Day 1

Who sells to whom?

Are you selling to the prospect? Is the prospect selling to you?

The prospect sells to you that he cant or wont buy

Or You sell to him that he can and should buy

This is your Customer

This is you

You deal with a customer & This is what can happen

He can make you

feel like this !

Or this !

But

We all want to

Have our cheese

and eat it too !

Well

How can you sell to the Customer And

Still feel happy about it ?

What is the discount you are offering ?

customer !

You !

A very special discount for you Sir

Oh Come on ! Your competitor is giving

customer ! You !

Really? Sir that is out of question

I can buy it right now but I wont accept anything less than
customer !

You !

You drive a hard bargain Sir. 50% is too high. I can offer you 25% discount

40% discount and nothing less

customer ! You !

Have you noticed our new memory dialing system Sir. I can offer you a maximum of 30% discount. Thats the best I can do

So why then at the end of it all

Do you feel like this ?

Our ego

It gets hurt !

Hurt because

You took a position

Hurt because

He took a position

Furthermore you didnt know

Where to hide your face

And he didnt know

Where to hide his face

Saving face!

It bruises the ego !

People lock themselves in!

They defend against attack!

They get committed!

Attention is paid to...

Saving position & saving face

Concerns

Get thrown out of the window

It become

a contest of will

This is called

Haggling leads to

a broken relationship

Haggling is not

selling

Haggling is not

Negotiating

If you haggle

This is what you will look like !

If you dont want to haggle If you dont want to get hurt

You must

Satisfy the need of your organisation !

&
Satisfy the need of the Customer !

Concern for the customer

Strategic advantage threshold

Minimum acceptable threshold

Professional selling skills

Concern for the sale

Concern for the company

Sales Troika Balance

You can do this with the

Programme

Are there special skills that makes someone successful in large sales? Or is selling just selling whether the sale is small or large?

ADVANCED SKILLS

THE MOST IMPORTANT SET OF SKILLS THAT THESE PEOPLE HAVE IN COMMON ARE S P I N SKILLS

NOW WRITE DOWN FIVE TYPICAL QUESTIONS YOU MIGHT ASK ON A SALES CALL

HOW MANY WERE FACTUAL? e.g. How many calls do you get per day?

HOW MANY ABOUT PROBLEMS DESIRES e.g. What effect might that have on your customer response time?

Write 5 typical Situational Questions

 How many people work here?

SUCCESSFUL SALESPEOPLE ASK THEM ECONOMICALLY. THEY DO THEIR HOMEWORK THE MORE SENIOR THE BUYER THE LESS THEY LIKE ANSWERING FACTUAL QUESTIONS

 IMPACT: Least powerful of the SPIN questions. Can be negative. Most people ask too many. SO ELIMINATE UNNECESSARY QUESTIONS DO YOU HOMEWORK THOROUGHLY

Write 5 typical Problem Questions

 What prevents you from achieving that objective?

A PRODUCT IS SOMETHING WHICH SOLVES A PROBLEM A TRANSPORT PROBLEM OR AN EGO PROBLEM THINK OF FIVE PROBLEMS THAT YOUR PRODUCT SOLVES

 IMPACT: More powerful than Situation Questions. People ask more as they become more experienced.
THINK OF YOUR PRODUCTS IN TERMS OF THE THE PROBLEMS THEY SOLVE FOR BUYERS- NOT THEIR FEATURES.

Write 5 typical Implication Questions

 PROBLEMS

BUYER

PROBLEMS

PROBLEMS

PROBLEMS

PROBLEMS

. . . but what are the implications?

???

INEXPERIENCED SELLER

Solution Solution

Many experienced sellers link solutions to problems too soon

Solution

Solution

Implied needs are a statement of wants and desires?

No???

A customer with a large problem is ready to accept a solution?

No???

One may have a

Problem. Difficulty. Dissatisfaction

But the buyer must be ready to perceive that he has the a need and that his problem is serious enough to justify the cost and hassle of finding a solution.

So the seller must establish and build the pain by Implication Questions

YOU HAVE SOLUTION

Our design software allows you make design revisions much faster

BUYER THINKS NOT WORTH COST

IMPLICATIONS New products slow to market Higher design costs Lose best designers

POSSIBLE IMPLICATION QUESTIONS

o What will you do if your telephone lines are down for 72 hours? o If you receive a long distance call and cannot hear clearly then how do you feel? o How do you feel if you have to make ten complaints to rectify your phone and after that to bribe the linesmen to make it happen?

 IMPACT: Most powerful of all SPIN questions. Top salespeople ask lots of them..
THESE ARE THE HARDEST TO ASK AND MUST BE PLANNED CAREFULLY BEFORE KEY CALLS

Write 5 typical Need pay-off Questions

 How much business would you loose if your phone did not work for 24 hours?
UNLIKE THE OTHER 3 THEY FOCUS ON SOLUTIONS. THEY GET THE BUYER TO TELL YOU ABOUT THE BENEFIT YOUR SOLUTION OFFERS YOUR FINAL PRESENTATION CAN BE FOCUSSED ON ACKNOWLEDGED NEEDS

 IMPACT: Constructive questions always used by top sales people and have positive affect on buyer.
BUYER SHOULD DO THE TALKING AND BE ALLOWED TO CONVINCE HIMSELVE

THE SPIN PROCESS

WHAT IS YOUR

G:S
RATIO?

SEEKING IS MORE PERSUASIVE THAN GIVING. SEEKING MEANS ASKING QUESTIONS GETTING TO KNOW YOUR CUSTOMER NEEDS

UNDERSTANDING CUSTOMER PROBLEMS

UNDERSTANDING HOW YOU CAN SOLVE HIS PROBLEMS UNDERSTAND HOW YOU CAN BENEFIT HIS NEEDS

Preliminaries

Which stage is missing?

Demonstrating Capability

Obtaining Commitment

Preliminaries

INVESTIGATING

Demonstrating Capability

Obtaining Commitment

INVESTIGATING!!

Has direct influence on your success This stage will most impact your success The key purpose is to uncover implied needs Investigating is done through questions

The objective is to Move Implied Needs into Explicit Needs

HOW?

Grow that need!

A solution here has little impact.

A strong need, your solution will have impact!

Problems Difficulties Dissatisfactions

It begins in the form of Problems, difficulties or dissatisfactions. These are Implied Needs.

Clear, Strong When needs have developed into Wants and Desires

Wants or Desires we call them Explicit Needs.

Needs
Need to Outweigh c
o

s!

