GREG’S RIGHT FIT NEWSLETTER #164
Quick notes to help you get more sales and marketing done in less time. . . next week.
In this issue:
– Techniques for FIT
– Being Human
– Random Stuff
Techniques for FIT
- In the next week, stop trying to solve problems on your own. If you raised your kids like you manage your people, they might still be in your basement at age 40. Help them learn how to make better decisions on their own.
- Reacting to a request for a solution with a few questions is the best way to start. Specifically, get to their level by having them describe how they see the situation. Use their words.
- Make sure you are talking about the same thing but working with your people to label the problem. A long time ago someone said, “Name it, own it” which may be, but I find labeling is the first step in dealing with known-knowns.
- Involve your people in solutions with open ended questions. “Is there a way to do X but still make sure Y is addressed? What ideas do you have?” Ask, then sit back and be open minded about what comes next. It takes time. The best time to plant a tree was 20 years ago. (or something like that)
Being Human – Objections
“Every sale has five basic obstacles: no need, no money, no hurry, no desire, no trust.” Zig Ziglar
What has happened, will happen
I love saying, “what has happened, will happen.” I can’t remember where I saw it, (Google brings up Bible verses. . .M.P.B grade school was good, but not that good!) but it’s one of my sales mantras. If you bump into it now, you’ll bump into it again so be prepared. So it is with common objections.
In a few paragraphs, I am going to give you an outline for working through common objections in order to have more productive business development conversations. It’s a two part process.
- What are some reasons why your prospect says what they are saying?
- What are some strategies for working with, through, and around what they are saying?
You should note that it starts with understanding. Put yourself in their shoes. Empathize with them.
Let’s make up an example. “Now isn’t a good time,” says our imaginary prospect. What are some reasons why they might be saying what they’re saying? Maybe it’s a logistics issue. Maybe it’s a value issue. Maybe they don’t like you or your firm. Maybe it’s low on their priority list.
You get the point.
Now that you have some reasons, what are some ways to work around them? You might ask them their priorities early in the conversation. You might ballpark or calibrate where you both hope to be in order to save time. You might develop new contacts in different parts of the organization. You might find higher priority initiatives to combine your solution with. You might work ahead into the next cycle with another buyer.
In general, if you can come with five or six reasons why they might be saying what they’re saying, you should be able to come up with two or three strategies for dealing with each one. Going through this exercise feels like magic because you can almost imagine yourself asking great questions, early in the process.
You knew I’d end up there, didn’t you? It’s always about the questions.
Questions are good stuff.
Special food requirements
I have a trip coming up and I know pictures will be part of it. The trip doesn’t happen unless you can provide photographic proof, right? Knowing this, I am this-close to starting a diet of some sort because I want to look my best while posing in front of important things. This is running through my mind as we sit and visit at a restaurant.
The conversation wanders and soon we are hearing tales of my sister-in-law’s cute-as-can-be dog, Nelson. Part of this dog’s care includes providing a special diet to keep him fit and trim and shiny and all sorts of good things. My mind starts drifting but in the fog I hear something like, “. . .plus the vet says he’ll poop less.”
I think to myself, man, I could use that.
My son drops his head, shaking it back and forth.
“Did I say that out loud?”
By the look on his face, I must have.
If you need to set up a time to visit, follow this link: