Difficult Conversation

Managers, the Goal for Difficult Workplace Conversations is not Personal Comfort…

It’s action and commitment

 

Manager Skills Boot Camp II: Improve your Difficult Conversation skills and more!

 

“An object at rest remains at rest until acted upon by an outside force.”Newton’s First Law

 

Grant is a steady performer; an overall solid team player. Ellen, his supervisor, has given Grant feedback several times that his work lacks attention to detail and the quality is often marginal. Grant’s behavior has not changed, so it’s time to have a difficult conversation that gently provokes him at his edge.

Ellen’s untiring feedback attempts to get Grant to improve have failed. Ellen needs to amplify her expectations and become the outside force. Intensifying one’s tone while being prepared for the consequences naturally stokes levels of stress and anxiety, both for Ellen and Grant.

A critical challenge for Ellen is to appreciate that tension is a resource to gently increase and manage, not avoid. Why? Tension and struggle are the universal energy sources for human growth, change, and transformation. The chick embryo must work and struggle to break free of the eggshell to become a healthy chick.

Grant must experience constant, gentle pressure to understand it’s in his best interest to change. Tension, when harnessed appropriately, creates awareness. Ellen must develop a *safe learning container to leverage the tension in pursuit of Grant’s development. It’s a classic manager’s paradox.

*If managers have not created trusted working relationships with their direct reports, these conversations are often emotionally difficult with messy outcomes.

 

“The challenge for leaders is to disturb or disrupt the movement at the edge to provoke the desired outcome.” -Per Bak, author of How Nature Works

 

Two Outcomes of Turning Comfortable into Uncomfortable

#1 Ideal Outcome: Grant takes 100% responsibility for his sub-par performance and sincerely makes a commitment to change. Most managers report a mere 10-20% success rate with this highly desired outcome. When this level of spirited partnership is achieved, managers call that a great day at work!

On the other hand, being overly attached to this outcome is often driven by the manager’s need for comfort and control. In order for the outcome to be ideal, this need should be relinquished.

#2 Acceptable Outcome: Ellen is leveraging her personal relationship with Grant to persuade him that it’s in his best interest to change. She’s selling, he’s not buying. Now she must pivot from expecting an ideal outcome to an acceptable outcome.

Grant commits to taking concrete and specific actions, including changing his behavior, and understands the consequences if he does not do so. This uncomfortable condition is known as agree to disagree. Ellen must be okay with the fact that he doesn’t share her belief. Her goal is to demand expectations that serve the company, not for her or Grant’s comfort levels.

 

So What Now?

Monitor, Measure and Provide Feedback

Ellen’s previous feedback attempts were based on hoping Grant would change. The Situational Leadership Model instructs Ellen to apply a much more direct style until Grant has made observable behavior changes. Being more direct is not Ellen’s default leadership style, but that’s not important. Ellen’s primary objective is to help develop Grant’s full potential. This is Servant Leadership at its core – the sincere desire to help others be their best. This leadership style says easy, does uncomfortable.

 

Sometimes Acceptable is…Acceptable

Few management situations are more frustrating then having a difficult conversation, especially when the employee digs in and says, “I disagree with your assessment.” Managers must develop the emotional fortitude to be comfortable with being uncomfortable. Tension is not a condition to be avoided, but instead, constructively managed towards an acceptable, not perfect, outcome.

 

Keep it simple. Keep it focused. Definitely keep it inspiring! –Steve

 

Manager Skills Boot Camp II: Improve your Difficult Conversation skills and more!

 

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Great Managers Possess a Leadership Point of View and Act on it Daily!

4 General Leadership Points of View

 

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“So in my first hundred days [as Ford CEO], we have developed a point of view of the future of the company: Smart vehicles in a smart world.” -Jim Hackett, CEO, Ford

 

Are your people clearly motivated and aligned with your point of view? Do you enroll them in co-creating ownership of the vision? Do team members see a clear line-of-site between their work and performance outcomes?

Effective managers, like great CEOs, know that having a clear point of view is critical for galvanizing peoples’ energies, aligning around expectations and delivering targeted results. A clear point of view coupled with visible daily supporting behaviors is inspiring leadership that fosters strong team loyalty.

Below are Four General Leadership Points of View to stimulate personal reflection, help clarify your values, and motivate you to craft a philosophy that will inspire your team:

#1 We will act our ways into new ways thinking, not think our ways into new ways of acting. Encouraging a strong bias for forward action and continuous improvement is the best insurance policy against workplace complacency and stagnation. Everyone is expected to bring forth ideas for improving products, services, and operational efficiencies.