Buy

Dont Buy

Hassle Explicit Need Explicit Need Explicit Need Perceived value Buyer
Risks
Hidden Extras Cost

The cost of the solution

CONTINUATION & ADVANCE

SIMPLE VS COMPLEX SALES

SALES CALL Possible Outcomes

SALE OR REFUSAL TO BUY

CONTINUATION Discussion continues no action

ADVANCE Agreement on action which moves sale forward

CONTINUATION OR ADVANCE?
o I liked your presentation. Lets meet again sometime and discuss further. o I cannot make this decision, but Ill arrange for you to meet our Operations Manager. o We would have to see the system in action. Can you arrange a demonstration?

A customer states a problem You can solve it!

Should you immediately offer your solution?

No !

Implied needs!

Implication questions demonstrates

Concern on the effect that the problem is having

Understanding of the issues and their consequences

The timing
Situation Qs. first

Establish the key facts

Problem Qs. next

Uncover the implied needs Implied Qs. last

Develop and extend implied needs

Implication Qs. They...

Ensure your solution has maximum impact ! Build credibility and demonstrate concern !

When you uncover an implied need

Hold back !

Develop it ! Offer your solution only at the very last !

Need payoff Qs.

Qs. which probe for Explicit Needs shifts attentions from

Problems to Solutions

It tells you the value of the benefit

PUTTING SPIN INTO PRACTICE

TWO KEY FACTORS PLANNING Thinking through your SPIN questions and advances and putting them into a call plan PARADIGM SHIFT- Shifting your perspective away from product and towards problem solving e.g. Xerox Corp.

The roadmap

Situation Questions Problem Questions Implication Questions Need-payoff Questions BENEFITS

Implied Needs

Explicit Needs

IMPLIED OR EXPLICIT NEEDS ?

I need help in forecasting sales better Im worried about increasing competition Our customers are having to wait too long- weve lost some! We need to be able to send messages automatically to our sales team Our communications systems arent as flexible as they should be Explicit Implied Implied
Explicit Implied

NEEDS ACROSS FUNCTIONS

You can increase the strength of the need by looking at the clients entire business process to link different functions. Link the needs you uncover and help buyers to understand how needs are connected. Look for ways to link individual problems into an overriding one which affect whole organization.

PROBLEM OR IMPLICATION QUESTIONS?

Are you concerned about increased workload? How has the increased workload affected staff turnover? Have these staff problem led you to lose clients? How have you been handling the staff shortage? Problem
Implication Problem Implication

WHAT GOES INTO GOOD IMPLICATION QUESTIONS?

Planning- they do not flow automatically so dont wing it! Business knowledge- You have understand why a problem might be important to the buyer and what the business issue are Application knowledge- You must able to make the link between your product and their problems to be able to select the right Implied Needs Divert the buyers attention from problems you can solve from problems you cant solve Timing. Always before introducing solution to Explicit Need.

NEED- PAYOFF QUESTIONS

They probe the Explicit Needs Reduce objections because cause buyer to explain solution Move discussion forward towards action and commitment

NEED-PAYOFF QUESTIONS?
How much would you save annually if we could eliminate your seasonal overtime costs? Are you worries about the unreliability or your current system? Has staff shortage caused you to miss important calls? How important is it to double your response time? Need-payoff
Problem Implication

Need-payoff

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

Development of Need-payoff Questions

STRENGTH OF YOUR PRODUCT e.g. faster

IDENTIFY How useful would it be to have a faster system?

CLARIFY Is speed important to be able to handle more clients?

EXTEND Could a faster system free your people up to do other things?

Ask these questions after developing the seriousness of problem through Implication Questions but before describing your solution.

Roleplay, videotaping & feedback

Understand the value of closing the sale Learn it !

Close
It starts with a C

C stands for conviction

Take C out and you have Lose

The heart of your sales career

Selling is a transference of feeling

In order to transfer feeling

You got to have the feeling

Believers are closers !

The believers close

we believe so deeply. So completely. So fervently in what we are selling that we cant understand why other people dont buy

A belief base needs to be

Tied directly to the heart

The shortest route is from the heart into the customers pocket

Closers own what they sell

The critical step is the step of honesty

Your total conviction, your belief that it is truly the best buy

Cant afford it

Unless you own it you cant sell it

Own a 747? Well not exactly ! Be loyal to the product. Be loyal to the company

Encouraging closure

Put yourself in the other partys shoes Understand what might be preventing him

Encouraging closure

Emphasise benefits show advantages not previously considered

Encouraging closure

Avoid a win lose situation

look for acceptable outcomes

Closure

Split the difference! partly yours & partly mine

Closure

Or

Or

Suggest acceptable alternatives

Closure

Be assertive not aggressive!

Closure

If not satisfied do not sign!

Closure

??

Does he have full authority?

Closure

If we came up If I reduce the If I give you

If...

First make a hypothetical proposal Hypothetical proposals are not commitments Test the issues important to the opposition

Some closing techniques

The picture close

Been to a 5 star Hotel recently ? Asked for a Green salad ? No ! We dont have that on the menu ! You can however order A sensuous salad. A painters palate. A colourful array of fresh spinach leaves mingled with ripe red tomatoes. Shredded cucumber topped with onion rings and tossed with their superb white sauce dressing ! Yes Sir ! Hotels are word merchants

They know how to throw their words around to describe their food

The picture close

Roleplay

Situation In colouful words describe how you would sell the benefit of a trouble free telephone connection to the customer

The fear close

You walk into a petrol station The attendant lifts the hood of the car. He checks the oil My G-o-d ! You need 3 litres of oil 3 litres? Is there no oil in the engine at all ?

The attendant turns around and tells you

The oil in the car is awfully dirty. It will damage your engine. It wont take 5 minutes I can change it for you.

The attendant has put the fear into the mind of the car owner. The car owner can ignore the attendant but damage the car engine.
What do you recommend he does?

The fear close

Roleplay

Situation You only have a limited number of connections to offer in this territory Use the fear closing technique to sell him the scheme

The post selling close

I recently purchased a car. Less than 72 hours of bringing the car home. This is the letter I received. Dear Mr. Khetarpal,

This is just to thank you for your courtesy and the trust and confidence that you placed in buying the car from Vivek automobiles yesterday. I very much enjoyed talking to you. I am proud that you are now the owner of a car from our showroom. I am sure that you will be pleased with the performance of the vehicle. I shall be in touch with you in the future to see if I can be of any service to you. If you should need any assistance of any kind please feel free to contact me.

Yours truly, This letter gives assurance to me that I purchased the right car. It also told me that the dealership appreciates my needs and will look after my interests.

The post selling close

Activity

You have just made your first sale to your customer What letter post sale would you write to him so that you create a long term relationship.

