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Professional selling 2 20-16

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Professional selling 2 20-16

  1. 1. Professional Selling stephenremy@gmail.com
  2. 2. New 2 value Agenda Module 1: Professional Selling Introduction Module 2: Active Listening Module 3: Effective Questions Module 4: Training Needs Analysis Module 5: Product Features and Benefits Module 6: Closing / Gaining Agreement Module 7: Customer Follow-up Session 1 2 days Session 2 1 days
  3. 3. Introduction Module Sales Funnel and Professional Selling
  4. 4. Formal selling process used by over 90% of the companies with professional sales organizations.
  5. 5. Prospect Enters Funnel Prospect becomes a Customer < 10% of Prospects become customers. Why are existing customers are so important? 80% of the revenue is from existing customers.
  6. 6. PP P P P P P P P P P P P P C C
  7. 7. Overview  Help prospects become customers  Slowly moves prospect toward a buy decision.  When & how to engage customers, learn about their needs, craft solutions, prepare proposal and gain agreement.  Helps to track ROI.  Aligns decisions & activities towards a logical outcome.  Helps spot problems early.  Helps to identify needed improvements in the sales process.
  8. 8. Prospecting Proposal /Solutions Closed Won/Lost Servicing Qualification (Needs Analysis) Probe/Listen Qualification (Scope of Work) Presentation POST CALL CALL PRECALL 3 Simple Steps 1 2 3
  9. 9. Sales Funnel Decision Tree Why is this a good prospect? What is the Objective. Identify key Contact? How to gain access? How to gain customer interest? Prepare opening statement? Assess training needs? What solutions to offer? Present proposal & agreement. Is customer happy? Answered objections? Prospecting Proposal /Solutions Closed Won/Lost Servicing Qualification (Needs Analysis Probe/Listen Qualification (Scope of Work) Presentation
  10. 10. Prospecting Proposal /Solutions Closed Won/Lost Servicing Qualification (Needs Analysis Probe/Listen Qualification (Scope of Work) Presentation Sales Funnel Decision Tree Why is this a good prospect? What is the Objective. Identify key Contact? How to gain access? How to gain customer interest? Prepare opening statement? Assess training needs? What solutions to offer? Present proposal & agreement. Is customer happy? Answered objections?
  11. 11. Prospecting Proposal /Solutions Closed Won/Lost Servicing Qualification (Scope of Work) Presentation Qualification (Needs Analysis Probe/Listen Sales Funnel Decision Tree Why is this a good prospect? What is the Objective. Identify key Contact? How to gain access? How to gain customer interest? Prepare opening statement? Assess training needs? What solutions to offer? Present proposal & agreement. Is customer happy? Answered objections?
  12. 12. Prospecting Qualification (Scope of Work) Presentation Proposal /Solutions Closed Won/Lost Servicing Qualification (Needs Analysis Probe/Listen Sales Funnel Decision Tree Why is this a good prospect? What is the Objective. Identify key Contact? How to gain access? How to gain customer interest? Prepare opening statement? Assess training needs? What solutions to offer? Present proposal & agreement. Is customer happy? Answered objections?
  13. 13. Prospecting Qualification (Scope of Work) Presentation Proposal /Solutions Closed Won/Lost Servicing Qualification (Needs Analysis Probe/Listen Sales Funnel Decision Tree Why is this a good prospect? What is the Objective. Identify key Contact? How to gain access? How to gain customer interest? Prepare opening statement? Assess training needs? What solutions to offer? Present proposal & agreement. Is customer happy? Answered objections?
  14. 14. Prospect Enters Funnel Sales Stage in Salesforce.com Prospecting Prospecting Prospecting Prospecting Prospecting Qualification – Needs Analysis Qualification – Needs Analysis Qualification/Scope of Work Proposal Closed Won/Closed Lost Sales Funnel Decision Tree Determined reason for contact? Established Objective? Identified key Contact? Determined how to Access? Determined how to gain interest? Prepared opening statement? Assessed training needs? Presented Solutions? Gained agreement to proposal? Is customer happy? Answered objections?
  15. 15. 1. Help customers make informed decisions. 2.Show genuine concern for the welfare of customers. 3.Believe in their products and services. 4.Less likely to exaggerate than politicians and even preachers, and professors in universities. 5. Respond to more ethically to dilemmas.
  16. 16. Unprofessional sales people talk more than they listen and present products before they understand customer needs. Module 1: Introduction to Professional Selling A professional sales person talks a lot less than their customers do. They ask well crafted insightful questions and actively listen to customers talk about their needs. How are professional sales people different? 1. Service oriented 2. Modest 3. Smart 4. Credible 5. Trustworthy 6. ?
  17. 17. Accurate Attentive Alert Decisive Empathy Flexible Creative Caring Active listener Mature Observant Professional Tactful Patient Positive Can Do Helpful Self motivated Assertive Questioning Listens Closing Composed Dependable Solutions oriented Goal oriented Inquisitive Ethical Logical Motivated Positive Resourceful Success-oriented Understanding Confident Helpful Sincere Product Processes Customers Company Systems Problem Solving Matches products Exercise 1.1 Exercise 1.2
  18. 18. Customers don’t care what you sell until they’re sold on how much you care. • If you come across as the person who knows it all and is not hesitant to tell everyone you can about how smart you are. • When a customer doesn’t have to talk because you are doing all the talking. • When nothing you share is different from competitors or what they’ve already found on the internet. • When you sell a solution for a need that you assume the customer should have.
  19. 19. 20 Active Listening Effective Questions The most important tools you have to show how much you care about the customer.
  20. 20. Prepare opening statement? Assess training needs? Prospecting Proposal /Solutions Closed Won/Lost Servicing Qualification (Needs Analysis Listen/Probing Qualification (Scope of Work) Presentation Sales Funnel Decision Tree Why is this a good prospect? What is the Objective. Identify key Contact? How to gain access? How to gain customer interest? Prepare opening statement? Assess training needs? What solutions to offer? Present proposal & agreement. Is customer happy? Answered objections?
  21. 21. Module 2 Active Listening Raymond
  22. 22. People remember between 25 percent and 50 percent of what is heard. Module 2: Active Listening That means that when you talk to your boss, colleagues, customers or spouse for 10 minutes, they pay attention to less than half of the conversation When you are receiving directions or being presented with information, you aren't hearing the whole message either.
  23. 23. 24 Do you talk more than you listen? Are you eager to talk about your solution? Do you jump in and finish customers questions? Do you frequently interrupt? Are you thinking about your answer rather than listening? Are you ? Do you ? Do you talk more than you listen? Do you jump in and finish customers questions?
  24. 24. 25 Do you talk more than you listen? Are you eager to talk about your solution? Do you jump in and finish customers questions? Do you frequently interrupt? Are you thinking about your answer rather than listening? Are you ? Do you ? Do you frequently interrupt? Are you thinking about your answer rather than listening?
  25. 25. 26 • Interrupting – knowing the answer • Trying to be helpful • Seeing discussion as competition • Distraction - red flag words – emotional triggers • Gap searching Module 2: Active Listening
  26. 26. Active Listening Active Raymond 27 • Improves relationships • Improves knowledge • Improves understanding • Prevents problems escalating • Saves time and energy • Leads to better results Module 2: Active Listening How well you listen has a major impact on your personal and professional life.
  27. 27. Tip: Good communication skills require a high level of self-awareness. By understanding your personal style of communicating, you will go a long way towards creating good and lasting impressions with others Module 2: Active Listening Exercise: 2.1 Communications Self Assessment
  28. 28. 1. Talk no more than 20% of the time. 29 WWW.TRAININGCOURSEMATERIAL.COM How to Actively Listen? If you at first visit an 80/20 split is the goal If you are talking, then you are not learning. If you’re not learning then you don’t know what the customer needs. If you don’t know what the customer needs then your solutions will be worthless.
  29. 29. 2. Give Your customer Your Undivided Attention 30 How to Listen Better? Look at the speaker directly. Put aside distracting thoughts. Don't mentally prepare a rebuttal! Avoid being distracted by environmental factors. For example, side conversations. "Listen" to the speaker's body language.
  30. 30. • Sounds made, to let one person know the other is there and listening. • Such as, “Oh?”, “When?”, and “Really?”. • They are questions, comments, or sounds that do not interfere with the flow of conversation, but do let the subject know that the negotiator is there and listening. • They help build rapport & encourage the subject to continue talking. 3. Minimal Encouragements It was really great! You say: We really went through a tough time. You say: We finally got the help we needed. You say:
  31. 31. 4. Notice Your and Customer’s Body Language 32 How to Listen Better? Body Language • Arms folded across chest? • Eye contact? • Nervous / Tapping fingers • Looking around room / at watch? • Body posture & arms open? • Stands & smiles in greeting? • Leaning forward? • Appear relaxed? See Reference2.1
  32. 32. 4. Take Detailed Notes ( Tip: take notes using the customer’s exact words and phrases) 33 How to Listen Better? • One of the most effective strategies to improve listening. • Irrefutable proof to speaker you are listening. • Shows you care about what the speaker says. • The best method to remember what the speaker said.
  33. 33. How to Listen Better? 5. Repeat What You Think You’ve Heard (Paraphrase) 34 Exercise 2.2
  34. 34. 6. Mirroring (or Reflecting Repeat the last word heard with a question at the end. Attempt to gain more information from the speaker. How to Listen Better? Every time we receive a late shipment we lose money. You say: Whenever we ask them to help us, it turns out bad. You say: Customer sometimes complain about price. You say?
  35. 35. 6. Emotion Labeling You sound…”, “You seem…” How to Listen Better? I don’t know what the answer is, I just know we have to do something now! You say: I’m really out of options and the problem is getting worse. You say:
  36. 36. The only way to become a better listener is to practice "active listening." This is where you make a conscious effort to hear not only the words that another person is saying but, more importantly, try to understand the complete message being sent How to Listen Better? Exercise 2.3 Exercise 2.4
  37. 37. Module 3 Effective Questions
  38. 38. A. The person speaking B. The person asking questions?
  39. 39. Open: Asks for information. Closed: Asks for facts or yes/no answers. Exercise 3.1
  40. 40. -What -Why -Where -When -Who -How Encourages customers to share information. .
  41. 41. Helps Customers feel comfortable sharing information. T.E.D. Please Tell me … Can you Explain … Could you Describe…
  42. 42. OPEN Question selling “ ASK AND YOU SHALL SELL” WWW.TRAININGCOURSEMATERIAL.COM
  43. 43. perational robing ffect eed General Information Problems / Pain Effect of the Pain Pay-off of Solution. Asking questions in a particular order leads you and the customer toward a mutually beneficial solution. 44 WWW.TRAININGCOURSEMATERIAL.COM
  44. 44. perational 45 WWW.TRAININGCOURSEMATERIAL.COM Questions developed from pre-call planning that describe customer’s business. No questions about potential problems or solutions in this stage  Broad based and general facts about a situation or operation.  Nonthreatening – no interpretation is required.  Open-ended questions to get maximum information.
  45. 45. perational 46 WWW.TRAININGCOURSEMATERIAL.COM Questions developed from pre-call planning that describe customer’s business. Question: What type of service arrangements do you have with suppliers? Answer: We use Just-in-Time (JIT) system with the main suppliers. Follow-up Question: Who’s involved in purchase decision-making process? Answer: I make the decisions regarding the suppliers. No questions about potential problems or solutions in this stage
  46. 46. Can you describe your business? How long have you been with your current service provider? How many employees do you have? Where are they located ? How do you connect all branches together? What is a typical day like? 47
  47. 47. Quick Quiz Find the Operational Question 1 – “ Would you like to transfer that technology to a different department ? “ 2- “ Are you happy with your current service?” 3- “ What can you tell me about your current business situation ? “ 48
  48. 48. Is this an operational question? 1 – What is the average weekly output of this operation? 2- How do you connect all your branches together? 3- You were not feeling well the last time you were here , are you feeling better now ? 4- How does competition affect your business ? 5- Are you happy with your current Service ? 49 Quick Quiz