#2 Grow people first, who in turn grow the business. Effective managers are great teachers, coaches and mentors. Their #1 priority should be the future health of the business, not career advancement. They focus their efforts on building tomorrow’s leadership talent pipeline.

#3 Clear expectations and a feedback-rich environment create a high-performance culture. Exceptional managers believe that most employees truly want to give their best, contribute to the team, and achieve visible results. Work is a daily hard-played game and team members want to know if they’re winning. Goal clarity, lots of recognition, and frequent two-way feedback is a trusted recipe for a high-performance culture.

#4 Create an environment where people feel safe speaking up, contribute fresh perspectives, and proactively report problems. The evidence is clear (and tragic): Authoritative, rigid, top-down leadership has been identified as a root cause of space shuttle disasters, failed dam levies, and commercial airline crashes. When team members fear potential retribution for speaking up, problems stay hidden.

 

“As a leader, it’s a major responsibility on your shoulders to practice the behavior you want others to follow.” -Himanshu Bhatia, CEO, Rose International

 

Revitalize your management focus by clarifying your leadership point of view. Take the Four General Leadership Points of View to adapt, edit, and craft your own. Or, of course, create your own philosophy, share with your team, and enroll them in a rich two-way conversation to gain their input and support.

Most importantly, commit to a few repeatable tactics each day to drive your vision deep into the culture. Good things will happen!

 

Keep it simple. Keep it focused. Definitely keep it inspiring! –Steve

 

Upcoming Workshops to Develop your Leadership Capabilities

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5 Key Performance Dimensions to Mitigate Manager Frenzy

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“Management by drive, like management by ‘bellows and meat ax,’ is a sure sign of confusion. It is an admission of incompetence. It is a sign that management does not know how to plan.” -Peter Drucker

 

Many managers are heads down, hard chargers all day long. Their relentless pace can exhaust their team and often causes widespread confusion. As the leadership proverb goes: Do not confuse frenetic activity with progress. There can be an addictive rush in being the hero manager; the feeling of being important and needed (who else could do this job as good as me?). Letting go of the need to control is imperative to organizational health.

 

These 5 Key Performance Dimensions (cascading in importance) offer a steady leadership path out of the frenzy

KPD 1 – Over-communicate the WHY vision. Clarity is the antidote to uncertainty, a common root cause of workplace anxiety. Managers who master communication foster meaning and purpose, a key dimension for attracting and retaining top talent.

KPD 2 – Be tough on performance expectations, gentle on people. The only employees who like wishy-washy managers are slackers. High performers are repelled by cultures where everyone wins a trophy. Be kind and caring, but let people fire themselves.

KPD 3 – Coach and develop. Make people better each day. These 2 tools support, stretch, and ensure accountability: 1) Regular 1:1’s, and 2) Delegating. Building the organization’s leadership pipeline ought to be every manager’s legacy.

KPD 4 – Build a safe and collaborative culture. Fostering psychological safety is a prerequisite for team performance, according to Amy Edmonson, author of Teaming. Great teams will always outperform a culture of individual stars in the long run.

KPD 5 – Recognize achievement and have fun. Workplace stress continues to be a top complaint for most employees. Chronic stress, as we know, is literally a killer. Create regular rituals of renewal that will benefit the company in the long run.

 

“Discern the vital few from the trivial many.” -Greg McKeown

 

Think of implementing the above 5 dimensions as utilizing the 80/20 rule. Allocating your time to a few vital areas (20%) assures the busy manager that her focus yields outsized (80%) results. Executing these high-leverage activities helps managers regain a sense of healthy control while providing team members increased clarity and direction – a win-win!

 

Keep it simple, keep it focused, and definitely keep it inspiring.–Steve

 

FREE webinar: Identifying and Promoting the Right People

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~Facilitate High-impact 1:1’s in 2018~

3 Performance Outputs and 4 Guidelines

 

Download the 4-Step Coaching Process and Skills Plan

 

Note: This is a two-part blog post meeting series. This post strongly advocates and will focus on the power of 1:1’s. The next post will give attention to the architecture for team meetings; both standing and ad hoc.