Other closing techniques The building trust close The Challenge close The Special occasion close The emotional close The opportunity close

Roleplay, videotaping & feedback

Your response !
Look for similarities Wait for the other party to finish

However
Every concession you make is a major loss to you Seek clarification. Paraphrase before your respond Keep the other party guessing

Ask questions. Lots of them

Volunteer information sparingly Make counter offers immediately Counter offer with priorities of least importance

Bargain the substance

Table the issues

Tabling the issues

We tell you
What are we thinking? You tell us What are you thinking?
Your thinking! Our thinking!

Questions. Ask many many questions

Uncovering needs
Uncover needs. Ask why? Clarify !

Turn Implicit needs Into Explicit needs

Clarify
Restate!
Summarise! Check it out!
Recap it maintains momentum it ensures that you understand it ensures agreement

Clarifying behaviour. Use it again and again

Trade concessions
Offer the

smallest concession first

You may not need to go so far

Judge how much you need to yield

I give you... And you give me...

Concede ground only if you receive something in return

Each concession is a serious loss to you

Make major concessions on minor issues

Make minor concessions on major issues

Take a long term view

Cast doubt on the validity of opponents information Test the validity of the opponents claim

Strengthen your position

Power is in the head

Strengthen your position

Cast doubt on validity of opponents information

Strengthen your position

Look for errors of logic. Omissions of fact.

Strengthen your position

Dont attack individual personalities specially competitors

Strengthen your position

Show emotions. Convey feelings!

Strengthen your position

Test the validity of the opponents claim

The price is too high?

Prospect forgets price but remembers quality Good things are not cheap ! Cheap things are seldom good !

ButYou must still close

There is a fear factor

Fear of making a mistake

Are you the right kind of person

Is it the right product?

Using the right technique With the right motive Well you have a good chance!

Closing is a learned skill

Not a natural one

Skill can be acquired

Are you willing to make the effort?

Implementation
On reaching the agreement Put it into your report Draw up an action plan Put the plan into effect

Monda y Tuesday WEDNESDAY

Thursd Frid ay SATurday ay

Schedule the implementation

Breakdown

The longer the breakdown The more bitter it becomes The harder it is to restore it

Reestablish communication If all else fails. Use a mediator Someone who can think laterally

Action is vital to prevent a situation becoming irretrievable

The value adders !

Show him sales turnover Talk about inventory holdings Talk about working capital

Show him the customer pull

Tell him about customer loyalty

Are you able to raise the value of the product In the prospects mind?

The minute...
Value equals the price

Value exceed the price

You now have... A hot prospect

Or

The more the features describe The more likely the sale ?

No!

Features!
They are the characteristics of your product
They are neutral

Not very persuasive

They create low impact

to be used restrictively!

Advantages!
Show how your product or service can help the customer
Are more persuasive than features

Can have high impact early in the cycle

Impact dilutes with the sale progress

to be used with caution!

Benefits!
Show how the product meets an explicit need
It is the final step in the need development process The most powerful of sales behavior

To be used only after need has been expressed

FEATURES. ADVANTAGES. BENEFITS.

Hi

Benefits (high impact always)

(initially high but quickly falls off)

Impact on Customer Advantages

(low impact always) Lo Contact Contact

Features
Hi

Features lead to price concerns

Advantages result in objections Benefits receive

Support & Agreement

Commitment !

More often you use the closing technique

The more likely customer will buy?

No!

Commitment !

Ask for the commitment but only after you have built the value

Roleplay, videotaping & feedback

Bharti Telenet Limited

Day 2

Indus Corporation

HI IMPACT SELLING

DAY# 2
09:30-10:00a.m. 10:00-11:15a.m. 11:15-11:30a.m. 11:30-12:15p.m. 12:15-1:00p.m. 1:00-1:45p.m. 1:45-2:45p.m. 2:45-3:15p.m. 3:15-3:30p.m. 3:30-4:15p.m. 4:15-5:30p.m. Icebreaker Customer profiling Tea/Coffee Role plays, video taping & feedback Objection handling Lunch Communication skills & roleplays Empathy Tea/Coffee Active listening & roleplays Lead Management

The sales person type !

The fatalist The exasperator

The appraiser
The relator

The love motivated

The client type !

= The silent listener
= The critical examiner = The friend = The aggressive client = The competitors friend

CLIENT BEHAVIOURS Types Characteristics

Result/assertive Takes risk Open, honest, confident Technology conscious Seeks value Highly knowledgeable
Aggressive Wants best deal Self focussed Low loyalty Conservative Egoistic Avoids risk Takes time Solicits others opinions Goes for tried & tested products Price is important

Behavior
State purpose Be honest & open Seek permission to go ahead

Professional

Bargaining

State purpose Tell benefit Check for understanding

Security

State purpose Assure Clarify & go ahead

CLIENT BEHAVIOUR MODEL

Dominant

B
Closed

P
Open

Sub dominant

CUSTOMER PROFILING

Hostile

Warm

The behavior measurement !

Somewhat more warm than hostile? The problem...

Do not have adequate information to read customer behavior

CUSTOMER PROFILING
a better alternative

Power

Dominance
Status Autonomy Recognition Self esteem Achievement

Self actualisation Power Constitutional

Security

Belonging

Hostile

Warm

Security

Nurturing

Basic/psychological

Affiliation

Security

Security

Submission

CUSTOMER PROFILING

Indicates movement when motivational needs are threatened or denied

satisfaction moves behavior to the upper right quadrant

CUSTOMER PROFILING

I
Hostile

Dominance

towards aggressiveness & unpleasantness

towards assertiveness, pursuit of quality, open to new ideas. Improved process & result

IV

Warm
towards agreeableness but with insecurity & inability to fulfill commitments

towards mistrust & avoidance of commitment

II

Submission

III

PERSONALITY PROFILING
Hot button

SOCIABLE
Dynamic

Personable

High Directive Need

Determined Practical Insensitive Critical

HARDDRIVEN
Winning Independent

Recognition Dependent

Risk taker Impatient

Manipulative
Caring Enthusiastic

Aloof
Precise Thorough Consistent

Helping

Sensitive

Impracticall
Indecisive

Riskavoider

Being Right

DEVOTED

Low Directive Need

Withdrawn

DETAILED

CUSTOMER PROFILING
Quadrant IA Hostile - Dominant Key motivation: Desire for security

Motivation satisfaction strategy:

Attack is the best form of defense People characteristics

CUSTOMER PROFILING
Quadrant IA Hostile Dominant PEOPLE CHARACTERISTICS Brag incessantly Drop impressive names & misquote authorities

Interrupt impatiently and often

Are unreasonably stubborn Are argumentative without calls Make broad generalisations & sweeping statements Are dogmatic & opinionated React without hearing the whole story

CUSTOMER PROFILING
Quadrant IA Hostile Dominant

HANDLING TECHNIQUES
Be courteous but firm & assertive You have nothing to lose

Ask closed questions frequently and keep control

Avoid justifying yourself, your product or idea Stick to demonstrable fact whenever possible Test every gross assertion politely but firmly Expect to meet resistance to closing Expect exaggerated objections