  49. 49. Is this an operational question? 1 – What is the average weekly output of this operation? 2- How do you connect all your branches together? 3- You were not feeling well the last time you were here , are you feeling better now ? 4- How does competition affect your business ? 5- Are you happy with your current Service ? Yes , you want to know how their operation works. Yes , want to know how their business is connected which may be a need area. NO, this is just inquiring about their health not business related Yes , you are checking their competitive situation. NO, this is a probing question that we will discuss shortly 50 Quick Quiz Exercise 3.2
  50. 50. Operational Questions  Broad based and general facts about situation or operation.  Nonthreatening – no interpretation is required  Open-ended questions to get maximum information. Probing Questions  Probing questions about information gained in operational questions  Seeking to uncover problems that could lead to suggested needs.  Open-end questions for maximum information. Effect Questions (Pain)  Questions about the negative impact (Pain) of a problem found in probing questions.  Designed to motivate buyer to want a solution to the problem. Pay-off Questions  Questions of what the pay-off would be without the problem  Motivates buyer to establish the value of finding and implementing a solution.
  51. 51. • Uncovers concerns / problems. • Help customers talk about their concerns / needs. • Typically open-ended to allow broad range of responses. • Usually begin with 'what,' 'why' or 'how.'
  52. 52. “How happy are you with…? “What is the number one problem you would solve?” “Earlier you talked about X. How often do you have concerns with X?” 53 Examples
  53. 53. Probe: I understand you prefer Just in Time suppliers— How have they been performing? Answer: Fairly well…..an occasional late delivery. Probe Further: How do you feel about a supplier being occasionally late with deliveries? Answer: When it happens, it causes a real problem for us. Example of a probing question exchange.
  54. 54. “Are you happy with your checking account benefits?” “Are you satisfied with your online payment processing service you are getting ? “ “If you had a magic wand, what is the number one problem you would solve?” “You talked earlier about cost being a big factor, can you describe what concerns you have had in the past with pricing?” “You mentioned that you do travel a lot , do you have any difficulties in communicating while travelling?” Examples of Probing Questions 55
  55. 55. Quick Quiz Which questions are PROBING for problems. 1 – “It sounds like a lot of your valuable time is being wasted by having to Come and pay the bill in person?” 2- “Does your home have a fire/burglar alarm?” 3- “You mentioned you want to reduce your monthly bill somehow, which Part of your current plan you have concerns about ?” Yes, this is a probing question. The issue is time and convenience – promote website No, this is an operational question, just asking for base information, no problem being uncovered Yes, this is a probing question aiming to uncover issues with the current rate plan – aiming to promote another new package. 56 Exercise 3.4
  56. 56. Effect Questions to Clarify Impact 57 Effect Questions (Pain)  Questions to show the negative impact / effect / pain of the problem discovered while probing.  Designed to activate the buyer’s interest and desire to solve the problem.  Strongly linked to success in selling.  Even experienced sale representatives have difficulty in using these questions.  More difficult to phrase than either Operational or Problem questions.  One problem can generate many negative effects.  You may have to ask several effect questions for each problem. 
  57. 57. •What effect does the reject rate have on customer satisfaction? •What effect does that have on your output? •You only have three people that can use them. Doesn't that create work bottlenecks? •It sounds like the difficulty of using these machines may be leading to an employee turnover problem. Is that right? •What does this turnover mean in terms of training cost? •What are the implications of not being able to make an urgent call because you are out of credit? Examples of Problem and Effect in Same Statement
  58. 58. • Effect questions are used to show the impact of a problem. • The purpose of these questions to ‘activate’ the customer’s interest to solve the problem. • These questions allow the customer to gain clear insight into the true ramifications the problem is causing Question: What effect does your supplier’s late delivery have on your operation? Answer: It slows production which affects operating costs … Question: If production drops off, how are your operating costs affected and how does that affect your customers? Answer: It could delay orders causing a negative impact to customer service.
  59. 59. Little 60 None Pronounced Significant Some Problem Problem Problem Problem Solution Needed Solution Needed Solution Needed Solution Needed Impact of Effect Pain No Problem No Solution Needed
  60. 60. Effect Questions to Clarify Impact • What effect does the reject rate have on customer satisfaction? • What effect does that have on production? • You only have three people that can use them. Doesn't that create work bottlenecks? • Could the difficulty using these machine be contributing to the employee turnover problem? • What does this turnover mean in terms of overall costs to the company? • Could that lead to increased cost? • Could that lead to customer service problems? • What effect would that have on the company? 61 Effect Questions uncover PAIN caused from Problems Some Pain More Pain Even More Pain Significant Pain Pain that cannot be tolerated any longer
  61. 61. 62 Problem / Concern Effect Question Orders not shipped on time. What effect does this have on customers? How does this effect your business.? Inexperienced Supervisors What effect does this have on your employees? High turnover How does this effect your company? Rapid Expansion - risk of not hiring the right people What’s the effect of not hiring the best people on the company? What would be the impact of not hiring the best people. EFFECT QUESTIONS Identifies the consequences / effects /pain of problems. Module 3: Asking Effective Questions Exercise 3.5 Exercise 3.6
  62. 62. Do not offer your solution yet Ask Nail down questions first Customers who think of the PAY-OFF for themselves, buy-in to solutions. 63
  63. 63. Projects what life would be like without problems. Customer establishes the value of finding and implementing a solutions. Focus the buyer’s attention from problems to solutions. Gets the buyer to think about positive benefits of solving the problem. Top sales people effectively utilize a high number of need-payoff questions into sales calls than do less successful salespeople.
  64. 64. These questions help the customer see the value in finding solutions to the problems uncovered earlier in the call. Question: If a supplier was never late with a delivery, what effects would that have on your JIT operating structure? Answer: It would run smoother and at a lower cost. Question: If a supplier helped you meet these expectations, what impact could that have on your business? Answer: Increased customer satisfaction would mean more business…
  65. 65. 66  You are in a conversation with a customer who knows they have a problem and understands the “effect” or “pain” of the problem. What’s next?  Option #1: Sales person “tells” or “sells” a solution to the customer.  Option #2: Sales person helps the customer discover the pay-off to find the solution they need. =============================================== Question: What are the advantages / disadvantages of #1 & #2? What option would you recommend? PAYOFF Questions
  66. 66. 67  Increases success of more complex sales.  Increases chance solutions will answer needs.  Focuses the customer's attention on the solution rather than the problem  Encourages the customer to outline benefits your solution will provide him/her.  Pre-empts objections.  Enlists customer buy-in. PAYOFF Questions
  67. 67. How much money could be saved each year if we could reduce the costs we talked about? How would it help if you can have all the features you wanted within the budget you mentioned? How much would it be worth for you to get rid of this problem? How much impact would solving this problem have on the organization? Pay-off Questions: 68 Exercise 3.7
  68. 68. 69 Recap and summary : • Customers do not buy because they have problems. • Customers buy because they don’t want to tolerate the PAIN from problems. • Problems ≠ Decision to Buy Problems + Pain = Decision to buy. • The more you link pain to problems the more likely customers will want a solution. How do needs begin? • Begin as problems or dissatisfactions. • In order to develop these problems into needs, you use an open selling technique to convert problems into needs, • Follow the OPEN question selling technique by asking: • Operational questions to establish a jumping off point / context. • Probing questions to expose the problem. • Effect questions to expose the pain from problems. • Nail-down / Pay-off questions to uncover the benefit of finding a solution.
  69. 69. Module 4 Training Needs Assessment
  70. 70. Training Needs Assessment Qualification (Needs Analysis Listen / Probing
  71. 71. Qualification (Needs Analysis) Probe/Listen What information do I need and How to ask? 1. What is a training needs assessment? 2. Factors the may lead to Training needs. 3. Why conduct a Training Needs Survey? 4. How to determine where training is needed? 5. Value of gathering employee opinions. 6. Steps in a training needs assessment. 7. Assessment Methods
  72. 72. What is a Training Needs Assessment? 1. A diagnostic tool 2. A survey that gathers data 3. A process to review employees and the organization 4. A collection of Information
  73. 73. Factors that may lead to Training Needs •Re-organization processes •Expansions & Acquisitions •Business Process Re-engineering •Process Improvements •Reductions in Force •Layoffs/Transfers/New Hires •Staffing Changes/Promotions •Re-locations •New equipment/Technology •Performance/Safety Issues •Problems in Production/Safety •New Systems/Procedures •Changes in Laws/Regulations •Succession Planning •Career Paths/Growth
  74. 74. Why conduct a Training Needs Assessment/Survey? 1. Helps an organization achieve its goals. 2. Reduces gaps between employee skills and the skills required by the job and department. 3. May form the basis (benchmark) for determining effectiveness of the training administered. 4. May determine impact of training on performance / skills.
  75. 75. How do you determine where Training is needed? Needs Assessment Questionnaire Needs Analysis Employee Interviews Employee Opinion/Climate Surveys Exit Interviews Employee Grievances/Complaints Customer Returns/Calls Accidents & Scrap New Equipment / Software Changes in Procedures Re-organization Job Re-design Performance Appraisal Results Promotions & Terminations Observations Assessment Centers Employment/Skills Tests Focus Groups
  76. 76. Different needs assessments  Initial Organizational Assessment  Person Assessment  Work / Task Assessment  Performance Assessment  Content Assessment  Training Suitability Assessment  Cost-Benefit Assessment http://www.hr-survey.com/sdtn9q.htm
  77. 77. Initial Organizational Assessment  Needs Assessment Questionnaire  Transfer Entries into Salesforce.com Training Needs Assessment Questionnaire rev. 3-23-15 Company Name: _______________________________ Key Contact Name___________________________ Title_______________________ Address ______________________________________________________________ City__________________________________________State_____________Zip_________ Phone: ________________________________ Fax______________________________ Email_____________________________________________________________________ Other Contacts______________________________________________________________
  78. 78. 1. Initial Organizational Assessment  Use Needs Assessment Questionnaire Products or Services________________________________________________________ Number of Employees ____________________________________ Management Supervisory Maintenance Operators Quality Control May I have a copy of vision / mission statement, News Releases, Surveys, Job Descriptions Is the company union or non-union? _____________________
  79. 79.  Initial Organizational Assessment  Use Needs Assessment Questionnaire Describe current workforce development needs. Please check all that apply. ___Assessment ___Selection/Hiring ___Basic Skills ___Pre-Screening ___Training ___Other Please list below anticipated training needs and estimated number of employees to train.
  80. 80.  Initial Organizational Assessment  Use Needs Assessment Questionnaire Training Employees What previous training has been conducted? ______________________________ How was it delivered?________________________________________________ What was the outcome? _____________________________________________ Do you have an established performance assessment process? ______________ Are there performance metrics? _______________________________________ Who identified the current training need? _______________________________
  81. 81.  Initial Organizational Assessment  Use Needs Assessment Questionnaire Please specify the specific skills or behavioral changes needed after training. Please list any actions taken to find a solution to concern. ___________________________________________________________________ Needs Assessment Exercise 4.1
  82. 82. Learning Exercises Modules
  83. 83. Low Average High 1 2 3 4 5 6 7 8 9 10 1 Modest 2 Conscientious 3 Achievement Oriented 4 Curious 5 Friendly Gregarious 6 Not Easily Discouraged 7 Self-conscious 91% 85% 95% 82% 50% 90% < 5% 1 2 3 4 5 6 7 Exercise 1.1 Please rate the top 20% of Professional Sales People