 

“A meeting is nothing less than the medium through which managerial work is performed.” -Andy Grove, High Output Management

 

Workplace meetings have a bad rap. Why shouldn’t they? Busy managers often run meetings on default or fire fighting mode.

Many team members perceive meetings as a “waste of time.” However, high business output can be accomplished by combining the structure of 1:1’s with intention. This creates a powerful communication medium.

The common sentiment – “1:1’s are unnecessary, I work along-side my people all day and they know I have an open door policy” is a common and noble management behavior. However, a crucial dimension is missing: The failure to prioritize the development, engagement and working relationship with each team member.

Here’s an analogy: One can work side by side with their spouse every day raising kids…but if you fail to regularly connect with your spouse, what’s the quality of that relationship?

In work lingo it’s called, “high task, low relationship.” Lots of important stuff gets done but the quality of the relationship quietly, and often dangerously, erodes.

 

“You don’t build a business. You build people who in turn build the business.” –Zig Ziglar

 

1:1’s drive three vital performance outputs

  1. Builds the working partnership with the manager and her direct reports
  2. Grows the unique capabilities of each team member so they operate at their peak performance, which in turn
  3. Helps ensure the organization achieves its performance targets

Four guidelines for facilitating 1:1’s in 2018

Guideline 1 – Schedule regularly. Shoot for every two to four weeks. Avoid more frequent meetings because individuals might feel micro-managed. The exception is the chronic under-performer, where a direct style of management is required. Don’t wait more than a month or the coaching relationship will lose momentum and engagement.

Guideline 2 – Mostly stay on individual’s agenda, not yours. This is about optics. The effective manager-coach prioritizes the team member’s growth, concerns, and ideas. Focus on developing the necessary capabilities that will support their success in achieving business metrics, not the other way around.

Guideline 3 – Ask great questions and be highly collaborative. Nothing builds trust faster than asking useful, sincere questions and listening deeply to team member’s career aspirations, motivational drivers, concerns, and ideas for continuous improvement.

Guideline 4 – Have a strong bias for action and accountability. Every 1:1 should be book-ended by commitments and action plans. The high output manager-coach always asks, “Who is doing what, by when, and how will we measure progress and success?”

Keep it simple, keep it focused, and definitely keep it inspiring.–Steve
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~The Sales Leader’s 2018 “5 Steps & Actions” Playbook~

Sales Leader-Coaches: Make Training Your Competitive Advantage in 2018

 

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Regular, disciplined training is considered critical to quality performance in most professions, but is often lacking in many sales organizations. Why?

Airline pilots, athletes, surgeons, counselors, coast guard captains and numerous other professionals train regularly to receive and maintain industry certification and competence…but in sales? Zip.

One could argue, unlike an airline pilot, a mediocre sales performer does not put others lives of at risk. While this is technically true, consider that:

  1. Sales are the life-blood of a company. If the market rapidly grows in needs, then sales professionals who allow their skills to stagnate put the financial health of the organization in jeopardy. In fact, sales professionals who fail to adapt and grow put livelihoods at risk.
  2. Complex sales are very hard. Striving to influence another human’s beliefs, behaviors, and decision-making is arguably harder than catching a football.

 

“To be successful in sales today, you must sell beyond your natural ability.”  –The Science of Selling, D. Hoffeld

 

The Sales Leader’s 2018 “5 Steps & Actions” Training Playbook

Action 1- Inspire and Motivate your sales team with your Big Vision. It might sound like… “We will be #1 in our region in 2018. We will accomplish this if we collaboratively train and grow our skills, knowledge and mindsets every day to our highest potential. Pros train, rookies wing it. If we are sales pros, we will train like sales pros.”

Action 2 – The 3 E’s: Enroll, Empower, and Expect the sales team to co-own the plan. Effective sales leaders create the formal structure, but expect the team to own the organic process.

Example: Manager sets mandatory team skill building meetings every Monday 8:00-8:45. Team members decide who teaches what skill or subject matter on which date. If the meetings are perceived as ineffective, they are responsible.

Action 3 – Inspect what you Expect. Build a culture of accountability by holding each sales member to his or her development commitments. No one is exempt. The training vision mantra is: “We can and will be better.”

Action 4 – Celebrate Successes and Recognize Top Performance. Create peer-to-peer awards to foster strong collaboration and esprit de corp. Recognize top performers on a weekly basis along with individuals who are applying new sales capabilities with great effort.