CUSTOMER PROFILING
Quadrant IB Dominant - Hostile Key motivation: Need for status & autonomy

Motivation satisfaction strategy:

Precision and outward indicators of power People characteristics

CUSTOMER PROFILING
QuadrantIB Dominant-Hostile

PEOPLE CHARACTERISTICS
Are cold and detached If angered remain cool but biting Are angered if status is underestimated Make precise statements when making a complaint Are easily offended Hold on to their evaluation of their own worth React negatively when they perceive personal slight Avoid sarcasm Demand efficiency & respect

CUSTOMER PROFILING
Quadrant IB Dominant-Hostile HANDLING TECHNIQUES Stress benefits which offer prestige & recognition

Expect I dont need you response-temporary rejection

Show conviction and strength Not aggression Be courteous Precede all questions with a benefit Only ask for information you really need Never use leading questions

CUSTOMER PROFILING
Quadrant IIA Hostile-Submissive Key motivation: Security express through abnormal demands for protection Motivation satisfaction strategy: What if concerns People characteristics

CUSTOMER PROFILING
Quadrant IIA Hostile-Submissive

PEOPLE CHARACTERISTICS
Express doubt about any statement made Think up unlikely scenarios of what could go wrong Demand totally unreasonable guarantees Niggle and complaint Doubt the validity of any new idea Ask questions many of which are impossible to answer Give little if any information in return Ask you Why you want to know Use aggressive body language but weak in behavior

CUSTOMER PROFILING
Quadrant IIA Hostile-Submissive HANDLING TECHNIQUES Remain patient even in the phase of disbelief

Assure and reassure to illustrate safe application

Give guarantees in writing where possible Stress benefits which provide stability and low risk Show genuine concern for customers needs Spend time exploring the buyers key objectives Ask safe closed questions until they begin to open up Quote prestige users of your service or ideas

CUSTOMER PROFILING
Quadrant IIBSubmissive-Hostile Key motivation: Fear of becoming committed or involved Motivation satisfaction strategy: Avoidance, withdrawal People characteristics

CUSTOMER PROFILING
Quadrant IIB Submissive-Hostile

PEOPLE CHARACTERISTICS
Maintain physical distance from others Move away from those in authority Tight-lipped if questioned Say nothing unless sensitively probed Avoid commitment by any possible means Are reluctant to take even minimal risk Appear ill at ease when in company Refuse new ideas without listening to arguments If forced to chose will pick low risk options

CUSTOMER PROFILING
Quadrant IIB Submissive-Hostile HANDLING TECHNIQUES Approach slowly

Offer help as an opportunity to get into conversation

Ask safe closed questions Keep away from personal questions Stress benefits which minimise risk Leave no doubt that benefits are without risk Ensure ideas are accepted before moving on the next Avoid aggressive body language Expect silence and wait for responses

CUSTOMER PROFILING
Quadrant IIIASubmissive-Warm Key motivation: These people want to be loved. Affiliation to the extreme Motivation satisfaction strategy: Tries to be all things to all people People characteristics

CUSTOMER PROFILING
Quadrant IIIA Submissive-Warm

PEOPLE CHARACTERISTICS
Become falsely enthusiastic about any idea Ramble incessantly. Talk at length on unrelated subjects Respond quickly and positively to any suggestions Cause confusion and claim any role or authority level Avoid raising objections Are readily convinced but takes time to close Have time for anything but the job in hand Promises anything but rarely keeps promises Despite signed contracts are likely to go back

CUSTOMER PROFILING
Quadrant IIIA Submissive-Warm HANDLING TECHNIQUES Use closed questions

Dont get sucked into irrelevant discussion

Stress benefits seen as doing something for others Focus on the business and leave limited room for gossip

Personalise the discussion use first name and often

Be firm but make it feel like support Show that the two of you are operating as a team

Probe for hidden objections

CUSTOMER PROFILING
Quadrant IIIB Warm-Submissive Key motivation: A desire to do maximum good for maximum people Motivation satisfaction strategy: Actively pursues for welfare of others People characteristics

CUSTOMER PROFILING
Quadrant IIIB Warm-Submissive

PEOPLE CHARACTERISTICS
Are intent on being pleasant Respond positively to suggestions which do not threaten others

Try to pick out the benefits of neutral ideas

Will procrastinate rather than reject repugnant ideas Give impression of agreement despite strong reservations Sometimes take on more than they can fulfill Are at the forefront of social activities

CUSTOMER PROFILING
Quadrant IIIB Warm-Submissive HANDLING TECHNIQUES Present ideas and benefits that help other people

Maximise opportunities for personal interaction

Monitor and supervise implementation of that which is impersonal and important Do not assume lack of opposition means agreement or commitment

CUSTOMER PROFILING
Quadrant IVA&B Warm-Dominant-Warm Key motivation: A strong desire to do a good job Motivation satisfaction strategy: To produce a quality output People characteristics

CUSTOMER PROFILING
Quadrant IV A&B Warm-Dominant-Warm

PEOPLE CHARACTERISTICS
Express views clearly & frankly Reject political solutions Ask pertinent and searching questions Admit their lack of understand and knowledge Concentrate attention on what can be achieved Place high demand on others values and principles Demand high levels of achievement Avoid blaming others Are comfortable to own a problem

CUSTOMER PROFILING
Quadrant IV A&B Warm-Dominant-Warm HANDLING TECHNIQUES Prolonged searching for ideal solutions when the acceptable is at hand A tendency to delegate rapidly followed taking over to show how it is done They will change your best ideas to improve them-but at the least they were acknowledge the idea as yours

YOUR BEHAVIOR STYLE

THE GAME

THE 5 BEHAVIOUR PATTERNS

1
2 3 4 5

Accommodating
Avoiding Collaborating Competing Compromising

5 Behavior Patterns

#1 Accommodating You are wrong. You allow a better position to be heard Issues are more important to others than to you. To satisfy others & maintain cooperation. To build social credits for later issues. To minimize loss when you are outmatched and loosing.

When harmony and stability are especially important.

To allow subordinates to develop by learning from their mistakes.

5 Behavior Patterns

# 2 Avoiding When an issue is trivial or more important issues are pressing. When you perceive no chance of satisfying your concerns.

When potential disruption outweighs the benefits of resolution.

To let people cool down and regain perspective. When gathering information supersedes immediate-decision. When others can resolve the conflict more effectively. When issues seem tangential or symptomatic of other issues.

5 Behavior Patterns

# 3 Collaborating To find solution when both sets of concerns are too important to be compromised. When your objective is to learn. To merge insights from people with different perspectives.