  84. 84. Identify the IDEAL attributes for WFS Professional Salespeople Attitude KnowledgeSkills EXERCISE 1.2 Three teams make entries in all 3 areas. Instructor will facilitate top 3 in each category. Overlap is expected.
  85. 85. Body Language Body Language Reference Chart Reference 2.1
  86. 86. 1=Never 2=Almost Never 3=less than have the time 4=have the time 5= more than have the time 6=Almost always 7=Always 1 2 3 4 5 6 7 1. I pay attention to the nonverbal cues of others. 2. I attempt to understand ideas that are different from mine. 3. I attempt to understand the other person's frame of reference. 4. I can accurately paraphrase another's words. 5. I am at ease in the world of emotions. 6. I accept suggestions from people with whom I am working. 7. I asked for more details and clarification. 8.I make sure I distinguish between fact and opinion. 9. I encourage others to clarify their thoughts. 10. I give critical feedback when necessary. 11. I emphasize action or behavior that I appreciate. 12.I am aware of the effects of my behavior on others. 13. I accept critical feedback from others. 14. I openly acknowledge my errors. 15. I ask others for critical feedback. 16. I adapt to the individuals with whom I am interacting. 17. I settle misunderstandings as soon as they arise. 18. When I am challenged, I am able to discuss it calmly. 19. I clearly express my disagreement. 20. When appropriate, I apologize without excessive justification. TOTAL Exercise 2.1 COMMUNICATION SELF-ASSESSMENT
  87. 87. Results 20 – 80 – You are more at ease with jobs you can carry out alone than in intrapersonal relationships. 51-80 You have some communication skills, but others are less well developed. You are aware of your limits. 81-110 You are perfectly at ease in the world of interpersonal relationships. You have only t refine the skills you already have. Over 110 You demonstrate mastery of all skills. Exercise 2.1 COMMUNICATION SELF-ASSESSMENT
  88. 88. Paraphrasing Exercise On a separate sheet of paper, paraphrase the following statements. Exercise2.2
  89. 89. Activity Listening Exercises Instructions: For each of the four vignettes, teams will compose three statements that demonstrate active listening. 1. Statement that you show empathy for the situation 2. Asks for clarification and detail in a nonjudgmental way 3. Provide non-evaluative feedback to the speaker 90 After teams prepare three statements for each vignette, they will share their statements with the group. How to Listen Better? Exercise 2.3
  90. 90. Showing empathy – Acknowledge you realize the emotion they are feeling by acknowledging it in a sentence. Asking for clarification and detail while withholding your judgment. Listen carefully to what they say. Frame your question as someone trying to understand in more detail, often asking for a specific example is useful. Providing non-evaluative feedback – feeding back the message you heard. Think about what the speaker is conveying, then paraphrase it in your own words, and say it back to the speaker (without judging the correctness or merit of what they said), asking him/her if that is what they meant. Module 3: Active ListeningExercise 2.3
  91. 91. VIGNETTE #1 A colleague stops by your desk and says, “I am tired of the lack of leadership around here. The boss is so wishy washy, he can’t get tough with some of the slackers around here. They just keep milking the company, living off the rest of us. Why doesn’t management do something about these guys? And YOU are always so supportive of the boss; he’s not as good as you make him out to be.” Develop three statements that respond to the speaker in this vignette by: (a) showing empathy, (b) seek clarification, and (c) provide non evaluative feedback. VIGNETTE #2: Your co-worker stops by your cubicle, her voice and body language show stress, frustration, and even some fear. You know she has been working hard and has a strong need to get her work done on time and done well. You are trying to concentrate on some work and have had a number of interruptions already. She just abruptly interrupts you and says, “This project is turning out to be a mess, why can’t the other three people on my team quit fighting each other?” Develop three statements that respond to the speaker in this vignette by: (a) showing empathy, (b) seek clarification, and (c) provide non evaluative feedback. Exercise 2.3
  92. 92. VIGNETTE #3: One of your subordinates is working on an important project. He is an engineer who has good technical skills and knowledge and was selected for the project team because of that. He stops by your office and appears to be in quite agitated, his voice is loud and strained and his face has a look of bewilderment. He says, “I’m supposed to be working with four other people from four other departments on this new project, but they never listen to my ideas and seem to hardly know I’m at the meeting!” Develop three statements that respond to the speaker in this vignette by: (a) showing empathy, (b) seek clarification, and (c) provide non-evaluative feedback. VIGNETTE #4: Your subordinate comes into your office in a state of agitation, and asks if she can talk to you. She is polite and sits down. She seems calm and does not have an angry look on her face. However, she says, “It seems like you consistently make up lousy schedules, you are unfair and unrealistic in the kinds of assignments you give certain people, me included. Everyone else is so intimidated they don’t complain but I think you need to know that this isn’t right and it’s got to change.” Develop three statements that respond to the speaker in this vignette by: (a) showing empathy, (b) seek clarification, and (c) provide non-evaluative Exercise 2.3
  93. 93. ACTIVE LISTENING BEHAVIORS OF ACTIVE LISTENING √ PAYS ATTENTION Faces the Speaker Maintains eye contact Is not distracted SHOWS THEY ARE LISTENING Nods occasionally. Smiles or other facial expressions. Encourages speaker - Yes, Uh-Huh, I see… Open posture – Leans forward – Hands apart PROVIDES FEEDBACK Paraphrase: "What I'm hearing or Sounds like you said…” Asks questions to clarify certain points. "What does it means when you say …Did you mean…? Summarizes speaker's comments DEFERS JUDGEMENT Allows speaker to finish a point before asking questions. Does not counter arguments or share own stories. RESPONDES APPROPRIATELY Candid, open, and honest responses. Provides opinions respectfully. Role Play Feedback Form.Exercise 2.4
  94. 94. ACTIVE LISTENING SCENARIO #1: You’re talking to your friend about your spouse, whom you are angry at because he/she is consumed with work, is always at the office and has missed several important outings with you and the family. You’re feeling somewhat embarrassed and don’t really wish to “air your laundry” in public, but, at the same time you feel a real need to talk about it. ACTIVE LISTENING SCENARIO #2: You’re talking to your supervisor who called you in to ask if you were okay. You have been tired and worn out for the last several weeks. You just don’t feel enthused about anything and each day is not something you look forward to. You feel like you’re just going through the motions on everything you do. How to Listen Better?Exercise 2.4
  95. 95. ACTIVE LISTENING SCENARIO #3: You were ordered to hold over by your supervisor, because someone called in sick for the next shift. This ruined your plans for the evening. Still, no one else could or would work it, and you haven’t worked OT in a month because you’ve been on vacation and this is your first day back. You’re talking to a co worker. How to Listen Better?Exercise 2.4
  96. 96. ACTIVE LISTENING SCENARIO #4: You’re thinking about quitting your job. You and your spouse have talked about this for awhile. It would mean selling your house and moving away to live somewhere less expensive. You think you want to do this but at the same time you wonder if it is the best thing for you and your spouse. You are talking to your co-worker. Take it from there! How to Listen Better?Exercise 2.4
  97. 97. WWW.TRAININGCOURSEMATERIAL.COM 98 1 2 3 4 5 6 7 A B C D E F G Module 3: Selling With Questions Exercise 3.1
  98. 98. Materials Needed: Example company profile Instructions: Step 1: Participants divide into 2-3 per group. Step 2: Read the company profile. Step 3: Write down OPERATIONAL questions to ask. Step 4: Groups reconvene to share what was learned. Instructor Provides Exercise 3.2
  99. 99. 100 Operation Questions vs Probing Questions OPERATN PROBING OQ PQ 1 Mr. John, how many manufacturing plants you have? ( ) ( ) 2 Do you also manufacture TVs? ( ) ( ) 3 Do you have local competitors? ( ) ( ) 4 Do you have any problem with your invoices? ( ) ( ) 5 How do you handle customer complains? ( ) ( ) 6 Are you facing an increase in your monthly bill? ( ) ( ) 7 Do you have any trouble meeting with the new regulations? ( ) ( ) 8 Are you happy with your current mobile coverage ( ) ( ) Exercise 3.3
  100. 100. 101 Open Questions vs Probing Questions OQ PQ 1 Mr. John, how many manufacturing plants you have? ( X ) ( ) 2 Do you also manufacture TVs? X) ( ) 3 Do you have local competitors? (X) ( ) 4 Do you have any problem with your invoices? ( ) ( X ) 5 How do you handle customer complains? ( X ) ( ) 6 Are you facing an increase in your monthly bill? ( ) ( X) 7 Do you have any trouble meeting with the new regulations? ( ) ( X ) 8 Are you happy with your current mobile coverage? ( ) ( X ) Exercise 3.3
  101. 101. 102 Probing questions to Uncover a Problem 1. Participants divide into 4 teams. 2. Instructor gives team different operational scenarios. 3. Each team develops probing questions in an effort to expose a problem relative to the operational scenario. Exercise 3.4
  102. 102. Exercise 3.4 Operational Scenario #1: The customer uses JIT suppliers to keep inventory costs low. Operational Scenario #2: During a tour of the plant, the customer says they have 1 line supervisor for the entire facility 24 hours a day. Operational Scenario #3: The customer shares that they are using Excel 2003. Operational Scenario #3: The customer is proud of their live person customer service and order processing. They have no on-line presence to speak of.
  103. 103. WWW.SCITRONWEB.COM 104 Probing Questions vs. Effect Questions PQ EQ 1 Do you have problems with resetting your modems? ( ) ( ) 2 What is the effect of slow connection on submitting the reports on time? ( ) ( ) 3 How much additional cost due to new regulations? ( ) ( ) 4 Do you have difficulties in synchronizing your Blackberries with Outlook? ( ) ( ) 5 What is the consequence of losing your back up files? ( ) ( ) 6 Are you satisfied with your network coverage? ( ) ( ) 7 What is the risk if network fails in your remote site? ( ) ( ) 8 Do you have issues with the USB modem price? ( ) ( ) 9 What is the effect of reducing your phone bills? ( ) ( ) 10 Do you travel a lot ? ( ) ( ) Exercise 3.5
  104. 104. WWW.SCITRONWEB.COM 105 Probing Questions vs. Effect Questions PQ EQ 1 Do you have problems with resetting your modems? (X) ( ) 2 What is the effect of slow connection on submitting the reports on time? ( ) (X) 3 How much additional cost due to new regulations? (X) ( ) 4 Do you have difficulties in synchronizing your Blackberries with Outlook? (X) ( ) 5 What is the consequence of losing your back up files? ( ) ( X ) 6 Are you satisfied with your network coverage? ( X ) ( ) 7 What is the risk if network fails in your remote site? ( ) ( X ) 8 Do you have issues with the USB modem price? (X) ( ) 9 What is the effect of reducing your phone bills? ( ) (X) 10 Do you travel a lot ? ( X ) ( )
  105. 105. 106 1. PROBLEM: The night shift is not as productive as day shift. Effect Questions to expose the pain. 1. 2. 3. 2. PROBLEM: Quality of our product needs to be more consistent. Effect Questions to expose the pain. 1. 2. 3. Exercise 3.6
  106. 106. 107 Effect Questions vs. Nail Down Questions EQ NQ 1 How would it help if you reduce your running costs by 35%? 2 What is the effect of slow connection on submitting the reports on time? 3 What is the impact of getting all your sales reports on time? 4 What is the impact of losing your back up files 5 Would you like to have your mobile invoices with all details explained? 6 How important is it that your remote sites have mobile access? 7 What other departments will benefit from access to the internet? 9 Are you looking for keeping your employees regularly updated about latest regulations? 10 What is the effect of reducing your sales force? Exercise 3.7
  107. 107. 108 Effect Questions vs. Nail Down Questions EQ NQ 1 How would it help if you reduce your running costs by 35%? X 2 What is the effect of slow connection on submitting the reports on time? X 3 What is the impact of getting all your sales reports on time? X 4 What is the impact of losing your back up files X 5 Would you like to have your mobile invoices with all details explained? X 6 How important is it that your remote sites have mobile access? X 7 What other departments will benefit from access to the internet? X 9 Are you looking for keeping your employees regularly updated about latest regulations? X 10 What is the effect of reducing your sales force? X Exercise 3.7
  108. 108. WWW.TRAININGCOURSEMATERIAL.COM 109 1. Participants will divide into teams of 3 people each to create 4 teams. 2. A customer profile will be handed out to all teams to review. 3. All teams will complete a Needs Assessment Questionnaire. 4. All teams will develop OPEN questions to prepare for 1st meeting with customer on the opposite team. 5. 1 participant will call on 1 participant in other team in private to ask questions to determine needs using the O.P.E.N format with 1 observer 6. After needs have been determined then each participate will rotate their turn to ask questions using the O.P.E.N. format. 7. Open debrief at the end. Exercise 4.1