Action 5 – Strengthen and Develop your Coaching Skills. “Managing to the numbers” is not coaching and neither is telling sales professionals what to do. The effective sales coach has regular 1:1’s, is highly collaborative, and customizes their approach to each unique sales member. They are not a one-size-fits-all coach.

 

“The investment in training will pay off in the long term. People can’t deliver on what they don’t know how to do. You have to upgrade capabilities.” –J. Kouzes and B. Posner, Leavey School of Business

 

Total organization sales revenue depends on each sales individual performing at their highest level. Regular and focused training is the not-so-secret strategy of all elite coaches and performers. Be great in 2018 by executing the above 5 Steps & Actions Training Playbook!

 

Keep it simple, keep it focused, and definitely keep it inspiring.

–Steve

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Effective Manager-Coaches Drive Performance by Asking Questions

Build Trust and Leadership Credibility

 

Read the Asking Great Coaching Questions Guide

 

A manager’s primary role is to achieve sustained organizational performance through the collective contributions of others.  Each individual, therefore, must be continually growing their knowledge, skills and mind-sets, and be contributing at consistently high levels. In other words, today’s manager-coach is in the human behavior change business and asking great questions is an established coaching tool to facilitate individual change. Why?

 

“Questions prompt the brain to contemplate a behavior, which research shows enhances the probability that it will be acted upon.” -David Hoffeld, Author of The Science of Selling

 

A primary goal of coaching, like sales, is to ask penetrating questions that influence or persuade the individual to consider changing their behavior. Put simply, using this coaching tool helps others think through and analyze their current situation, which can facilitate a change in behavior to achieve a more desired future state.

Great managers know that asking useful (versus superficial), penetrating questions helps achieve two critical outcomes:

  • Builds trust with team members because you show you care about others thoughts, values, goals, and aspirations
  • Builds leadership credibility because you are providing real value

 

“My greatest strength as a consultant is to be ignorant and ask a few questions.” –Peter Drucker

 

If you’re a manager and you aren’t consistently asking powerful, engaging questions then chances are your team members are not growing and developing. According to Forbes, using this management tool is the core to developing a Growth Mindset.

It’s an accepted truism that a company is only as strong as its weakest employee. Ultimately, then, your organization is only as strong as your weakest manager-coach. A manager who is a dedicated and disciplined coach attracts, engages, and retains top talent while putting up wins on the performance score board. And, her primary engagement tool is asking great questions!

 

For examples of great questions, click the link at the beginning of the article.  For tailored training programs to enhance your coaching skills, contact me.

 

Keep it simple, keep it focused, and definitely keep it inspiring.

–Steve

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Investing in Your People is Investing in Your Business

5 Tips for Establishing Your Talent Pipeline

 

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If you’re a small business owner or manager the chances are that you don’t have a clear management talent pipeline. You probably hire and promote solely based on how hard-working and good at their job a team member is. Big mistake! But don’t just take my word for it, Harvard Business Review demonstrates how being an expert in only one area is one of the biggest reasons that managers fail. Managers have to be talented in all areas to be successful in the long-term.

 

Great vision without great people is irrelevant.” –Jim Collins, Author of Good to Great

 

To accomplish this hefty task, your organization must have a talent pipeline. HBR recommends the following 5 Tips for establishing your talent pipeline:

  1. Focus on Development: Invest in management training, use events in the workplace as learning opportunities and don’t fall into the trap of pure succession planning.
  2. Identify Linchpin Positions: Focus your efforts on positions that are vital to the health of your organization. If a manager quits today, would your business still be able to run effectively? Always be ready with a list of qualified individuals to fill vital roles and consistently train them for those roles.
  3. Make it Transparent: Let your team know how your talent pipeline works, what they should expect, what they need to do to successfully navigate the pipeline, and what training programs are available to them. Also, don’t be reluctant to receive feedback from your team; especially if your pipeline is newly established.
  4. Measure Progress Regularly: Monitor your talent pipeline. How many positions are being filled internally? The more qualified internal promotions, the better your pipeline.
  5. Keep it Flexible: Don’t be afraid to change your talent pipeline. Periodically update your procedures based on feedback, observation, and the latest management research.

 

Develop talent for tomorrow, rather than just hire for yesterday.” –Pearl Zhu, Author of IT Innovation: Reinvent for the Digital Age

 

The 5 Tips from HBR outline the general areas to begin developing your talent pipeline but your organization is dynamic. Constant devotion to improvement is the hallmark of a successful business. Read and download the free asset below, and contact me for more specific skills, real-world examples, and tailored content devoted to making your talent pipeline work best for you.