To gain commitment by incorporating concerns into a consensus.

To work through feelings which have interfered with a relationship.

5 Behavior Patterns

# 4 Competing

When quick, decision & action is vital (emergencies)

On important issues and unpopular actions On issues vital to company welfare when you know youre right Against people who take advantage of non competitive behavior

5 Behavior Patterns

# 5 Compromising
When goals are important, but not worth the effort. When opponents with equal power are committed to

mutually exclusive goals.

To achieve temporary settlements to complex issues To arrive at expedient solutions under time pressure. As a backup when collaboration or competition is unsuccessful

Behaviour styles
Assertive

Competing Shark

Collaborating Owl

Attempting to satisfy ones own concerns

Compromising Fox

Unassertive

Avoiding Tortoise Uncooperative

Accommodating Teddy bear Cooperative

Attempting to satisfy others concerns

Objections are the signs of interest

And therefore

A good thing???

Sorry!
Objections are a sign that there is a mismatch

Objection handling

If you hear a negative reaction Is it an objection?

Objection handling

Value objections
What is the

Worth or Usefulness
of your product?

Objection handling

Capability objections
What is the

Capability & Capacity

of your product?

If you cant meet a need Ask why?

OBJECTION HANDLING

Perception of need Important

Perception of capability High

Unimportant

Low

4 types of objections
Value objections Capability Can objections Capability Cant objections Non issues

Value objections

Use SPIN Build value before solution offer

Upgrade the need which has been

devalued or denied Avoid stating the solution capability

Capability Cant Objections

Acknowledge if you dont have it Use need payoff questions and benefits

Increase the value of the need you can meet

Trade off against the first

Capability Can Objections

Acknowledge the concern Demonstrate your capability

Show proof dispel doubt

Non issues

Dont explore these! You risk turning them into real objections

Price objection !

That price is ridiculous !

virtually every sales person encounters this
Directly or indirectly The prospect suggests that the product is A little out of line Is ridiculously and unreasonably over priced

Price objection !

How do you deal with that?

Price objection !

A suggestion
Challenge the prospect ! Ask him? The price (pause) is ridiculous? (Your voice inflectionmake it sound like a question)

Price objection !
The challenge
You are forcing him to defend his statement
Instead of you justifying the price Quite a difference! What? One puts you in defense

The other puts you on the offence

The results can be substantially different

Price objection !

The fear of loss close

The fear of loss is greater than the desire for gain Establish in his mind that he is safe in dealing with you That he wont lose money or face But He will lose the product benefits If he doesnt buy

A buy of cosmetics !

You or your spouse...

Do you have unused cosmetics?

A discount sale !

Worth it ?
Should you have paid the regular price?

What is the price you paid?

What did it cost you? Cheap!

It costs more !

Weve decidedit is easier to explain price one time thanto apologize for quality for ever

Prospect has said no, he wont pay you more for the product or service than he feels it is worth ! You persist! Will he buy ? You cant change or lower the price

Butyou can dramatically the value

Roleplays

Counter strategies

9
1

Counter strategies

Know your walk away Your price. Your terms. Your deliberables The least you will accept More the variable U have. More the options The better your options to close the deal Focus on price & . U increase animosity.

When under attack listen If custoemrs have locked into a position Your brilliant arguments are of no good When under attack. Do no defend or counter attack. It will generate heat.

9
3 4

Counter strategies

Keep the customer talking New info will room for movement Listening without defending will defuse anger If U are listening youre not making concessions Recap frequently Summarise helps maintain momentum New issues are not raised at the last moment It reassures customers U are listening

Assert your companys needs Too much focus on customer needs It can work against you

Bargaining requires dual focus

Solve the problem to satisfy both parties Failure to assert company needs leads to unnecessary concessions

9
6

Counter strategies

Commit a solution if it is certain to work Dont dig into a position. Suggest hypothetically Invite customers to search for the solution together Dont definitely agree unless overall deal make sense agree to X provided U agree on Y & Z

Save the hardest for the last Dont start with the toughest Resolve the easy issues it creates momentum Discussing easier issues will cover additional variables Customer may see value of exploring new approaches

Counter strategies

Start high concede slowly Start with something U can afford to lose. Let them win. Praise his skill

Dont be candid U will get cleaned out

For every concession given get something in return Begin by giving what customer values highly but incremental cost to U is low Customisation. Quality. Convenience. Preferred treatment. Credit. Service. Concede in small increments. Take time. Not taking time is money Dont get emotionally blackmailed Buyers use anger

3 ways to counter Withdraw Listen silently but do not reinforce

React & shift to non emotional issue

Remember

I insist on try not to lay down the law !

Remember

An eye for an eye avoid it !

And finally

Main objective not be conceded ! Small points accommodate !

The wheels of diplomacy turn on the grease of ambiguity a little ambiguity may enhance a proposal !

EFFECTIVE COMMUNICATION MODEL

Step 5 The acid test

Step 1

Communication effectiveness

Personal RESPONSIBILITY
Step 4 Listening

Step 2 Communication options

Organisational

Step 3 Communication process

LORD GANESH JI
Lord Ganeshjis big head inspires us to Think big and think about the customer The big ears prompt us to Listen to the needs of the customer The narrow eyes point to Deep concentration to do what the customer wants well and quickly The long nose tells us to Poke around inquisitively to learn what the customer wants The small mouth reminds us to Speak less and listen to the customer Worship Lord Ganeshji Learn to worship your customer

COMMUNICATION
Quotable quotes God gave us two ears and one mouth It might be He intended us to listen twice as much as we speak The difference between you and me is only one of hearing Where you hear a door close I hear a door open The more noise a man or motor makes The less power there is available A soft voice is heard long after the shout Gentleness is stronger than anger The face, specially the eyes and the heart account for almost half of our communication If someone remembers your suit and not your smile then You didnt smile enough

PERCEPTION

A matter of perception...

Young or old?

THE PERECEPTION GAP !

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

Your perception

Chicken? Lion? Dog?

Perception & understanding of others

It is a rainy night. But there are two parking places directly in front of the store that are occupied by just one driver. The driver has left the car at an angle with part of it in both places. There has been a bad car accident. The driver of the car parked carelessly, taking up two spaces, had driven to the drug store to get to a telephone to call an ambulance and the police.

Was the driver being considerate? What are your feelings? What is your attitude towards this driver?

Any change in feeling? How about your attitude toward the driver?

COMMUNICATION

How well do you communicate?

EFFECTIVE COMMUNICATION

Establishing the communication gap !

EFFECTIVE COMMUNICATION
your frustration level!! You can not ask questions! You can not clarify! How do you feel?

Senders feelings
Were you understood?

Receivers feelings
Did you understand?

