Solomon Bruce Consulting Blog
Friday, October 7, 2016
In business, we often hear that nothing happens until a sale is made. Simple, at first blush. But, how exactly does one “make a sale?”
I believe there are three key components that create an opportunity to make a sale – each and every time.
Of course, the customer has to have a need for the product or service that you provide or an interest in the product or service. So assuming that a prospective client has the need or at least an interest, here are the three factors that can, I promise, turn into a sale.
1. A Sincere, Warm Smile
Nothing can catalyze an interpersonal relationship with another human being like a warm, sincere, friendly smile! Smile at an individual, any individual, and watch the result. Most individuals do NOT expect that you will smile at them. If you do, most times, they will smile back! When someone who is not expecting a smile receives one from you, he/she probably wonders why. Is it just human nature? Whatever it is, everyone likes (consciously or unconsciously) to be on the receiving end of a genuine, warm smile. Try it; you will not be disappointed! Smiling is the first key to establishing rapport with a prospective customer.
2. A Sincere, Firm Handshake
After you have initiated a sincere, warm smile, provide a firm handshake. No, not a bone crushing test of your strength, but a nice handshake that says, “Welcome." I am glad that we can visit for a few minutes!” What this tells the prospective client is that you are real, sincere and interested in listening to them describe their life, challenge or product need. Whatever the circumstances, each of us has product needs that we are trying to address. It may be that no one has ever offered a way to address that need, but it’s still there. Sometimes, needs are such that we may not know exactly what it is that we need. But we do know that something is not right, and we need some help.
The handshake indicates willingness to help.
3. Sincere, Attentive Listening
If you’ve done a good job with your smile and handshake, you’ve set the stage to listen to the other individual describe his or her “pain point(s)” that surely illustrate a need. With the rapport you created, you’ve granted them permission to talk, to share their thoughts. Let them do the bulk of the talking and listen, really listen to what they have to say.
Something I learned many years ago while on active duty in the Air Force was to learn five simple factors about each of the folks that worked for me. I had to work at it, actually, but, with practice, I was soon able to cite five facts about each individual. When you are trying to sell something, you must first listen so you can identify needs. He or she may take the conversation in a wide variety of different directions. But you’ve fulfilled a need by just opening your ears to them: most people really want someone to talk to.
Through active listening, by the end of the conversation you will have gained enough insight (business intelligence) to uncover those pain points in the prospective client and how you can help relieve them. So now you are able to identify if you can help. It will become clear how you can help, what product or service you might provide that is of benefit, what the cost would be and when you could begin to provide the service or deliver the product.
In many Middle Eastern and Asian countries, such a listening process may take more than one or two meetings. In some cultures, it is very important to get to know the individual with whom you may do business with. Hence, you have to go slowly as you begin and wait a bit to talk business. You may not get a sale opportunity during first conversation. In fact, it may take several before the client is ready.
For many, this is hardest part of this process – the listening phase. Most people want to hear the tone and melody of their own voice, not listen to another person’s voice. So remember, let the other person do the talking. Through careful listening, you will divine the need that is present.
So there you are. Three components to take you to your unique opportunity to close the sale. You’ll note that all three have an important adjective attached: Sincere. None of this works unless the smile is genuine, your handshake means well and you truly listen and are interested.
Give it a try. Take your time. And remember: Sincere smile, firm handshake and listen. Your patience will be rewarded as you reap the culmination of this natural sales cycle, which is that opportunity to ask for the sale! Trust me: Results will appear!
Thursday, July 21, 2016
In today’s world, many new employees under age 30 default to thinking that the new boss is a new friend. The casual workplace reinforces the situation. And millennials’ personalities add to the challenges. Studies suggest that millennials have issues with a superior’s tone of voice in which, with the need for constant feedback and for positive reinforcement. This generation expects extra compensation for any extra effort and gets frustrated easily. The net result is misunderstanding and foggy demarcation between work relationships and relationships with friends.
It is not uncommon for a new employee to want to fit in, to be liked and to be respected in his/her new position. That’s universal. But there is a difference between associations in social settings and interactions between you and the boss.