 

Keep it simple, keep it focused, and definitely keep it inspiring.

–Steve

 

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Talent Spotting: A Critical Manager Skill

Learn to spot the “Big 5 Talent Behaviors”

 

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Promoting a new manager from within is arguably the single most critical strategic decision an organization makes. Consider the economic implications:

 “When companies can increase their number of talented managers and double the rate of engaged employees, they achieve, on average, 147% higher earnings per share than their competition.” -Harvard Business Review

Simply put, competent and engaged managers are a lead indicator of long-term profitability!

 

Building an effective talent management pipeline starts with talent spotting skills. Each organization’s culture and business requires unique capabilities. However, the following “Big 5 Talent Behaviors,” are strong indicators of an individual’s potential to be a next level leader in your organization.

Closely observe team members who consistently demonstrate these “BIG 5 Talent Behaviors” in their current role:

  1. Self-Starter. Effective leaders have a bias for action and self-initiative. These folks embody Nike’s vision statement – Just Do It! Rarely does the boss need to provide direction to this individual.
  2. Strong Team Orientation. Their language is imbedded with the pronoun “we,” rarely “I.” They always accomplish their responsibilities and naturally reach out to help others. Cooperation and collaboration make up their DNA.
  3. Excellence Reflex. In Danny Meyer’s book, Setting the Table, he shares how his team looks for this trait in new hires and potential next level leaders. Simply put, these employees are driven by high performance standards and results, and are repulsed by mediocrity. These folks hate working with slackers.
  4. Always On The Improve. This employee was seemingly born with the core value of continuous improvement. They are always sharing ideas to improve products, services, operations and the customer experience. This team member sees the big picture, understands the value creation process, and is proactive with suggestions for improvement.
  5. Mastery. This individual loves learning and growth, and possesses high expertise and competency in their craft. If this employee gets bored, or burned out, they are ripe for poaching from the competitor. It’s critical this team member is provided rich assignments and leadership projects to keep them engaged.

 

The potential leader in your current ranks might be categorized as a servant- leader:

“The servant-leader is servant first…It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead.” Robert Greenleaf, Servant Leadership

Skilled talent spotting managers recognize that individuals who naturally possess the “Big 5 Talent Behaviors” are ultimately humans first and heroes second, never vice-versa.

 

Keep it simple, keep it focused, and definitely keep it inspiring.

–Steve

 

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Bad Managers Cost You Money!

Three Actions for Building a Solid Talent Promotion Program

Promoting the right individual to a management role is, arguably, the single most important business decision. Need evidence? Consider Gallup’s research that those managers who meet the criteria of “high levels of talent…contribute about 48% higher profit to their companies than average managers do.”

And yet, smart people get this critical business decision wrong. In fact, Gallup has found that 82% of management hiring/promotion decisions fall short of optimal. Imagine if your business could make 48% higher profits just by choosing the right managers!

Just because an employee is great at coding, sales, customer service, or has been with the organization for 10 years, there is little correlation that these capabilities will contribute to becoming a great manager.  In fact, your organization will lose a great star performer and inherit a mediocre manager – a lose-lose decision.

 

Avoid the common promotion minefields by investing resources in developing a methodical talent promotion program for your organization. Here are three pragmatic actions to counter your current spaghetti-against-the-wall manager promotion approaches!

Action1: Require all managers to formally identify leadership talent, regularly. The accepted truism applies here – “If you can’t measure it, you can’t manage it.” Management must be visibly committed to this critical initiative. Senior leadership should expect and inspect each manager to advance potential candidate names quarterly, for example.

Action #2: Assess a candidate’s potential against a balanced scorecard type criteria, such as:

  • Key management and leadership competencies
  • Core business values
  • Long-term business strategies

Action #3: Implement distinct talent development pathways, based on assessment ranking.  For example:

  • A “Ready Now,” top-tier candidate – Initiate new manager onboarding and training program. “Strong onboarding processes improve new-hire retention by 82 percent and productivity by over 70 percent” (SHRM, 5/9/2017).
  • A “Could Be Ready,” candidate – Initiate a 60 day Action Learning Project. Real-time business initiatives enable two constructive events: 1) Candidate is provided opportunity to demonstrate skill level in target “gap areas,” and, 2) Manager is able to observe and coach candidate, while receiving feedback on candidate’s potential from involved team members.
  • A “Not Ready” candidate – Provide individual a kind and candid assessment, along with a general development plan. After 12 months, candidate may re-apply for internal promotion. Thank them graciously!