INFORMATION & PERCEPTION

Your brainit is bombarded by... Experiences Dreams Expectations Desires Hopes Fears ...Learning experiences

Influenced by Alert / fatigue Angry / calm Drunk / sober

What you think you see is perception It is determined by your state of mind

LEARNING EXERCISE

Imagine a good communicator

...List his/her characteristics

____________________________________ ____________________________________ ____________________________________ ____________________________________ ____________________________________

Need development..Excellent
1 1 1 2 2 2 3 3 3 4 4 4 5 5 5 6 6 6 7 7 7

1
1

2
2

3
3

4
4

5
5

6
6

7
7

Communication consists of
COMMUNICATION

YOUR MESSAGE

YOUR BODY LANGUAGE

YOUR LISTENING ABILITY

CLOTHES YOUR WEAR GESTURES EYES EXPRESSION TONE OF VOICE BODY LANGUAGE

13%

80%

7%

= 100%
It is not what you say but how you say it!

Communication

Your body language!

NON VERBAL BEHAVIOURAL ASPECTS

Environment Eye contact

Body space
Hand shake

Body posture Facial expressions

NON VERBAL COMMUNICATION

Timing

Dressing style Gestures Voice

The Eyes
Dilated pupils signify:

Little light, great interest, honesty, frankness, openness, sexual interest, consumption of alcohol, relaxation and well being

Contracted pupils signify:

Lack of interest, distrust, hatred, hostility, dissatisfaction, fatigue, stress, sorrow, hang over, consumption of certain drugs.

Head and shoulders

A raised head

A raised head signifies openness, interest, winner attitude, control over the situation

A lowered head

A tilted head

A lowered head indicates doubt, defeat, contempt, dissatisfaction, fear and insecurity.

A tilted head side ways means interest, curiosity or flirtation.

REMEMBER
If you are reading the customers body language The customer is reading your body language If you Raise your shoulders Blow your hair Seem impatient Speak with a tired or bored voice The customer can easily think that you are not interested in your job If you dont control the situation You are not likely to make the sale

Read the face

The face is the most expressive part of a person. The shape of the mouth and the angle of the eye brows are expressions of Moods, feelings, sorrow, happiness, anger, hostility, doubt.

Are you a good face reader? What are the feelings and moods?

Read the face Answers

C
Happy

D
Childish

E
Poker

Indifferent Very sad

F
Sad

G
Very angry

H
Naughty

Bored Suspicious

EFFECTIVE COMMUNICATION MODEL

Step 5
The acid test

Step 1
Communication effectiveness

Personal

Step 2
RESPONSIBILITY

Step 4
Listening

Communication options

Organisational

Step 3
Communication process

LEARNING PREFERENCE

SEEING

HEARING

IDENTIFY YOUR STYLE!

DOING

LEARNING PREFERENCE
Find the one that best describes you
I learn best when
1. I can watch a video 2. I hear a lecture 3. I get on the job training

When driving I like to...

1. Look at my surroundings 2. Listen to music or tapes 3. Enjoy the experience of driving

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

1. I can read the manual 2. There is music playing during class instruction 3. An instructor lets me try it several times

I can assemble something best when...

1. I have printed directions 2. I can listen to a tape of directions 3. I watch someone else assemble the item first.

I often hear myself saying...

1. I see what you mean. 2. This sounds great. 3. I feel good about this.

RECOGNISE LEARNING PREFERENCES

How to recognise the visual learner.
I see. Please show me. May I read the instructions?

Tips for connecting with the visual learner

Build reading or viewing into the presentation Have printed directions (job aids) Provide documentation Follow up with a written letter Use: - Printed lists - Graphics - Charts

Visual learners take in a lot of information but may not be able to do anything with it unless a written or very structured action plan is shown to them.

RECOGNISE LEARNING PREFERENCES

How to recognise the auditory learner.
I hear you. This sounds great. Notice this learner listens to a lot of music This learner notices and enjoys rhythm.

Tips for connecting with the auditory learner

Use lectures and discussions
Make sure the presentation content is clear

RECOGNISE LEARNING PREFERENCES

How to recognise the kinesthetic learner.
How do I do this? I feel Could I try this now?

Tips for connecting with the kinesthetic learner

Use on-the-job training Minimise use of printed materials Include hands-on activities and role-plays

Have patience with errors

EFFECTIVE COMMUNICATION MODEL

Step 5
The acid test

Step 1
Communication effectiveness

Personal

Step 2
RESPONSIBILITY

Step 4
Listening

Communication options

Organisational

Step 3
Communication process

THE COMMUNICATION PROCESS

SENDER

MESSAGE

ENCODING

CHANNEL

MESSAGE

MESSAGE

FEEDBACK

RECEIVER

MESSAGE

DECODING

Message received is rarely sender intended!

THE COMMUNICATION PROCESS

SENDER Knowledge Skill Attitude Social-cultural system

MESSAGE Content Codes/symbols CHANNEL

DISTORTION

APPREHENSION Undue tension and anxiety about oral/written or both

RECEIVER Prejudices Perceptual skills Knowledge Attention span Attitude Social-culture Accent

THE DISTORTION FACTORS...

Choice of symbols Content The channel Prejudices At sender point: Knowledge Skill Attitude Knowledge Perception Attention plan

Cultural background Perceptions

Through the medium: Visual Oral

Written reports E-Mail

Whilst Encoding & Decoding: Retranslation

At receiver point: Knowledge Skill Attitude

Cultural background Perceptions

CHOICE OF CHANNEL CONTD. The rich! The poor!

The richest channel Face to face It transmits the maximum amount of information Words Intonations Posture Immediate feedback Facial expressions Personal touch Gestures

The poorest channel Bulletins Impersonal written media This is the poorest form !

CHANNEL CHOICE DEPENDS ON

The message Complexity Urgency Its importance Formal or informal Intimacy Anxiety Fear Your emotional expression

QUALITY TRANSMISSION DEPENDS ON

Skill Attitude Knowledge The social cultural system

VOICE
Pitch
Vary it

VOLUME
Tone & Tune

Keep it up !
A flat tone puts people to z z A mumbling delivery makes you seem unsure

zz

Pace

Turn up the amplitude dB and frequency Hz

VOICE
THE DONTS Speak too softly Swallow your words Running out of breath Audible pauses

WH

I S

What I mean is

Umms Errs Well

Speak too rapidly

Unwavering voice tone

ACTIVITY Monday Tuesday WEDNESDAY

Thursd Starting with Monday Frid ay Recite the days of the week aloud SATurday ay SUNDAY
Starting with January

Recite the months of the year

Inject as much colour as you can // Long pause > Speak louder
< Speak softly Emphasise the point / Short pause

A good voice...
Expressions Pleasantness Alertness Naturalness Distinctness

Qualities of a good voice

Alertness: Show that you are wide awake, ready to help Expressions: Talk at a moderate rate and volume, but vary the tone in your voice. This will add up to what you say. Naturalness: Use simple language. Avoid technical terms (jargon) and slang. Pleasantness: Put a smile in your voice and sound welcoming Distinctness: Speak clearly and concisely

Send a positive attitude by the

SOUND OF YOUR VOICE

USING THE SPOKEN VOICE: THE CRITERIA

Articulation
Clarity

Warmth
Friendliness Courtesy Charm Persuasiveness

USING THE VOICE FOR IMPACT

The 4 Ps Project your voice Pronounce carefully Pause frequently Pace varied

MERK Modulate the tone Emphasise certain parts Repeat key words Keep eyes away from notes

COMMUNICATIONS BARRIERS AND MEDIUMS

ACTIVITY
...How would you invite someone Who you dont like?