Notes de l'éditeur

  • Trainer welcome:
    Welcome to Workforce Solutions Professional Sales Training.
    Thank you for being on time and starting the day off with a positive attitude.
    As you may know attitude can make a big impact on those around us – especially with customers.
    Explain: A potential customer generally doesn’t see us if everything is running fine. Logically if their operation is running smoothly with no problems, they don’t need us. In reality customers see us because they have problems, issues, concerns and some may have been in pain for a long time.
    They may be frustrated, fearful and doubtful and not very positive…for good reason. This why we have to begin helping our potential customers the very moment we meet them. One the first things you’ll learn about professional selling is when you smile, are upbeat and show lots of energy it is contagious and your customers will also feel better just because your are. Your energy is transmitted directly to the customer.
    So, let’s start right now and if you don’t mind, turn to each of your neighbours at your seats and say: Welcome to professional sales training, I’m glad you’re here and shake their hand!
    (after every one is finished greeting each other)
    Trainer asks: Can you feel a the positive energy….even just a little? Whether your giving it or receiving it, people absorb it and then reflect it to each other and that’s exactly what we need to do for our customers.
    Trainer says: It is a great day for sharing and learning. I’m excited we are here to share with year other and to learn about Professional Selling for Workforce Solutions.
    Once everyone is settled in their seats, go over your housekeeping ground rules:
    Mobile phones on vibrate, approximate time of breaks, other Ground Rules
    (Ask the group what other ground rules can we all agree on to ensure we have a successful workshop?)
    Training materials & Meeting Set-up: Professional selling skills slide deck, 3 x 5 Card Stock, Flip-chart & markers, Post-it notes, Copies of Workshop / exercise sheets, Projector & screen, tables arrange in U-shape or rounds.
     
     
     
     
     
     
  • Trainer says:
    There are three general objectives of this training session;
    Share what is going well and teach each other successful approaches. (We know there are good things going on and we want to share them)
    Where we need help to be more effective.
    How to apply professional selling skills and concepts in Workforce Solutions.
    This training session has been divided into modules for several reasons:
    Modules can be covered in any order specific to your training needs.
    Modules are easier to refer back to review one specific topic.
    Modules reduce information overload and can be easily adapted to your local needs.
    Other details about this training program:
    Content of this program is intended for employees of KCTCS and Workforce Solutions with or without previous sales experience.
    Content developed from input from WFS peer groups, and journals such as American Society of Learning and Development, Society of Human Resource Managers and Harvard Business Review and many others (listed at the end of this presentation).
    Best practices mentioned in this training program have been collected from KCTCS peer groups and WFS staff.
    All content is based on proven concepts not opinions.
  • Trainer Asks: What is professional selling?
    Explain : A professional sales person talks a lot less than their customers do.
    A Professional sales person is naturally curious. They ask well crafted questions that prompt the customer to talk and disclose their needs / problems / issues / pain / concerns.
    The professional sales person is an active listener because they know the more the customer talks the more they can understand their needs, concerns and pain.
    Professionals are patient and reflective as the customer talks and only offers solutions when the customer is ready for solutions.
    The least successful salespeople think that listening means “waiting to interrupt”
    The best salespeople ask more questions and listen effectively.
    The least successful salespeople present information too early.
    The best salespeople present information only after the customer fully understands the ramifications of their own problems and the benefits of a solution.
    You basically go into a customer's space, whether it’s in the customer's actual office, over the telephone, or in some remote location off site, and you not only uncover problems, but also you ask questions that make them realize that the problem they have been tolerating is now too big to ignore. Your job is to help customers make the decision to eliminate the pain….now.
    People do not buy what they need, they buy what they want. Most customers know they have problems and need to solve them but fail to act. Example: Many people may know they need to develop a healthier lifestyle but don’t do anything about it, until the consequences and pain are bad enough that they WANT a solution….now. The best study of life is how people will always act faster and do more to avoid pain than they will to gain pleasure. Thus, as professional sales people, we have to talk about consequences and pain with positive results if we expect customer to take action. It’s our job to motivate them to solve their own problems by helping them identify both positive consequences - the benefit of buying our product or service and the negative consequences of loss and pain if they don’t.
  • Trainer Asks: How many of you have ever seen or heard of a sales funnel?
    Gather input / comments / reflect.
    Trainer Says:
    The selling funnel is a formal selling process used by over 90% of the companies with sales organizations.
    A sales funnel is a visual representation of the steps required for prospects to become customers.
    How successfully a prospect moves down through the funnel depends on the salesperson’s ability to qualify the prospect to eventually become a customer.
    This process does not happen quickly in most cases.
    Sometimes prospects can take months or longer to move through the funnel.
    Some prospects never advance far enough in the funnel to become a customer.
    Here’s a visual representation of how the funnel works.
  • Trainer Says:
    A prospect is processed through the funnel by a sequence of questions and answers provided by the sales person.
    As the sales person develops the prospect, they move down through the funnel to the next step and may eventually become a customer.
    Note the funnel is large at the top and narrow at the bottom, because not all prospects become customers.
    In fact, less than 10% of prospects become a customer nationally for sales organizations.
    Why are existing customers so important = 80% of revenue is from existing customers.
    Trainer Asks:
    Where is the best source of revenue in the near term?
    What is your current strategy to manage existing customers?
    What is the revenue potential of existing customers?
    What are some indicators that an existing customer may need WFS?

