Eye contactEnvironment

Body space


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NON VERBALCOMMUNICATION

Hand shakeBody space

Bodyposture

Facial

expressions

Gestures Voice

Dressing

style

Timing

The EyesDilated pup i ls signi fy:


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Little light, great interest, honesty, frankness, openness, sexual interest, consumption

of alcohol, relaxation and well being

Contracted pup i ls s igni fy :

Lack of interest, distrust, hatred, hostility, dissatisfaction, fatigue, stress, sorrow, hang

over, consumption of certain drugs.


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REMEMBER

If di th t b d l


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If you are reading the customers body language

The customer is reading your body language

If you

Raise your shoulders

Blow your hair

Seem impatientSpeak with a tired or bored voice

The customer can easily think that you are not

interested in your job

If you dont 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

Mood s, feel ing s, so rrow, happin ess, anger, ho sti l i ty, do ub t.

Are you a good face reader?


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Are you a good face reader?

What are the feelings and moods?

A B C D E

F HG I J

Read the faceAnswers


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A B C D E

F HG I J

Indifferent Very sad Happy Childish Poker

Sad Very angry Naughty Bored Suspicious

Step 5Step 1

Communication



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RESPONSIBILITY

Personal

Organisational

Step 5The acid test Communicationeffectiveness

Step 3

Communication

process

Listening

Step 4

Communicationoptions

Step 2

LEARNING PREFERENCE


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SEEING

HEARING

DOINGIDENTIFY YOUR STYLE!

LEARNING PREFERENCEFind the one that best descr ibes you

I learn best when

1. I can watch a video

2. I hear a lecture

3. I get on the job training


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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 directions

3. I watch someone else assemble the item first.

I am most successful with a new computer function when...

1. I can read the manual

2. 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 tapes

3. 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 PREFERENCESHow to recog nise the visu al learner.

I see.

Please show me.

May I read the instructions?


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May I read the instructions?

Tips fo r connect ing w ith 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.f


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This sounds great. Notice this learner listens to a lot of music

This learner notices and enjoys rhythm.

Tips for co nnect ing with the audito ry learner

Use lectures and discussions

Make sure the presentation content is clear

RECOGNISE LEARNING PREFERENCES

How to recog nise the kin esthet ic learner.

How do I do this?

I feel

C ld I t thi ?


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Could I try this now?

Tips fo r connect ing w ith the kinesthet ic learner Use on-the-job training

Minimise use of printed materials

Include hands-on activities and role-plays

Have patience with errors

Step 5Th id t t

Step 1Communication



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RESPONSIBILITY

Personal

Organisational

Step 5The acid testeffectiveness

Listening

Step 4


Step 2

Communication

process

Step 3

SENDER ENCODING CHANNELMESSAGE

THE COMMUNICATION PROCESS


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SENDER ENCODING CHANNEL

FEEDBACK RECEIVER DECODING

MESSAGE

MESSAGE

MESSAGE

Message received is rarely sender intended!

SENDER MESSAGE

THE COMMUNICATION PROCESS


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SENDER

Knowledge

Skill

Attitude

Social-cultural system

MESSAGE

Content

Codes/symbols

DISTORTION

APPREHENSION

Undue tension and anxiety aboutoral/written or both

RECEIVER

Prejudices

Perceptual skills

Knowledge

Attention span

Attitude

Social-culture

Accent

CHANNEL

THE DISTORTION FACTORS...

Choice of symbols

Content

The channel

Prejudices

Knowledge

Perception

Attention plan


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At sender point :

Knowledge Cultural background

Skill Perceptions

Attitude

Through the medium:

Visual Written reports

Oral E-Mail

Whi lst Encoding & Decoding:

Retranslation At receiver point :Knowledge Cultural background

Skill Perceptions

Attitude

CHOICE OF CHANNEL CONTD.

The rich! The poor!

The r ichest channel

Face to face


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ace to aceIt transmits the maximum amount of information

Words Intonations

Posture Immediate feedback

Facial expressions Personal touch

Gestures

The poorest channel

Bulletins

Impersonal written media

This is the poorest form !

CHANNEL CHOICE DEPENDS ON

The message

Complexity

Urgency


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Its importance

Formal or informal

Intimacy

Anxiety

Fear

Your emotional expression

QUALITY TRANSMISSION DEPENDS ON

Skill

Attitude

Knowledge

The social cultural system

PitchVary it

VOICE


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VOLUME

Tone & Tune

Pace

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

Speak too softly W H I S P E R

THE DONTS


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Swallow your words

Running out of breath

Audible pauses

Speak too rapidly

Unwavering voice tone

Umms Errs Well

What I mean is

ACTIVITY

Starting with Monday

Recite the days of the week aloud

Monday

TuesdayWEDNESDAY

Thursd

ayFrid

aySATurday


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Recite the days of the week aloud

Starting with January

Recite the months of the year

Injectasmuchcolourasyoucan

WEDNESDAY aySATurday

SUNDAY

> Speak louder< Speak softly

// Long pause/ Short pause

Emphasisethe point

Alertness

Expressions

N t l

Pleasantness

Di t i t

A good voice...