You disagree with?

Whos boring? Whos interesting?

EFFECTIVE COMMUNICATION MODEL

Step 5
The acid test

Step 1
Communication effectiveness

Personal

Step 2
RESPONSIBILITY

Step 4
Listening

Communication options

Organisational

Step 3
Communication process

LISTENING

ACTIVITY THE CHINESE WHISPER

A Road Accident!
A car was travelling from Delhi to Agra. A bus was coming from the opposite direction. The bus hit a culvert and then the car on its right side. The car wen off the road and hit a electric pole. The driver fractured his left leg. The bus hit a truck coming from the other side. The bus driver died on the spot. The truck driver was rushed to hospital.

ve listening Or ve listening

LISTENING-THE MOST IMPORTANT

Reading 16%

Writing 9%

Talking 35%

Listening 40%

Most often used for learning More than reading, writing or speaking

LISTENING

Reading
16%- 6-8 years of training

Writing
9%- 12 years of training

Talking
35%-1-2 years of training

Listening
40%-0-1/2 years of training

We receive almost no formal training in how to listen

THREE LEVELS OF LISTENING

Empathetic listening

Hearing the words

Tuning in and tuning out

LEVEL 1 OF LISTENING

Tuning in and tuning out

Listen in spurts Somewhat aware Pays attention to self Listens, no response Fakes attention Thinks about unrelated matters Makes judgements Forms rebuttals or prepares advice Thinks of what she wants to say next Displays a blank stare Wants to talk not listen

LEVEL 2 OF LISTENING

Hearing the words

Stays at the surface level of communication Makes little effort to understand what the speaker really means Listens logically Listens with concern about content but not feeling Remains emotionally detached Leads to dangerous misunderstandings because listener is only barely concentrating on what is said.

Appears to be really listening

LEVEL 3 OF LISTENING

Empathetic listening
Conveys listening ability both verbally and non verbally

Does not judge the talker

Puts self in the other persons place Is caring Tries to see things from the others point of view Is aware Is in this moment Pays attention to the persons total communication, including body language Suspends own thoughts and feelings and listens completely

Listens from the heart

THREE LEVELS OF LISTENING-ACTIVITY

What can you do to improve your listening? ___________________________________________________________________ ___________________________________________________________________

What is your most common level of listening ? ___________________________________________________________________ ___________________________________________________________________

How often do you listen at level 1? __________________________________________________________________ ___________________________________________________________________

When? __________________________________________________________________

___________________________________________________________________

LISTENING ON THE WIDE BAND

Posture, facial expression Hesitations, silences Emphasis, inflexions The wide band

The verbal content

Sender
Tone and pitch of voice Things left unsaid Emotional undercurrents

Receiver
The narrow band

ACTIVE LISTENING
Whats in a name? You meet a person Why do you forget his name? Distraction wondering what sort of person he is Physically attractive or unappealing Bright or unintelligent Interesting or dull Likes us or not Attracted to us or not

These messages distract Distraction prevents you from remembering Introduced only moments ago And you forget his name

LISTENING
When I ask you to listen to me And you start giving advice You have not done what I asked.
When I asked you to listen to me And you begin to tell me why I shouldnt feel that way, You are tramping my feelings. When I asked you to listen to me And you feel you have to do something to solve my problem, You have failed me-strange that may seem.

Listen! All I asked was that you listen Not talk or do-just hear me. Advice is cheap

LISTENING

Perhaps
Thats why prayer works,

Because God is mute, and He doesnt yell But he DOES listen!

So Please listen and just hear me. And if you want to talk, wait a minute for your turn

And Ill listen to you.

LISTENING ASSESSMENT EXERCISE

Your colleague is speaking to you. He requires a response. Tick the response that comes closer to what you would say in the situation. You are not looking for right response or how you would like to respond, but how you would, in fact, respond to people in these situations.
.I dont know what Im going to do. Im making all kinds of mistakes, and I know my boss is unhappy with me. Hes already shouted at me twice.
a) Why do you make mistakes? b) Why dont you tell your boss how you feel? c) Its unpleasant to have someone shout at you when you make mistakes d) Perhaps you boss has good reason to shout at you. You should do something about making so many mistakes.

.The company policy is supposed to be to hire from within the company. And now I find out that this new guy is coming in to replace my boss. I had my eyes on that job; Ive been working hard for it. I know I could prove myself if I had a chance. Well, if thats what they think of me, perhaps Im not wanted.
a.)It can be disappointing when the company seems to have forgotten about you hiring outside the company, especially when you put a lot of hard work into your job. b.) )May be your qualifications dont compare with those of the new man. c) I would make sure they know your view and let them know your interest in advance. d) )Did they discuss it with you at all?

.My superior often makes mistakes and has me handle the situation for him. This way he avoids confronting the issue directly. To add insult to injury, he says to me, Its your fault, you should watch for these mistakes, but they are really his errors.
a.) I wouldnt let anybody treat me in that way. b.) You deeply resent the way your boss passes the blame to you for his mistakes, but youre not sure what exactly you should do about it. c) What kinds of mistakes does he ask you to cover up?

.My superior often makes mistakes and has me handle the situation for him. This way he avoids confronting the issue directly. To add insult to injury, he says to me, Its your fault, you should watch for these mistakes, but they are really his errors.
a.) I wouldnt let anybody treat me in that way. b.) )You deeply resent the way your boss passes the blame to you for his mistakes, but youre not sure what exactly you should do about it. c.) What kinds of mistakes does he ask you to cover up?

.It happens every time the manager appears in my department. He just takes over as if I werent there. When he does something he doesnt like, he tells the employee what to do and how to do it. The employee gets confused, I get upset and finally he leaves. Im responsible to him, so what can I do?
a.) You should discuss your problems with your boss. b.) When did this start to happen? c,) The boss must be the boss, I suppose, and we all have to learn to live with it. d.) It upsets you that your manager takes over and gives conflicting directions. Youre not sure what would be the best way to confront him, on this matter.