  • Trainer Says: (click slide and let automation run)
    This is a example picture of what an active sales funnel may look like.
    It’s desirable to have several prospects at various stages in the funnel at the same time.
    Some just starting at the top and others further down as stages are completed.
    Some move down faster than others, others move out and some will stall.
    You’ll also notice this is not a linear process but more organic.
    This is why its important to have enough prospects in the funnel being developed at the same time, so that enough will actually become customers.
  • The sales funnel provides many benefits to the sales person and the customer.
    Helps turn prospects into customers
    Slowly moves prospect toward a buy decision.
    When & how to engage customers, learn about their needs, craft solutions, prepare proposal and gain agreement.
    Helps to track ROI.
    Aligns decisions & activities towards a logical outcome.
    Helps spot problems early.
    Helps to identify needed improvements in the sales process.


  • Trainer Says:
    The goal move a prospect through these steps to become a customer at the bottom of the funnel. By the time the prospect reaches the proposal stage, the sales representative already knows there is a big payoff because all the preparation and needs that have been identified.
    Precall – includes all the prospecting, planning, research and preparation. It can requires lots of time to get ready to see a potential customer. Many times prospects never make it past this stage for a variety of reasons.
    Trainer Asks: Can anyone describe similar experiences?
    Call – The call can really become three separate calls to the customer but not always.
    1 call to assess their needs. 2nd call to discuss potential solutions 3rd call to present a proposal for agreement.
    Post Call – the follow-up and CRM – customer relationship management.
    So now, let’s talk about prospecting.














































































































































  • Trainer Says: The gray questions might be completed in the prospecting or precall planning stage. Studies has shown that almost 80% of top sales people devote significant time to pre-call planning compared to only 50% of other sales representatives.
    Trainer Asks: Why do you think top sales representative conduct pre-call planning.
    What are the benefits of pre-call planning.
    What are the detriments of pre-call planning?
    (Flip chart all the input received from the group)
    Ask the group how much pre-call planning are they doing now?
    What aspects of pre-call planning seems unfamiliar?
    What parts of the pre-call plan do they want to know more about?
    WHAT ELSE SHOULD BE DONE prior to a call?
    Although not all these questions may be asked for every prospect, shortchanging these steps can reduce the chance for success later. Prospecting is at the foundation.
  • Trainer says:
    After completing the pre-call plan, the professional sales person is ready for the first call on the customer.
    What does a good first call look like?
    They have done their research on the company and know about their products, sales, mission, value etc.
    First impressions are crucial: The professional sales person is ready: Business attire, positive attitude and preparation and a smile.
    How SHOULD THE CONVERSATION BEGIN TO GET relationship started in a positive direction.
    Professional Sales people talk about 20% of the time and customer about 80% of the time.
    Categories of information needed should be identified before the call.
    You are an ACTIVE LISTENER and ask EFFECTIVE QUESTIONS.
    Your objective is simple: Learn all you can about the customer and their needs.
    After finding out the customer needs, do not offer specific solutions yet.
    Ask to return to present solutions.
    Why?

  • Trainer says: Present solutions w/ specific programs on 2nd meeting.
    Allows you time to consider the needs analysis from 1st meeting.
    Allows you time to research all the courses needed / type of training needed etc.
    Allows you time to consider if there might be additional emerging needs customer not be aware of.
    TRAINER ASKS: How should you conduct a 2nd meeting to discuss solutions? (flipchart input)
    Identify best suggestions from the group. Also suggest the following for the group to consider and make a decision to include or not.
    Summarize customer needs from the 1st meeting.
    Prioritize the most important needs first.
    Add insights to these needs and suggest other areas that may need additional focus.
    Verbalize training solutions by type and priority.
    Verbalize timeframe / logistics / number of people to train.
    Ask who else needs to be involved to move forward.?
    Offer to create a specific proposal are return within a week – who else will be there?
    Ask how they want the proposal prepared? Power point / paper / etc.?
    What else should be done?
  • Trainer says:
    Professional sales rep prepare proposals with specific information on needs to be addressed / solutions / timeframe / logistics and estimated cost.
    The goal is to gain agreement to the proposal.
    Trainer asks: Do you use a standard proposal? Do we need a standard proposal?

    Once agreement to the proposal has been achieved:
    1. May need to complete a KY TRAINS grant request.
    2. Need to complete and gain agreement to a detailed calendar. Why?
  • Trainer ASKS:
    After training solutions have been delivered, what should professional sales person do next? (gain input from participants and flip chart suggestions)
    Present feedback to customer about the programs.
    Discuss with customer how they plan to follow-up / reinforce training.
    Develop a plan to follow-up with customer and deliver Cust. Rel. Mgt.
  • Trainer Says:
    All information on left side of the funnel can be entered into Sales Force.com under headings on the right side of the funnel.
    Most of these steps are intuitive and for many already being conducted.
    Trainer asks: What are the benefits of having this process in the system?
    (flip chart possible answers)
    Suggest: If a manager leaves the department.
    A new manger needs to pick up exactly where left off.
    Captures success stories / case studies.
    Resource for specific information.
  • Trainer says: Read the bullets.
    Open up for discussion / flip chart input.
    Reputation of selling?
    Why professionals are different.
  • Trainer Explains : A professional sales person talks a lot less than their customers do.
    The least successful salespeople think that listening means “waiting to interrupt”
    The best salespeople ask more questions and listen effectively.
    The least successful salespeople present information too early.
    The best salespeople present information when they fully understand their clients’ problems and can see a solution.
    Trainer Explains : The core of this program is a professional selling approach:
    Professional selling is grounded in asking effective questions and active listening skills
    Identify needs
    Clarify the effect / pain
    Motivate customer to WANT a solution.
    1. What people need is a logical decision and what people want is an emotional decision.
    2. Emotional decisions are driven by the need to avoid pain and the need to gain pleasure.
    3. People will do more and act faster to avoid pain than they will ever do to gain pleasure.
    4. If we expect customer to make a decision, we have to sell consequences or pain before selling the customer a solution.
    4. Solutions to address pain are adopted by customers first.
  • 17
  • Trainer Says: Have you ever seen these quotes before.
    Slightly different words but generally mean the same.
    These quotes apply even more so to customers. (Next slide)
    Another way to explain the wisdom of this quote is that people don’t really appreciate what you say until they can trust you.
    Once a customer trusts you, they will listen, believe and agree with you because they are convinced you are acting in their best interest.
  • Trainer says: Customers really don’t care what you are selling, until they are sold on how much you care.
    Why does this happen with sales people?
    It’s easy….they talk too much and place their needs first.
    Come across as a know it all.
    Talk and the customer listens
    May not have anything different than your competitors or what’s on the internet
    Sell for a need the customer may not care about.
    As you know, many sales people use this style of selling all the time.
    Bottom Line: Professional sales people demonstrate different behaviors. They are genuinely interested in the customer, their business, their needs, goals and challenges.
    Activity / Group input / Flip Chart
    Trainer asks: How does WFS Sales Professionals show customers we care?
    Flip Chart Answers: 1,2,3,4,5,6,
    Trainer Says: There are two tools that tell the customer the professional sales person cares about their needs. (next slide)
  • Listening and asking questions are the two critical skills all professional sales people know how to perform very well.
      Trainer says: These are the skills no sales person can survive without
    1. Ensures you and your customer have a mutual understanding of the goals, objectives, problems.
    2. Tells the customer you care about their needs.
    3. Sets the stage for you to present solutions that the customer will want.
    Without mutual sharing, none of this is possible.
    If you or the customer derives benefits at the expense of the other, it will only be good for one of you. The loser will be disappointed and less inclined to do business with the other ever again.
    Loser will probably see other business partners.
  • Trainer says:
    After completing the pre-call plan, the professional sales person is ready for the first call on the customer.
    What does a good first call look like?
    They have done their research on the company and know about their products, sales, mission, value etc.
    First impressions are crucial: The professional sales person is ready: Business attire, positive attitude and preparation and a smile.
    How SHOULD THE CONVERSATION BEGIN TO GET relationship started in a positive direction.
    Professional Sales people talk about 20% of the time and customer about 80% of the time.
    Categories of information needed should be identified before the call.
    You are an ACTIVE LISTENER and ask EFFECTIVE QUESTIONS.
    Your objective is simple: Learn all you can about the customer and their needs.
    After finding out the customer needs, do not offer specific solutions yet.
    Ask to return to present solutions.
    Why?

