Conversational Layering

In sales, having a good strategy is no longer enough to be successful. Your strategy must also be consistent and repeatable. Simply put, you need a good recipe.

At the risk of overstating the obvious, let’s suppose you enjoyed cooking and you wanted to make a delicious cake. Then, you would need a good recipe. A bad recipe would likely produce an unsatisfactory result.

Be aware that a “recipe” actually consists of two component parts. The first part is an ingredients list, right? I mean, to bake a decent cake, you need certain ingredients like eggs, flour, sugar, water, oil, and possibly rum. An effective recipe also requires a procedure for implementation. For example, if you take a cake out of the oven after baking 35 minutes at 375 degrees, and then you add the flour, you get a ‘dusty’ omelet.

What ingredients are necessary to be successful and consistent in sales? The Conversational Layering model is an important concept in Question Based Selling because it disrupts traditional thinking.

In traditional selling approaches, the first step is either relationship building or uncovering needs. These are important ingredients to be sure. However, in today’s increasingly competitive environment, you have to first earn the right to have a relationship and uncover needs.

Ironically, the two most important ingredients in the sales process, and prerequisites for being successful in sales, also happen to be the two least talked about subjects in sales training over the last thirty years—piquing curiosity & earning credibility.

I like to say it this way. If a prospect or customer is not the least bit curious about who you are or what you can do for them, and they don’t think you are a valuable resource, then chances are pretty slim that they would want to engage in a conversation about their needs or your offerings. Conversely, the extent to which you are able to induce curiosity and establish your own credibility will largely determine your effectiveness in sales.

The Business of Giving Awards

If you owned a shoe manufacturing company and one of your ships unexpectedly came upon an island inhabited by thousands of locals walking around barefoot, one could think, “There’s no opportunity here. These people don’t even wear shoes.” On the other hand, the person looking at the proverbial glass as being “half-full” might realize, “Hey, look at all the bare feet! Quick, unload the ship!”

Last week, I worked with a client in St. Paul, Minnesota who faces a similarly interesting phenomenon. Crystal D is a leading manufacturer of awards. And, as their name indicates, much of what they produce is employee and customer recognition pieces made of fine crystal. Whether it’s a custom design etched with the recipient’s name and the host company’s logo, or a standard crystal bowl, recognizing the value of people and relationships with these awards creates a lasting impression.

So, what do you suppose happens when a financial downturn puts the squeeze on client budgets, or corporate cutbacks significantly curtail discretionary spending? Just as you might hold off buying that huge hunk of jewelry for your spouse, one could assume that the current economic climate is bad for the crystal award business.

Au contraire! It turns out that Crystal D’s business isn’t really about just giving awards or manufacturing products. Rather, they are in the recognition and appreciation business. Especially given the recent turbulence, it turns out that retaining valuable employees, preserving partnerships, and enhancing customer loyalty is more important than ever before! What can be done to retain employees, motivate partners, and enhance customer relationships? One option is to throw money at them.

For years, financial incentives have been the primary reward companies used to entice customers, motivate employees, reward talent, and increase productivity. Now that we’ve entered a period where payrolls are being radically trimmed, however, bonus checks have become less frequent and noticeably smaller—to the point where opportunities to provide financial compensation are probably going to be much more limited into the foreseeable future.

If you look beyond monetary compensation, you will notice that employees, partners, and customers actually desire two things. In addition to being fairly compensated, most people also yearn to be “appreciated” by those with whom they do business. Therefore, particularly in the midst of financial stress, it’s more important than ever to communicate and to demonstrate to employees, partners, and customers that they are indeed valuable to you and your business.

The fact that crystal is “more expensive” is also a waning objection. Dollar for dollar, nothing can provide the same initial impact or lasting value as a crystal recognition piece. Personally, I have accumulated a number of crystal awards over the years and they will forever occupy prominent places on my desk and bookshelves. Giving out gift cards or holiday turkeys is nice, but it doesn’t compare to the lasting emotions that come from a lasting reminder that says, “You are important to us.”

As companies seek to motivate employees, stay ahead of the competition, acknowledge partner relationships, differentiate new product launches, and inspire loyalty through their existing customers, the trend is actually moving toward enhanced recognition programs where companies give more and more frequent awards. Hence, the upside for using recognition to offset lean economic times has actually bolstered Crystal D’s business, much like pulling a ship full of shoes up to an island inhabited with barefoot people.