HEARING VS. LISTENING

Whats the difference?
Hearing is
A purely physical function A simple activity you just hear sounds Automatic; doesnt take effort

Listening is
A mental and emotional experience uses logic and feelings A complex activity requires analysis, interpretation, translation Requires dedicated effort attention and long-term concentration

A natural function A learned skill unless hearing is impaired Can take in all sounds Isolates sounds, looks for specific combined meanings and ideas Easy Everyone who can, hears A prerequisite for listening. It has no intrinsic value Can be difficult and tiring Few people are excellent listeners Listener enjoys whats being said. He gets valuable information from it Yields personal and career benefits

Its not about what you say Its about how you say it !

Hear what the prospect is saying Not just what he says

The same words but with a change in your voice inflection you can make those 8 words say different things

So Did you? Hear what the prospect is saying And

Not just what he said

One sentence

The same 8 words

can mean 8 different things !

I did not say he stole the money

Thats a simple factual statement

I did not say he stole the money

Implies that it was said, but by someone else

I did not say he stole the money

A vigorous denial that you said it !

I did not saayy he stole the money

Hints that you might have implied it

But you did not say it

I did not say he stole the money

Implies that someone other than the accused stole the money

I did not say he stole the money

You hint that the accused might have borrowed the money but he didnt actually steal it!

I did not say he stole the money

Implies that he might have stolen some money but not the money

I did not say he stole the money

Suggest that he might have stolen something but certainly not the money !

SOME TIPS...
Always follow the order Hear, Understand, interpret and respond Dont jump from Hear to Respond
Focus on understanding someones meaning Formulate your response only thereafter.

Avoid interrupting people. Wait until they have finished making their point
Ask open-ended questions Draw out the persons thoughts and feelings Use phrases beginning with what, how, explain. Attend to the feelings and the content of the message.

SOME TIPS...

Avoid close-ended questions

Answered with a yes or a no

Use your knowledge of non-verbal behaviour. Assess the persons feelings Sit or stand squarely facing the other person. Lean forward to show interest.

Look and be interested.

WHY SHOULD YOU LISTEN?

Learn Win friends Solve problems Resolve disagreements Better work and more cooperation Make better decisions Help you perform better Prevent potential trouble Time to think Convey: I love you, I respect you, I accept you, You are important

Nature has intended us to listen twice as much we talk

Not just hearing

SEE

Resist distractions
Suspend judgement See the customers point of view Understand the customers feelings Show that you are listening Remember what the customer says

UNDERSTAND

Good listening tips...

Maintain eye contact Be in receptive posture. Lean forward.

Stop talking! No interruptions.

Put the talker at ease Look and act interested

Do not criticise
Empathise Ask questions Have patience Paraphrase

Listen. Ask questions. Restate.

Understanding skills help you see the customers point of view We need to understand before we provide help

RED BUTTON

Strong emotions. They are barriers. If you are Angry Anxious Upset It will tie your tongue and block your ears This is the red button effect It triggers an emotional reaction A powerful reaction. A reaction which overwhelms you.

GREEN FLAG

Flattery! It appeals. The WIIFM factor An emotional trap! People will Praise you Complement you Flattery It will lower your defense guard Make you misinterpret the communication
Postpone listening to emotionally charged messages. Calm down!

DISMISSIVE LISTENING

Make up your mind

What is the other person trying to say

You pay attention only to information Information which confirms your impression You dismiss everything else as irrelevant

JUDGMENTAL LISTENING

You pass judgement on somebodys message much before it has been said

Judgmental listening it prompts us to fit people into convenient pigeon holes

DIAGNOSTIC LISTENING
Identify True feelings Motives Needs Pay attention to Voice tone Expressions Gestures Postures Use the PIN approach P Focus on the Positive I Focus on the Interesting N Negative aspects only come last

REFLECTIVE LISTENING

Repeat what you have just heard Reconfirm what you have understood It will avoid errors Clarifies implications

EMPHATIC LISTENING

Put yourself in the other persons shoes

Empathy

Put yourself in the customers shoes

Empathy

It is an action of understanding

Empathy

It is being aware of

Empathy

It is being sensitive to

Your empathy: Express it !

Let them know You hear and understand their feelings

Express feelings when the customer is frustrated or anxious

Paraphrase customer concerns Demonstrate a focus on the customers problem Use phrases like I understand I am sorry that you I would be frustrated too if

When expressing empathy

The Feel Felt Found Method
Say I understand that you feel frustrated, angry etc. I felt that way when I was in a similar situation I found that if you (start directing the customer to a solution)

Empathy does not mean Agreeing with the customers opinion Apologising for yourself Giving customers whatever they want.

When expressing empathy

The Feedback Method
Ask the customer for a feedback Example: How does that answer your questions? Hows that going? Is that clear? Are you familiar with that?

Have you done this before?

Any questions about what we talked so far?

IMPACT OF FEEDBACK
Negative and positive feedback will result in
DEFENSIVE Denial Rationalisation Projection Displacement Quick acceptance Withdrawal Aggression Humour Competition with authority Cynicism Intellectualisation Generalisation Pairing CONFRONTING Owning Self-analysis Empathy Exploration Data collection Expressing feelings Help seeking Concern Listening Positive critical attitude Sharing concern Experimenting Relating to group

Results in a conflicted self

Results in an integrated self

THE BARRIERS...
# 1 Your message contains errors Pronunciation of words Wrong usage of the word Improper understanding of the facts These can significantly alter your intended message

# 2 Your message contains ambiguities Words have more than one meaning Some typical newspaper headlines George Fernandes flies back to front Does George Fernandes know how to fly! Can he fly back to front! American tourist critical If the American had been critically injured He would not have been critical, he would be furious!

THE BARRIERS...
# 3 Messages is misinterpreted It is not so much the words which lead to message misinterpretation It is the context in which it is spoken
# 4 Message is misunderstood You incorrectly assume that your listener has knowledge of a vital piece of information. Lacking this information they can not understand your instructions. # 5 Key points are forgotten What you say first and what you say last gets most remembered. Key points in the middle get lost.

# 6 Message interpretation Listeners hear not what was said but what they thought was said. Their experiences, backgrounds, biases and emotional state influences their ability to interpret.

Finally
COMMUNICATION & REMEMBERANCE
WHAT I WANT TO SAY YOU NEVER GOT TO SAY WHAT YOU WANT TO SAY THIS IS WHAT YOUR CUSTOMER HEARS THIS IS WHAT HE UNDERSTANDS THIS IS WHAT HE WILL REMEMBER AFTER I AM GONE