  • Trainer says:

    This slide tells us that at best we can remember ½ of what is said.
    Case in point: Has this every happened to you?
    You’re having trouble finding the right route on a car trip due to construction.
    Maps and the GPS is not helpful.
    Stop at a convenience store to ask directions (very busy).
    Stood in line and waited turn to ask questions. (People behind you, waiting)
    Attendant was polite and described directions (seemed very clear).
    One of the people in line behind you, gives you some more advice.
    How are your feeling? Do you know what to do?
    You get in the car, kids in the back seat are tire and fighting, your spouse is trying to keep things calm and focused. You say everything is fine, I found out where we need to go. You tell the kids to be quiet …now so you can think about the directions.
    You start to drive and after 15 minutes you realize that something is wrong and your lost again.
    What happened here?
  • Trainer asks: Do you find yourself doing any of these behaviors?
    Trainer asks for feedback:
    Ask participants “Please raise your hand if you have ever exhibited one or two of the behaviors on this slide?” How many of you have exhibited one or two of these behaviors in the last week?
    Trainer Says: As you can see, any one of these behaviors undermine trust, relationships and create a negative impression of sales people.
    Explain: Listening means you're having a conversation with your customers—a dialogue, not a monologue. If the customer's talking more than you're talking, your conversation probably is centered on the customer's world. That's a good thing, because it means you don't have to tell the customer everything you know about your product or company—only what's relevant to his needs.  (click to show first animation cloud)
    Imagine the impact on customers when you dominate the conversation with a product-focused monologue. It signals that your agenda is more important than theirs. Think about this rationally. You're asking someone to spend money with you because you're special. Contrast that with the salesperson that listens to customers, understands their needs, and recommends they invest in a solution because it's the best remedy for their pain.
    Explain : Many times this happens because the salesperson has been conditioned to believe that they must get their canned pitch said as quickly as possible. It happens automatically, like your brain is on cruise control as you wait for your customer to take a breath so you can jump in. (click to show second animation cloud)
    Do you jump in and finish their questions?
    Explain : We sometimes finish someone’s thoughts and even interrupt to show how good we are. We know more about what people need than they do and we give our advice freely. We mind read what others are thinking and tell them the answer. Many of us do this and never realize it is going on, but this could be the reason your prospect never calls you back.

  • Trainer asks:
    Do you frequently interrupt? (click for cloud animation)
    Explain: We know exactly what they should do and we are losing our patience listening to them go on and on. This type of thinking will set up the situation of not giving your client an opportunity to let you know their problem, because you are in a judgment mode. Rarely do your customers or prospects trust this type of exchange.
     
    Are you thinking about your answer rather than listening? (click for cloud animation)
     
    Explain: The main issue and the most common barrier to effective listening is mentally preparing our answer while the other person is speaking. If we are silent, attentive and perceptive we can tune in to the speaker's gestures, subtle meaning, inner feelings and unstated messages.
    Make the point : The key fact about listening actively is that it is an active and not a passive process which means you have to put some effort into listening. Just being aware of the sheer difficulty of listening and noticing the differences between hearing and active listening will take us part of the way.
    We speak at around 100 – 125 words per minute, but think at around 500 words per minute. This means that we need to concentrate on what is being said and the meanings, in order to stop our thoughts from straying. This is the essence of Active Listening. Here are some key tips for active listening :


  • Barriers to Active Listening
    Interrupting – knowing the answer
    Trying to be helpful
    Seeing discussion as competition
    Distraction - red flag words – emotional triggers
    Gap searching
    What else?

  • 27
  • Trainer Says:
    Even professional sales people can develop an attitude that they are just about perfect in every aspect of their job and have examples to prove it.
    Fact is nobody is perfect. Perfection is to be strived for but never really achieved.
    The best professionals are focused on personal self development or continuous improvement.

    So, let’s look at a tool that will help you gain some insight on communication skills.
  • Trainer says: Do not talk much—listen.
    Focus all your attention on the person speaking.
    If you are in sales or customer service, notice what percentage of the time clients talk compared with the percentage you talk.
    If you are selling, an 80/20 split (the client talks 80 percent of the time and you talk 20 percent of the time) is appropriate for your first client appointment.
    If you are in customer service, the split is probably 85/15.
    What is most important is to let clients speak first and to hear them out.
    A good rule of thumb- Keep your comments to a few words and never more than a sentence. If you speak more than 1 sentence at a time, your probably talking too much.
  • Trainer says:
    Non-verbal communication also "speaks" loudly
    While the other person is speaking, forget any pitch or response you may have.
    Don’t be thinking, “I can’t wait till he/she stops talking so I can tell him about this.”
    Many of us fall in this trap, while the other person is talking our mind is busy thinking of our response so we stop listening.
    Clear your mind and make a genuine effort to hear what he/she is trying to convey to you.
    Listen generously by giving the other person your undivided attention—no ringing telephone, no interruptions, no accepting other telephone calls, no putting a person on hold to answer another call.
    While the other person is speaking, forget any pitch or response you may have. Don’t be thinking, “I can’t wait till he/she stops talking so I can tell him about this. Do not fall into the big listening trap and let your mind get busy thinking of your response while the other person is talking.
    Listen! Clear your mind and make a genuine effort to hear what he/she is trying to convey to you.
    Listen generously by giving the other person your undivided attention—no ringing telephone, no interruptions, no accepting other telephone calls, no putting a person on hold to answer another call. do turn off your cell phone when you are with your customers.


  • Trainer says:
    Although there are many benefits of using these encouragements there are some detriments of using too many.
    Can be interpreted you are agreeing with the speaker.
    Can be interpreted you want them to speed up and talk faster.
    Can be interpreted you want to say something / interrupt etc.
  • Trainer says:
    People's tone of voice or body language will convey more than their words.
    Pay attention to the other person's voice tone; it will tell you quite a lot. Is he/she happy, sad, angry, peevish, noncommittal or upset? For example, if he/she sounds harried when you call, you might be better off acknowledging how busy he or she seems and asking for a better time to talk.
    In face-to-face meetings, what is the other person's body language telling you? People communicate not only with words; they also send messages with their bodies. The next time you are meeting a customer or a potential customer, notice the following:
    Are his/her arms folded across his chest?
    Is he/she looking out the window or otherwise failing to meet your eye?
    Is he/she tapping his fingers on the desk or constantly looking at his/her watch?
    Is his/her body posture open and receptive to your message?
    Is he/she smiling?
    Does he/she stand and smile to greet you? Does he/she clasp your shoulder?
    Is he/she leaning toward you?
    Does he/she appear relaxed?
    Groups of non-verbal expressions, gestures and movements in clusters provide a reliable indicator of the message and the intent.
    When behaviors and gestures fit together, they form a unified message that cannot be ignored.
    Therefore an effective communicator requires that verbal messages be reinforced by non-verbal clusters of behaviors of body movements.
    It has been proven that tone of voice or body language convey more than words.



  • Trainer says:

    Take Detailed Notes
    This a great strategy for improving listening, and one of the most effective. Taking notes not only can you refer to your notes if you forget some details of a conversation, you can also improve your memory through the act of writing.

    Trainer Asks:
    How do you capture notes?
    Where do you record notes?
  • Trainer says:
    5. Repeat What You Think You’ve Heard ( Paraphrase)
    A summary in your own words of what you were told.
    Demonstrates listening, creates empathy and establishes rapport because it is evident that you have heard and understood.
    Usually, begins with the words, “Are you telling me…” or “Are you saying…” Paraphrasing also clarifies content, highlights issues and promotes give and take between you and the subject. It tends to make the subject a better listener.
    “If I heard you correctly, you would like me to . . .” or “Did I understand correctly when you said you wanted . . .” If you have not heard the other person correctly, he or she will tell you so. Here you are doing two things :
    1- Develop a greater and deeper understanding of the other person's needs.
    2- You are also telling the other person and assuring him/her that you fully understood what he/she is telling you.



     
  • Trainer Says:
    This is the technique of repeating the last word or phrase and putting a question mark after it.
    This provides very exact responses because you are using the subject’s own words.
    Reflecting or mirroring asks for more input without guiding the direction of the subject’s thoughts and elicits information when you do not have enough to ask a pertinent question.
    It is useful when you are at a loss for words and it provides an opportunity for the subject to think about what you have said.
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  • Trainer Says:
    The only way to become a better listener is to practice "active listening."

    This is where you make a conscious effort to hear not only the words that another person is saying but, more importantly, try to understand the complete message being sent.

    This is also where you make a conscious effort to apply the skills and behaviors of active listening including body language.
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  • click to display the answer : "The person who asks the questions"
    Trainer Says: It's true isn't it ? In any conversation the person who asks the questions is the one in control of the flow of the conversation. You as a professional sales person should be controlling the conversation with your customers and steering it into the direction you want through your questioning.
    Make the point; The person who asks the questions controls a conversation. questions put you in control of the situation because you are the one who is guiding or controlling what everyone else thinks about.
    Exercise : Go around the room and ask each person, one at a time, their favourite colour, then towards the end, change the word colour to “flavour”. See if the person catches the change or just responds with “red.”
    Make the Point: Point out that they were not prepared to answer that question, because they were thinking about their favourite colour. You had been controlling their thoughts.
    Make the Point: Asking questions will show others that you are hearing what they are saying, and it will guide the conversation in a direction that will give you all of the information that you need to solve their issue/s. By asking the right questions, based on what the person is telling you, you will not only learn more about what they need, but you are working to build rapport with them, which ultimately helps to send the message that you care about what they’re saying and their needs.
  • Tell : Asking questions is 3 times more persuasive than presenting information".
    The best salespeople ask more questions and listen effectively. The least successful salespeople think that listening means “waiting to interrupt” . 
    Open questions
    Are those questions which cannot be answered with a simple yes or no, but require the customer to give more information. They generally begin with words like `how' and `what' or `tell me' and have the effect of `opening' the customer up. The most effective questions are open questions, closed questions and follow up questions.
    Open questions are useful because they enable us to do several things: • Establish rapport • Open up particular topics • Discover how customers feel
    Closed Questions
    Closed questions can be equally useful in the sales process because they enable us to gain specific information. Closed questions bring responses that arm us with facts or specific yes/no opinions.
    Examples of closed questions:
    Did you remember receiving our literature? How old are you? Do you still live at 283 Beach Blvd.?