Note that this article is not a paid endorsement or a commercial advertisement. Besides being a timely idea you may want to use in your own business, this blog post is simply an example of how thinking outside the box is what will ultimately enable to the strong to survive. Maybe I’ll even win an award!

Increase Voice-mail/Email Responses by 1000%

Voice-mail and email are very effective communication tools. As such, your target list of prospects and customers is being inundated with voice-mails and email messages from your direct competitors, in addition to any number of other vendors who compete with you indirectly—for budget dollars.

The are only two reasons people respond to voice and email messages—obligation and curiosity. If your boss calls and leaves a message, you will likely return the call. If your largest customer calls, you will surely return their call as well, because that’s what you do when you have important customers, or a boss.

But, what about decision makers who don’t feel “obligated” to return cold calls from vendors? Besides obligation, the only other thing that causes people to return voice-mail messages or email is curiosity.

The challenge is, most voice-mails and email messages that get lobbed into potential decision makers do more to satisfy their curiosity than create it. Oops! As a result, the average return call rate on voice-mail has dropped below 5%, and the odds of getting replies to email can be just as bleak.

Sample messages of Curiosity Inducing Voice-mails:

i.) “Hi, George, this is Pat Wilkins calling from Dynamic Systems—I’m on the team that works with industrial accounts in Central Florida. I was on a conference call with one of our products managers last Wednesday afternoon just after lunch, and two issues came up that I thought might impact your current manufacturing platform, one of which is time sensitive. I wanted to be proactive and try to catch you in the office this afternoon. If you get a chance today, could you please call me back at (770) 123-4567? I should be here until around 5:30pm.”

ii) “Hi, Dale, this is Lane Patterson with HLM Corporation. I’m on the team that supports healthcare accounts for the Midwest region. I was hoping to catch you for a minute because we’ve had 13 new announcements in the last three and a half months, two of which I believe might impact your diagnostic assessments under the new legislation. If you get a chance today, could you please call me at (770) 123-4567?”

(iii) “Hi, Steve, this is Joe Tomlin calling from Templeton Partners. I manage a team that works with financial brokers in the tri-cities area. A note came across my desk yesterday morning that caught my eye regarding (insert something relevant) and I wanted to try and catch up with you today if possible. When you get a chance, could you please call me at (770) 123-4567?”

Key Point: If I sent 5 different voice-mails or email messages, they would have five different sets of words depending on what information I had about the account, my purpose for calling, and the objective of the call. But in every case, my intention would be to leave (or send) a purposeful message, that was specific and relevant. Do that in your business, and you can easily realize a 50%+ response rate, which represents a whopping 1000% increase over industry averages.

Try Using Humbling Disclaimers

Sellers are encouraged to ask specific qualifying questions, most notably about decision makers, timeframe, and budget. A fine line exists between appropriately qualifying an opportunity and probing too invasively.

To minimize the risk of being shut down by a defensive prospect, and to maximize the quality of the information you receive, you simply precede your most delicate questions with a humbling disclaimer.

A humbling disclaimer creates a permission of sorts which makes it easy for the salesperson to ask, and also paves the way for the other person to be more receptive to the question. For example:

Salesperson:  “Mr. Customer, I don’t want to overstep my boundaries and ask too many questions, but I would like to understand the big picture before recommending a solution. Do you mind if I ask a couple of specifics about how this project might impact your long-range growth plans?”

Other examples of humbling disclaimers include:

           Salesperson:   “I’m not sure the best way to ask, but would you mind if…”

                                       “Without stepping on anyone’s toes, would it be okay if we…”

                                       “I don’t want to step out of bounds, but would it be too forward to ask…”

Key Point: If you are respectful of someone else’s right to not to share with you, it’s amazing how much information you can get. Humility is a very attractive human quality, and one that people are naturally drawn toward. Thus, you can significantly enhance the value of the responses from the questions you ask by strategically preceding your most sensitive questions with a humbling disclaimer. Simply put, causing people to “want to” share more information with you gives you a strategic advantage over other sellers who are just out there probing for needs.

Life’s Important Lessons

I came across an email on my computer sent to me several years ago by Eileen Kennedy, Assistant to the President while I was selling for NetFrame Systems. Eileen passed away just a few weeks afterward. Definitely worth re-reading!

I’ve learned that the reason I liked my teacher was because she cried when we sang "Silent Night"…Age 6.

I’ve learned that you can’t hide a piece of broccoli in a glass of milk…Age 7.

I’ve learned that when I wave to people in the country, they stop what they are doing and wave back…Age 9.