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Alertness Naturalness Dist inctness

Alertness:Show that you are wide awake,

ready to help

Express ions: Talk at a moderate rate and

Qualities of a good voice


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Express ions: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

Dist inctness:Speak clearly and concisely

Send a positive attitude by the

SOUND OF YOUR VOICE

Articulation

Clarity

USING THE SPOKEN VOICE: THE CRITERIA


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Warmth

Friendliness

Courtesy

Charm

Persuasiveness

USING THE VOICE FOR IMPACT

The 4 Ps

Project your voice


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Project your voice

Pronounce carefully

Pause frequently

Pace varied

MERK

Modulate the toneEmphasise certain parts

Repeat key words

Keep eyes away from notes

ACTIVITY

COMMUNICATIONS BARRIERS AND

MEDIUMS


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ACTIVITY

...How would you invite someone

Who you dont like?

You disagree with?

Whos boring?

Whos interesting?

Step 5The acid test

Step 1Communication

effectiveness



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RESPONSIBILITY

Personal

Organisational

effectiveness


Step 2

Communication

process

Step 3

Step 4Listening

LISTENING


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LISTENING


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ACTIVITY

THE CHINESE WHISPER

A Road Accident!

A car was travelling from Delhi to Agra. A

bus was com ing f rom the opposi te


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g ppdirect ion. The bus hit a cu lvert and then

the car on its r igh t side. The car wen off

the road and hit a electr ic pole. The driver

fractured h is lef t leg. The bus hit a truck

com ing from the other side. The bus

dr iver died on the spo t . The truck d r iver

was rushed to hospital.

ve listening


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+

-ve listening

ve listening

Or

Writing9%

Reading16%

LISTENING-THE MOST IMPORTANT


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9%

Listening

40%

Talking

35%

16%

Most often used for learning

More than reading, writing or speaking

Writing9% 12 years of training

Reading16%- 6-8 years of training

LISTENING


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9%- 12 years of training

Listening40%-0-1/2 years of trainingTalking

35%-1-2 years of training

16%- 6-8 years of training

We receive almost no formal training in how to listen

THREE LEVELS OF LISTENING

Empathetic

listening


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Hearing thewords

Tuning in andtuning out

LEVEL 1 OF LISTENING

Li t i t

Tuning in andtuning out


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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


Hearing thewords


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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 isonly barely concentrating on what is said.

Appears to be really listening

Conveys listening ability both verbally and non verbally


Empatheticlistening


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y g y y y

Does not judge the talker

Puts self in the other persons place

Is caring

Tries to see things from the others point of view

Is aware

Is in this moment

Pays attention to the persons total communication, includingbody language

Suspends own thoughts and feelings and listens completely

Listens from the heart

What can you do to improve your listening?

___________________________________________________________________

___________________________________________________________________

THREE LEVELS OF LISTENING-ACTIVITY


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What is your most common level of listening ?

___________________________________________________________________

___________________________________________________________________

How often do you listen at level 1?

__________________________________________________________________

___________________________________________________________________

When?

__________________________________________________________________

___________________________________________________________________

The wide

band

Posture, facial expression

Hesitations, silences

Emphasis, inflexions

LISTENING ON THE WIDE BAND


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The verbal content

Receiver

The narrow

band

Tone and pitch of voice

Things left unsaid

Emotional undercurrents

Sender

ACTIVE LISTENING

Whats in a name?

You meet a person

Why do you forget his name?


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Distraction

wondering what sort of person he is

Physically attractive orunappealing

Bright orunintelligent Interesting ordull

Likes us ornot

Attracted to us ornot

These messages distractDistraction prevents you from remembering

Introduced only moments ago

And 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.


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When I asked you to listen to me

And you begin to tell me why I shouldnt 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 listen

Not talk or do-just hear me.

Advice is cheap

Perhaps

LISTENING


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Thats why prayer works,

Because God is mute, and He doesnt yell

But he DOES listen!

So

Please listen and just hear me.

And if you want to talk, wait a minute for your turn

And Ill listen to you.

LISTENING ASSESSMENT EXERCISEYour 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.