     
  • Getting Customers talking
    Trainer Says: Now let’s look at how we get the customers to open up, to start talking about themselves and their issues and challenges. As soon as they start talking to you, you can start to build up a mental profile of what they need and what products suit them best.
     Ask the group to come up with some examples of Open or TED questions (Tell, Explain, Describe) that will help them understand the customer’s needs.
     Flip chart the answers and if necessary prompt:
     1- Get them talking about themselves using the following open questions because they will love it. Everybody loves talking about themselves.
     -What
    -Why
    -Where
    -When
    -Who
    -How
     
  • Trainer Says:
    Use TED Questions to get them to open up even more
    “Tell Me about ….”
    “Explain to me more about ….”
    “Describe to me how …..”

    Tell: These are all open ended questions that can help you get your customer to open up and talk more which is exactly what we want to do in when we are selling, but to do this in a more structured and professional manner, we will next go over the different types of OPEN questions we can use by going through the OPEN question selling technique which is a powerful sales questioning model that is very effective especially in high value sales.
  • Trainer Asks: What does a doctor do ?
    Trainer Says:
    Asks questions & notes history and symptoms
    Examines the body i.e. Lung, heart, ears, throat, skin and body as indicated.
    Discusses findings with patient - Diagnoses problem
    Consider best solution
    Discuss and agree on treatment with patient.
    To do all this doctors tend to ask you a lot of TED and open ended questions – what exactly were you doing when you first noticed this? How exactly does it make you feel?
    In this sales questioning model (OPEN Question selling) we want you to take a somewhat similar approach to that of a doctor. Doctors ask a lot of open ended questions to get you to talk more about your problems so they can diagnose it accurately. A professional sales person uses a similar approach>
    Note history and symptoms – listening to the perceived, stated problem for example : I need to be able to contact my children after school regarding picking them up from school
    Check the body – ask questions around the issue – how many children?
    Diagnose problem - e.g.. So you need to be able to talk to your children every day, 4 calls at a certain time in the day – afternoons mainly
    Consider best solution – We have a family package which has 500 free minutes per phone per month
    Discuss and agree treatment – if you all have this package, you have the cheapest option available, which will allow you all to speak to each other and co-ordinate pickups and identify your locations easily etc…
    Trainer Says: Consider yourself as a doctor, your job is to ask questions to try to find out what the Patient (customer’s) problems are and we will give you the questioning tool to do just that.

  • Operational ˃ Probing ˃ Effect ˃ Nail-down / pay-off
     This powerful questioning technique is used by professional sales people across all industries and has been proven to generate both high sales revenue and highly satisfied customers. Does this surprise you?
    OPEN Question selling technique
    Trainer Explains: This sales questioning technique is all about asking questions in a particular order so that you lead both yourself and your customer towards a mutually beneficial solution by finding out his/her needs and providing them with the best possible product that matches those needs.
     Think of the technique as instructions on how to manage a business conversation.
    It can be used in your personal life as well, especially when you want to sell an idea or a solution.
     These types of questions asked in a specific sequence will allow you to do the following:
     
    Better understand your customer’s situation & increase rapport and trust.
    Uncover the main problem/find out needs
    Help customer understand the effect / pain the problem is causing.
    Help the customer discover the payoff for buying your solution/product.

  • `Trainer Says:
    Operation questions solicit data and facts in the form of general background information. These questions are used early in the conversation to provide salespeople direction to fully develop the customer needs.
    Operational questions can be open or closed . These questions are vital to start drawing out information and gaining customer trust early in the relationship.
    Factual information about customer’s current operation.
    Does not seek conclusions or problems.
    Information that describes the customer’s business.
    Prepared in advance from research and pre-call planning
    Examples of Operational questions -  
    How does your business operate?
    How many employees do you have?
    Where are they located ?
    How do you connect all locations together?
    What is a typical day like ?
    Tell : The purpose of operational questions is to establish a context or starting point for exposing or understanding customer problems. Once you know general information about the customer and their way of life or how their business operates you can then begin to see where problems may exist now or in the future.
     Key Point: Operation questions are essential but should be used in moderation. Too many fact finding questions may bore the customer or even irritate them if they feel interrogated.
  • `Trainer Says:
    Operation questions are generally open ended and closed questions are to confirm basic information. These questions are vital to start drawing out information and gaining customer trust early in the relationship.
    Factual information about customer’s current operation.
    Does not seek conclusions or problems.
    Information that describes the customer’s business.
    Prepared in advance from research and pre-call planning
    Examples of Operational questions -  
    How does your business operate?
    How many employees do you have?
    Where are they located ?
    How do you connect all locations together?
    What is a typical day like ?
    Tell : The purpose of operational questions is to establish a context or starting point for exposing or understanding customer problems. Once you know general information about the customer and their way of life or how their business operates you can then begin to see where problems may exist now or in the future.
     
  • 47
  • Trainer asks:
    Who can identify the operational question?
    Who can tell me why the other examples are not operational questions?
    Example :  
    - "Would you like to transfer that technology to a different department?"
    - "Are you happy with your current situation?"
    - "What can you tell me about your current business situation?"
     Of the three questions, only the third one is an operational question.
     Effective operational questions have a clear purpose and they should all lead into problem areas. Each one should relate to a problem that your client may have and that your product/service can solve.



  • Trainer: Review answers one by one with group at the same time.
    Or Have each individual complete answer or have groups complete.
    Recommend to call on individuals to answer and explain.
    Rationale: Need to have people participating as much as possible to ensure understanding and learning.

  • Trainer Asks:
    Let’s do this again as a group.
    What’s the answer to the first question – ask for volunteers to answer
    Continue for all the remaining questions:
  • 52
  • Trainer Explains:
    When you have asked the right operational questions and have been listening to the customer’s answers, you should be able to connect a probing question to at least one area of potential dissatisfaction.

  • Trainer Says:
    Standard flow of questions to probe for problem are shown here.
    Confirm what you heard the customer say about a situation / operation.
    Probe to see if there are any problems they are experiencing.
    If a problem is shared, then ask another probing question to define the problem.
    The problems discovered in the Probing stage are the foundation for the rest of the sales call.
    Suggesting a solution here is too early because the customer may think the problem does not cause enough pain to find a solution.
    The professional sales person asks more questions to see how much impact the problem is having and based on customer’s response.
    Probing questions should be leading to a solution that you are already thinking of but you are asking questions to check your assumption and you should be ready to change your assumption if the customer’s answers make it clear you to change your assumption to another potential solution.
    Make the point : It’s vital to remember that asking probing questions is a process of developing needs in the customer's mind. No matter how clearly you see the need, unless the customer sees it, it doesn't exist! Telling the customer they have a problem is faster but also much less effective because the customer simply may not agree with you.
    Your questions must be geared to the speed of the client's thought process to see their needs and their problems for themselves. The smoother the connection between your initial operational questions and your probing questions, the easier it will be to have good customer rapport and ultimately the easier it will be that the customer will see not only do their have a need / problem but that it needs to be solved sooner than later.
    Professional Sales People are masters and helping customers understand their problems.
  • Trainer Explains:
    And as we said before, connecting them to the customer takes the edge off and turns what could sound like an interrogation into a friendly chat with a professional salesperson who is actually listening to customer needs and providing solutions.

    The technique is simple where a professional sales person to probes customer operations for problems that can be solved with product or service .



  • Trainer Asks:
    Let’s cover these questions as a group. Who can identify the first question?
    Continue for remaining questions.

  • Trainer Says: The implied or suggested needs gained from problem / operational questions are not usually enough to gain the sale.
    Even when made aware of a problem, buyers often believe that a particular problem does not cause enough negative consequences, to warrant efforts to solve it.
    Successful professional salespeople help the customer realistically evaluate the full impact of the problem through effect / impact questions.
    They “activate” the customer’s interest in solving discovered problems by helping them gain insight into the true ramifications of the problem that is in fact significant.
    By definition effect questions make the customer uncomfortable. Be careful not to offend or upset.
    Help to make the customer (and the seller) aware of potential consequences if steps are not taken to remedy immediate problem.




  • Trainer Says: Reads the slide and then says…
    Effect or pain questions show the negative impact of a problem so that the customer feels the need to find a solution.
    Several effect questions may be needed before moving on to solutions to ensure the full impact of the problem are fully understood.
    Shortchanging this step reduces the need to solve the problem.
    Patience in fully exploring this step increases the need to solve the problem.
  • Trainer Says: Here is a graphic of why effect / pain questions are extremely powerful.
    Multiple effect questions inquire about increasing levels of consequences, implications or effect of a buyer’s problem. An effective sales person asks effect questions to develop the customer’s pain to the point where it gets so big that the customer WANTS a solution sooner than later.
    KEY POINT: The more pain that is uncovered the bigger the problem and the bigger the need for a solution – which opens the door to talk about your products and their benefits.

    Make the point : It can be a big mistake to assume that customers are always aware of their problems and the impact on the organization. You can avoid that error by asking probing questions to bring areas of dissatisfaction to the customers’ attention. A second major error is making the assumption that the customer has given thought to the effect that a problem has on himself or on his business. Effect questions take each problem and place it under a microscope for further examination of its consequences. These questions ask what will happen (pain) if this problem remains unresolved?
  • Trainer Says: Effect questions are the most powerful questions of the OPEN Question Selling Technique because they give the customer the “headache” that makes them feel the need to find a solution. The whole reason for asking effect questions is to make the problem too big to ignore. And this is really where the magic of sales comes in.
     
    You basically go into a customer’s space (virtually!) to make them think about the effect of doing nothing. These questions help them to visualise - whether it’s in their office, on the road, or at home and you not only uncover problems, but also you ask questions that make the customer realise that the problem they’ve been chugging along with comfortably is now too big to ignore.
     