I’ve learned that just when I get my room the way I like, Mom makes me clean it up…Age 13.

I’ve learned that if you want to cheer yourself up, you should try cheering someone else up…Age 14.

I’ve learned that although it’s hard to admit it, I’m secretly glad my parents are strict with me…Age 15.

I’ve learned that silent company is often more healing than words of  advice…Age 24.

I’ve learned that brushing my child’s hair is one of life’s great pleas ures…Age 26.

I’ve learned that wherever I go, the world’s worst drivers have followed me there…Age 29.

I’ve learned that if someone says unkind things about me, I must live life so that no one believes it…Age 39.

I’ve learned that there are people who love you dearly, but just don’t know how to show it…Age 41.

I’ve learned that you can make someone’s day by simply sending them  a little card…Age 44.

I’ve learned that the greater a person’s sense of guilt, the greater his need to blame others…Age 46.

I’ve learned that children and grandparents are natural allies…Age 47.

I’ve learned that singing "Amazing Grace" can lift my spirits for hours…Age 49.

I’ve learned that motel mattresses are better on the side away from the phone…Age 50.

I’ve learned that you can tell a lot about a man by the way he handles three things: a rainy day, losing a sale; and tangled Christmas tree lights…Age 51.

I’ve learned that keeping a vegetable garden is worth a medicine cabinet full of pills…Age 52.

I’ve learned that regardless of the relationship you had with your parents, you will miss them terribly after they’re gone…Age 53.

I’ve learned that making a living is not the same thing as making a life…Age 58.

I’ve learned that life sometimes does give you a second chance…Age 62.

I’ve learned that you shouldn’t go through life with a catchers mitt on both hands. You need to be able to throw something back…Age 64.

I’ve learned that if you pursue happiness, it will elude you.  But if  you focus on your family, the needs of others, your work, meeting new  people, and doing the very best you can, happiness will find you…Age 65.

I’ve learned that whenever I decide something with kindness, I usually make the right decision…Age 66.

I’ve learned that everyone can use a prayer…Age 72.

I’ve learned that it pays to believe in miracles. I’ve seen several…Age 73.

I’ve learned that even when I have pains, I don’t have to be one…Age 82

I’ve learned that every day you should reach out and touch someone. People love that human touch-holding hands, a warm hug, or just a friendly pat on the back…Age 85.

I’ve learned that I still have a lot to learn…Age 92.

Pass this on to people you care about. Sometimes they just need a little something to make them smile.

Diagnostic Questions to Initiate Needs Development

For decades, salespeople have been taught that open-ended questions are the best tools for causing prospects to “open up.” This thinking is incorrect. In fact, asking for too much too soon is one of the quickest ways to cause someone to shut down and not share anything with you.

Open-ended questions can be valuable conversational tools, but only after you have successfully piqued someone’s interest and have established some credibility. Hence, in QBS, a technique called Diagnostic Questions becomes the most effective way to kick off your needs development conversations.

Salesperson:  “Can I ask you a couple specifics about _________?”

Customer:  “Sure, go ahead.”

The first question is the easiest part. At some point in most sales conversations, there will be an opportunity for discovery. When these opportunities to ask questions arise, there is only one time in Question Based Selling where I recommend exact wording (above). Basically, you are asking permission. This is a low risk approach.

Once the customer grants you permission (99%), you ask a series of short-answer questions to understand specific facts about their current situation. Selling technology, for example, you might ask:

Salesperson:  “How many servers do you currently have installed?”

                           “Supporting how many users?”

                           “In how many locations?”

                           “Do you manage the network in-house, or do you outsource?”

                           “How many engineers do you have on staff?”

                           “How many are Microsoft certified?”

Within a short time window (generally less than 60 seconds), this technique of Diagnostic Questions enables the strategic salesperson to kick off needs development conversations in a non-threatening manner, gather valuable information that guides the conversation, establish credibility as a valuable resource, and earn the right to transition into more depth.

From here, you can easily broaden the Scope to ask open-ended questions

Photo Shoot tomorrow: Go Magazine

As part of a training engagement I recently delivered for Ink Publishing, an article about me (& Question Based Selling) will be featured in the January issue of Go Magazine, the in-flight publication you can find in the seatback pocket on AirTran.

Tomorrow, we have a photo shoot scheduled, so I will be spending the rest of today getting appropriately coiffed. Maybe they can Photoshop out some of those gray strands on top that seem to be multiplying.