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.I dont know what Im going to do. Im making all kinds of mistakes, and I know my

boss is unhappy with me. Hes already shouted at me twice.a) Why do you make mistakes?

b) Whydont you tell your boss how you feel?

c) Its 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; Ive been working hard for it. I know I could prove myself if I had a chance. Well,

if thats what they think of me, perhaps Im 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 dont 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, Its your fault,

you should watch for these mistakes, but they are really his errors.

a.) I wouldnt let anybody treat me in that way.

b.) You deeply resent the way your boss passes the blame to you for his mistakes, but youre 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


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avoids confronting the issue directly. To add insult to injury, he says to me, Its your fault,

you should watch for these mistakes, but they are really his errors.

a.) I wouldnt let anybody treat me in that way.

b.) )You deeply resent the way your boss passes the blame to you for his mistakes, but youre 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

werent there. When he does something he doesnt like, he tells the employee what to do and

how to do it. The employee gets confused, I get upset and finally he leaves. Im 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. Youre not sure what would be the

best way to confront him, on this matter.

HEARING VS. LISTENING

Whats the difference?

Hearing is Listening is

A purely physical function A mental and emotional experienceuses logic and feelings


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A simple activityyou just hear sounds

A complex activityrequires analysis, interpretation,translation

Automatic; doesnt take effortRequires dedicated effort attentionand long-term concentration

A natural functionunless 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 whats being said.He gets valuable information from it

Yields personal and career benefits


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Its not about what you say

Its about how you say it !


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Hear what the prospect is saying

Not just what he says


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The same words but with a change in your

voice inflection you can make those 8

words say different things


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So

Did you?

Hear what the prospect is saying

And

Not just what he said

One sentence

The same 8 words


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can mean 8 different things !

I did not say he stole the money

Thats a simple factual statement

I did t h t l th


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Idid not say he stole the money

Implies that it was said, but by someone else



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I did notsay he stole the money

A vigorous denial that you said it !

I did not saayy he stole the money


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I did not saayyhe stole the money

Hints that you might have implied it

But you did not say it



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I did not say hestole the money

Implies that someone other than the accused stole

the money



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I did not say he stolethe money

You hint that the accused might have borrowed

the money but he didnt actually steal it!



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I did not say he stole themoney

Implies that he might have stolen some money but

not the money



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Suggest that he might have stolen something but

certainly not the money !

SOME TIPS...

Always follow the order

Hear, Understand, interpret and respond

Dont jump from Hear to Respond


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Focus on understandingsomeones meaning

Formulate your response only thereafter.

Avoid interrupting people.Wait until they have finished making their point

Ask open-ended questions

Draw out the persons 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

SOME TIPS...


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Use your knowledge of non-verbal behaviour.

Assess the persons feelings

Sit or stand squarely facing the other person.

Lean forward to show interest.

Look and be interested.

WHY SHOULD YOU LISTEN?

Learn

Win friends

Solve problems

Resolve disagreements


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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 l is ten tw ice as m uch we talk

Not just hearing


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Resist distractions

Suspend judgement

See the customers point of view

Understand the customers 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.

Good listening tips...


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Put the talker at ease

Look and act interested

Do not criticise

Empathise

Ask questions

Have patience

Paraphrase


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Listen. Ask questions. Restate.

Understanding skills help you see thecustomers point of view

We need to understand before we provide help

RED BUTTON

Strong emotions. They are barriers.

If you are

Angry


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Angry

Anxious

Upset

It will tie your tongue and block your earsThis is the red bu tton effect

It triggers an emotional reaction

A powerful reaction.

A reaction which overwhelms you.

GREEN FLAG

Flattery! It appeals.The WIIFM facto r

A i l !


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An emotional trap!

People will

Praise you

Complement youFlattery

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


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What is the other person trying to say

You pay attention only to information

Information which confirms your impression

You dismiss everything else as irrelevant

JUDGMENTAL LISTENING

You pass judgement on somebodys message


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You pass judgement on somebody s message

much before it has been said

Judgmental listening it prompts us to fit peopleinto convenient pigeon holes


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Repeat what you have just heard

REFLECTIVE LISTENING


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Repeat what you have just heard

Reconfirm what you have understood

It will avoid errorsClarifies implications


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Empathy


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Put yourself in the customers shoes

Empathy


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It is an action of understanding

Empathy


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It is being aware of

Empathy


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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


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Paraphrase customer concerns

Demonstrate a focus on the customers 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 feelfrustrated, angry etc.

I feltthat way when I was in a similar situation

I f d th t if ( t t di ti th t t l ti )


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I foundthat if you (start directing the customer to a solution)

Empathy does not mean

Agreeing with the customers opinion

Apologising for yourself

Giving customers whatever they want.

When expressing empathy

The Feedback MethodAsk the customer for a feedback


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Example:

How does that answer your questions?

Hows 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

CONFRONTING

Documents

Selling Skills Complete