    Benefits of Effect questions :
     
    Tell: There are two great benefits from asking good effect questions
     (1) It helps the customer see how a problem is affecting his/her life/work/family
    (2) It helps identify which problems are having the greatest impact.
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  • Trainer Says: Nail-Down Questions / Outcome questions / Pay-off questions lead a customer to think about and develop a solution to their problem. Your job is to help the customer become aware of the extent of their problem and acknowledge the benefits of using your products/services
     Pay-off questions are more effective when asked with an open heart, backed up by warm body language and showing that you sincerely want to help the customer. These questions asks the customer to think about and clarify the importance of finding a solution to their problem.
     Trainer Says: Usually sales people uncover the problem and then move in for the close. The problem with immediately telling your customer your solution is that it does not give the customer the opportunity to think for themselves about the benefits. Pay-off questions, however, build the solution up so that the customer really want to know what it is. In other words you are asking the customer to uncover the PAY-OFF of finding a solution.
    Good pay-off questions helps to build the solution so that the client WANTS IT AND WANTS IT NOW.
    In other words you are asking the client to uncover PAY-OFF for themselves.
  • Trainer Says:
    Professional sales people use these questions to refocus from problems to solutions.
    The goal is to get the customer to think about the positive benefits from solving the problems.
    Top sales people effectively incorporate a higher number of need-payoff questions into their sales calls than do less successful sales people.
  • These questions are used to let the customer tell the salesperson the benefits of solving the Problem. By doing so, the customer is reinforcing their importance of solving the problem and reducing the number of objections from that might be raised.
  • For example: After a customer shares their frustration with suppliers being late with deliveries and the negative impact it is having on the organization.
    Question: If suppliers were never late with deliveries, what effects would that have on your organization. Ans: It would run smooth at a lower cost…
    Question: What would be the PAY-OFF on your business if suppliers consistently made deliveries on time to meet the expectations of customers? Ans: Happier customers, more $$.
    In this example the salesperson asked questions to help the customer understand what life would be like without the problem. This customer sees the value or pay-off a solution will provide.
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  • Trainer asks: Participants take turns reading aloud the examples on the slide.
    Trainer says: PAY-OFF questions don’t just lead you to closing the sale, but also they actually help your customers realize the value of their decision and feel good about it.

    Not only that, when other people ask them why they made that decision to buy, they will remember the value and the importance of the product because they were the ones who, in fact, had to think about it and verbalize it to you!

    So when you ask a pay-off question think of it this way:
    You are helping the customers to make the best decision possible because they realize the value and the importance of this decision which makes them feel very good about it.

    Link: OK so lets pull all these together in an exercise.
  • Trainer says:
    After completing the pre-call plan, the professional sales person is ready for the first call on the customer.
    What does a good first call look like?
    They have done their research on the company and know about their products, sales, mission, value etc.
    First impressions are crucial: The professional sales person is ready: Business attire, positive attitude and preparation and a smile.
    How SHOULD THE CONVERSATION BEGIN TO GET relationship started in a positive direction.
    Professional Sales people talk about 20% of the time and customer about 80% of the time.
    Categories of information needed should be identified before the call.
    You are an ACTIVE LISTENER and ask EFFECTIVE QUESTIONS.
    Your objective is simple: Learn all you can about the customer and their needs.
    After finding out the customer needs, do not offer specific solutions yet.
    Ask to return to present solutions.
    Why?

  • A diagnostic tool for determining what training needs to take place.
    A survey that gathers data to determine training needed to help individuals and the organization accomplish their goals and objectives.
    A process to review employees and organization’s skills, knowledge and abilities to identify any gaps or areas of need.
    A collection of Information to determine training objectives and measures of success
  • Please rate the attributes of the TOP 20% Sales Professionals.
    Option 1: Complete exercise in teams of 2 or 3 people each
    Or
    Option 2: Complete exercise individually.

    On flip chart draw grid 11 boxes across and 8 boxes down.
    Label left 1-7 boxes in left column with words from column above.
    Label row 1 boxes from Low to High across 10 columns.
    Ask each group / individual to write in their choices on the flip chart.
    Calculate the average score for each attribute based on the entries..
    Debrief the group answers compared to ACTUAL correct answers.
    Initiate a discussion of why the answers are different than what may be expected:
    Professional sales people have different skills than non-professionals.
  • Trainer says: So , if we are looking to become the best in town, first lets imagine what that best attitude, skills and knowledge for WFS sales person.
    Activity: - Attitude, skills and Knowledge- ASK Model for the Ideal WFS sales person
    Instructions: Draw circle in each of three flip charts & label each circle with either Attitude, Skills or Knowledge.
    Split the class into groups, Issue post it's for each group.
    Group one will come up with as many ideas as they can about the Attitude a WFS professional sales person should have ,
    group two will come up with as many ideas as they can about the Skills that a WFS professional sales person should have while
    group three will think of what kind of knowledge a WFS professional sales person should have.
    Ask the groups to write one idea per post it . Give the groups 10 minutes to come up with their different ideas and then come up to the front and stick the sticky post it notes on the in the respective circles.
     Notes for trainer : Debrief and discussion The recommended method of debriefing this activity is to go over each of the post it notes for attitude, skills and knowledge by each of the teams. Discuss each item on each post it note and encourage everyone to participate. For example : Ask questions like what do you think about the placement of this post it note ? Help the group narrow down the list to the critical few for each circle.
    Narrow down descriptions for ASK and gain agreement to top 3-4 descriptions for a WFS SALES PERSON. Then ask the class to write down these attributes on the left side of a paper and then rate their own competence from 1 = Poor 2= Below Average 3 – Average 4= Above Average 4 =Excellent
    Group to hand in their self ratings to instructor. Instructor calculates & prioritize combined rating for each attribute. Highest priority of training focus should be on the lowest average rating for each attribute.
    :
  • Trainer says:
    We now can learn a great deal about a person just by observing their behavior. Depending on the situation we may control the words we use but our behaviors give us away.
    Think of all the events through history how famous people say one thing, but find out later it was false and their body language was missed.

  • Trainer says: This is a 20 question self assessment tool of our communication skills.
    All you have to do is x the box at the right from 1 = never to as high as 7= Always or in between.
    After everyone is finished then add up total score.
    I will provide you a scoring tool to evaluate your score.
  • Review ranges for scoring.
  • Trainer Says: Here are additional sheets to record your answers.
    Trainer says: After everyone has completed the exercises, we want to debrief some best practices.
  • Trainer Says:
    The key to learning new skills
    1. practice the skill.
    2. receive coaching on the skill.
    3. implement improvements.
    So we have some exercises that will help you learn active listening skills in groups, one on one and individually. The first exercise is to practice active listening skills in groups by writing out responses to cases examples.

    Instructions for Trainer:
    Assign all people into groups
    Hand out blank forms for groups to write out responses
    Hand out copies of cast study vignette's.
    Debrief by having groups read off their responses then other vote on the best.
    Collect the best responses to create a list of “best practices” of group.
  • Trainer to have additional copies.
  • Trainer Says:
    The goal of the next exercise is to role play in groups to begin practicing active listening skills.
    Groups of three are recommended for this exercise. Each group will select one of the cases in the next slides.
    1 person will play the role described in the case.
    1 person is the “listener”.
    1 person is the evaluator.
    Each group conducts their selected case at the same time.
    The group reads the case and the speaker takes over with comments and the listener responds.
    The observer checks the boxes on the evaluation form when specific active listening behaviors are observed.
    Each person on each group rotates all roles as many times as they want.
  • Importance of Questions Exercise – Battleship
    <<Note to trainer: Do not give away the point of this game until after it is over. Do not make a big deal out of it; merely say that “Now we are going to play a game”. >>
    Divide the class into 3-4 teams
    Tell each person to turn to the Battleship grid (given to them by trainer)
    Explain that they are playing battleship. Ask each team to agree on one square where their ‘battleship’ is located
    Each team is allowed 6 closed-ended (yes-no answer) questions. The 6th question is the final guess
    Each team will be trying to sink the other team’s battleship.
    Give the teams 10 minutes to develop a strategy as to how they will approach sinking the other team’s battleship
    Run the game with each team taking turns asking questions
     Ask the group : When the game is completed, ask the group how the game could be changed so that the battleship could be discovered in one question. << The answer is – Ask -Where is your battleship?
    The point from this activity: Questions are a very powerful communication tool . Properly utilizing their full power will significantly enhance your communication skills. Use open ended questions often to get the other person to talk more giving you more information and the more information you get means the more power you get.
    Recap by reiterating the importance of using the power of questions and how asking questions not only ensures you are getting all the right information and facts straight avoiding any misunderstanding but also can build better rapport with others. with every question you ask about the other person or the other person's situation, you are sending them messages that shows them that you care about them or about helping them with what they require in addition to maintaining control of the conversation just like all professional communicators do.

  • Trainer: Follow directions on the slide.
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  • Trainer reads directions on slide:
    Ask teams to suggest typical operational situations they hear.
    Write down operational scenario.
    Write down problem area in the scenario.
    Flip chart three operational scenarios – not the problem.
    Ask teams to select one scenario and role play to see how many probing questions it takes to uncover the problem.

    Make the point : Now that you uncovered with your probing questions a couple of dissatisfactions that a customer has and you are feeling great. You would think that now would be the perfect time to jump in with your solution and close the sale. Actually this is not the best way to advance the sale.
     
    What professional sales people do is hold up and not offer their solution right away and instead ask Effect questions " Does this problem lead to increased cost?" and "As a result of this problem, do you have more customer complaints?"
     
    Why should you ask Effect questions first ? Because effect questions dig their way into a problem and uncover all kinds of issues and consequences that the customer never thought of. In other words, without effect questions, the customer just has a single problem, but with this type of questions, the customer realizes there are multiple issues to be resolved. Let's go deeper into Effect questions to understand them further.
     
     
  • Trainer Asks
    Each participant to write out effect questions.
    Debrief by asking for volunteers to share answers.
    Identify and discuss best effect questions and why?
    KEY POINT:
    The best effect questions stimulate customers to understand the PAIN of their problems and the how this pain is impacting them. Effect questions are designed to make the customer feel uncomfortable.
  • Trainer Says: Now that we have covered all the steps of the OPEN question technique, let’s try to tie it all together with some examples.
    Please keep in mind that if this is new to you, it’s ok. Rest assured that this technique is highly effective and used by almost all professional sales people.
    Remember also that professionals are listeners not talkers. They know that the customer does not want anyone to tell them what to do. Professionals know that
    Customers want to be in charge and merely need help. That’s all there is to it. So, let’s see how natural it is to use the OPEN technique.

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