No matter what kind of an environment one works in, the boss is the person to whom we are accountable. In a start-up that has a flat hierarchy, the boss may be the individual who has funded the enterprise. Or bosses may be a set of partners who run the company. In a long established firm, the boss may be the manager, director, or vice president. We all report to someone, even if we are self-employed. For sole proprietors, the boss is the customer, the individual who buys your product that pays your salary, however grand or meager that might be.
But with new technological methods of communication -- think Slack, Googlechat, Campfire, SnapChat, Flowdoc, Facebook, and LinkedIn —there is a propensity for channels to cross over workplace and homelife constantly. Thus, new employees believe that the way they communicate in social media is acceptable when interacting at work and talking to one’s superior. This is wrong! The way in which to address this issue is upfront, upon day of hire.
Managers and leaders must make expected communication style and preferred channels very clear to each new employee. And different bosses will have difference preferences. Some folks like email. Some want a phone call. Others prefer in-person conversations. Older bosses (and workers) are more formal and may expect communication to be similarly formal. I am very comfortable with just about any channel: email, Facebook, the phone or dropping in. Nevertheless, most new, young employees are not. So managers must tell new team members exactly what the culture is, what expectations are around communication and then re-enforce each and every day. The boss sets the tone, the style and the preferred channel for interaction and needs to remind his or her team as frequently as possible.
In summary, our friends will take us the way we are. Our bosses need us to be the way they expect us to be within their cultures, in their businesses. And for new employees to fulfill those expectations, leaders have to spell it out. The boss and the employee can have a friendly relationship, but that’s different than being friends.
Mobile devices are ubiquitous and invaluable. Folks think they cannot get along without them, even taking a phone along to the restroom. Some employees seem to have a constant need to be checking screen, whether having a conversation with you, joining you in a meeting, or even during dinner/lunch with a client. They are all-the-time sidekicks.
Workers who are parents with small children often stress that, “…but it might be the babysitter or day care calling about my child.” Yes, it could be, but we’ll be done in a couple of minutes, THEN you can check to see who called! Or you might think your attention at a meeting is not critical, so you’ll just spend some time cleaning up your email box.
Here’s an example of what can happen. A corporate vice president was in a meeting with his team of professionals to develop a strategy to present to a new client. One of the newer employees, a recent college graduate from a prestigious Ivy League school, continually checked his phone, even as the VP was explaining the role that each team member would play during the upcoming pitch. The VP minced no words. He stopped in mid-sentence and firmly but clearly said to the newbie, “If you do that ever again in one of my meetings, or in front of a client, you are toast! Got it?” The guilty employee got it, was embarrassed in front his colleagues, and immediately learned to leave his phone in his briefcase when he attended a meeting.
In our company, we don’t take cellphones to client meetings. Why not? We believe the client/consultant personal interaction most be the primary, important function. Everything else will wait. We teach our executive coaching clients to silence their cellphones when attending any function or meeting. Once this habit becomes routine, you won’t miss it. And your client we know that he/she is more important, as they should be, than your phone.
Why not try it? Leave your uninvited guest in your briefcase or your car the next time you have a meeting with a boss, colleague or client. Odds are you won’t miss a thing while you are in the meeting. If you do, it won’t be for long --- just the length of the meeting where you owe your attention to the other human being attending.
Now that technology advances are exponential and upgrades or new programs and devices seem to be released every hourly, one needs to keep up with what’s new. Of course, there are many ways which to do this. But we’ve got a two-pronged approach that works really well—read the literature and exploit your millennial employees.
Our youngest team members are digital natives. They know more about tablets, smart phones, apps, laptops and social media than their more mature employees. So capitalize on that knowledge! And the requests create a good way to learn about working together. We do this —all the time!
Here’s an example. One young woman works at a big organization at her university during the school year but serves as an intern during the summer. Her internship position is at a firm that has a mature leader. She commented to us that her boss was entirely paper-based—everything has to have a piece of paper with it. At her school, it’s all digital.
“I tried to tell my boss about the advantages of digital, but she is just more comfortable with her old ways!”
T his willing millennial employee could and would teach her boss something about the newest advances in our digital world—if only her leader would consider the opportunity!