 

Stop using outdated and ineffective reasoning for manager promotions – your business, customers, and team culture will benefit immensely! A wise manager promotion or hire will make your business a lot of money. It makes business sense to invest in a more objective and disciplined talent promotion process. A transparent process also helps mitigate the politics that often surround next-level promotions.

To learn more about promoting the right people, watch this video.  Stay tuned for a webinar on this topic where we will delve into the details of each step, provide resources for implementing organization processes, have live demonstrations, and be ready to answer all your questions!

 

Keep it simple, keep it focused, and definitely keep it inspiring.

-Steve

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Create Compelling Sales Urgency, NOT Sales Pressure!

TWO Sales Skills to Help Build Urgency for Change

A sales cycle that drags on without a solid buying decision greatly lowers the probability that a positive purchase will eventually occur. The long, exhausting hunt often results in returning home with just a goose egg.

How can you create compelling urgency rather than aggressive pressure to positively influence a buying decision? The TWO Sales Skills below will help you create a methodical sales process that mitigates the relentless and cruel march of sales time.

 

The Status Quo is the enemy, not your competitor’s price. It’s not news that most people have a strong aversion to change, especially if there is a perception of risk involved. The thinking goes – my current situation may be undesirable and stressful but at least it’s familiar. Your process should fixate on creating the urgent conditions necessary for buyer behavior change. Behavioral science supports this universal human condition of possessing a strong aversion to loss, as captured by this quote:

“Losses make us hurt more than gains make us feel good.” -D. Kahneman and A. Tversky

 

TWO Core Sales Skills* for Creating Compelling Sales Urgency:

*It is assumed that the rep has built a trusting, credible relationship with the prospect or buyer before attempting to dive too deep and too soon into a customer’s business. If not, your approach is guaranteed to feel pushy, disrespectful, and your sales attempts will be rejected. Your humble intention to help, not sell, must shine through.

#1 – Find painful (e.g. expensive) problems to solve. Every prospect and business owner has lots of problems, just like you and me. However, there is often a singular one that is most costly. Find it. No serious problem = no serious pain. No pain = no urgency. No urgency = no solution, and you return home with yet another goose egg.

This says easy, does hard. You must be patient, persevere and be willing to be comfortable being uncomfortable while the prospect or buyer mulls over and quietly marinates in their current dilemma. Your penetrating questions, however, foster the crucial tension, or compelling urgency, that begins creating cracks in the formidable status quo.

#2 – Help prospect or buyer convincingly answer – “Why Change?”

Your non-aggressive persistence has paid off – the buyer, with quiet introspection, admits how her actions keep leading to the same discouraging business results. You can relate to her, as every business has their share of festering problems.

 

Behavioral change is often preceded by pain; this vital knowledge directs our sales process.

 

Gently, yet assertively (never aggressively) help the customer feel the pain of their key problem. Simple, insightful questions help facilitate the buyer’s thinking about the very real costs associated with the current situation:

  • What is the business cost of your current situation?
  • What are the non-financial costs of having this problem?
  • What benefits would you achieve if this problem were solved?
  • What would happen if you simply chose not to address this problem?
  • How does this situation prevent you from reaching your goals?

Humans’ natural bias for the status quo is a formidable sales foe. The science of human influence and change strongly suggests that our sales approach creates the prime conditions for change: compelling business urgency and pain. These two core sales skills are instrumental in facilitating this change process.

 

“An object at rest remains at rest unless acted upon by an outside force.”  -Newton’s First Law

 

You cannot control time but you can control your focus in each sales conversation! Make a mid-year resolution to invigorate your sales process with a purposeful sense of urgency and disciplined approach that steadily raises alarm bells that the status quo is unsafe and dangerous. The two skills above are fundamental for creating the conditions of buyer behavior change.

It should be noted that these skills remain relevant but are often insufficient for more complex B2B (business to business) sales where products can be expensive or have lengthy implementation steps.

Future sales topics will examine additional skills critical for keeping sales time AND momentum on your side!

As always, check out the resources page for some helpful tools and additional information to further your goals.

 

Keep it simple, keep it focused, and definitely keep it inspiring!  -Steve

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