Sales tips, leadership communication skills insight and more from Steve Giglio, sales training professional for more than 25 years.

The Courage To Learn From Others

Receiving feedback that stings is always difficult. None of us wants a scarlet letter on us regarding our behavior.

In my previous blog post, I spoke about the value of feedback and the gift it actually is, providing you hold it as such. One of the best ways to begin to neutralize feedback like this is to meet with the stakeholders who provided it. I know you’re saying, you can’t be serious?

I am. It takes some courage. And they’re unlikely to give you a medal for it. But, you’ll reap rewards in the long run.

Be Willing to Listen

Just the overture alone of meeting with certain execs and asking them how you can augment your behavior sends a profound message of humility and desire to change. Just think to yourself, “I wonder if they could do this when their time comes?” At the very least, you are a setting a good example to your directs…which is what leaders should do, right?

Be Willing to Change

There are two main reasons why you should embrace the feedback and get more of it directly from the sources:

One, you’ll learn what is really important to them and how you “show up” to them now. This will be the baseline upon which you begin altering your behavior to align with their expectations.

Two, you’ll get a window into certain actions you can take that may, at first seem risky, but are really no more than acknowledging a current behavior you’ve manifested and substituting this behavior with another.

Just trying it sends a great message of sincere desire to get in lock-step with the execs.

Try it the next time you get some not-so-great feedback and let me know how it goes.

It’s Not Me…The Problem Is The Job

Of course it’s not you. The job…that’s the real issue, right? If only your skills were being put to use in a more productive way.

Oh really?

As you develop as an executive, and coach others as well, you will discover that leadership is more about the courage and desire to change than it is about finding blame.

You Have to Want It

To develop yourself, you have to want it. Doesn’t work any other way! Believe me…I’ve seen too many people go through the motions of development but not be fully committed to learning/changing. It’s not worth going through a 360 review or collaborating with a coach unless you TRUST your superior genuinely wants you to grow and advance in your organization.

Trust Them…and You

You also need to TRUST yourself. You need to trust that a part of you knows you need to develop and your boss sees this nascent behavior in you already, they just want to accelerate it for you.

The value of the 360 when done in person, with tailored questions to pinpoint behaviors to strengthen, is a gift of awareness that many executives never get the chance to realize. Hold this feedback as a gift, not a jail sentence.

Are You a Horse?

If enough people call you a horse…buy a saddle. What I mean is, when you get feedback that points to behavior trends, it is the objective evidence you can either a) reject because they just don’t know you well or, b) use to develop yourself. I bet you can guess which option I recommend.

Face it, fifteen people can’t be all wrong, nor can the “job” have done this to you.

Your management team is providing you with your first road map with which to shape into a development plan. Try it, you’ll like it.

Have a Heart: The Responsibility of Consulting/Selling

A while back, I did some consulting with a major retailer in the men’s luxury garment area. My task was to assess their sales teams throughout the US and create a development plan to increase their sales.

One of the first steps I recommended was that I peform a “secret shopper” evaluation to understand their current selling environment. It didn’t take me long to notice something peculiar. The stores were regal and inviting with elegantly presented garments. The sales people were impeccably dressed with great posture. But there was one thing missing…HEART.

I couldn’t find any.

Be Welcoming

When I shared this observation with my client, he lamented that each store was designed to feel as though you were in a person’s living room.

“Funny,” I said,” because when anyone comes into my living room, I ask how their day was, how they’re feeling, what type of beverage they’d enjoy and where they plan on vacationing this year.”

Essentially the hosting role I play is the same role they needed to play and they weren’t.

Be a Good Host

An author client of mine summed it up perfectly; once you’ve invited someone into your home or gain their attention you have a obligation to “host” them for the time they devote to you. They are giving you their time and from this action you have a responsibility to make their time productive. You accomplish this by being a gracious host. Being interested, actually very interested/curious in them is the first key to professional consulting and selling.

When you are with a client pretend they’re in your living room for a Friday evening dinner party…

Let me know how it goes…

Seven Leadership Questions That Show You Care

When a new leader takes over a team, the assessment period begins…on both sides! As a leader, it’s essential to understand this and accept it. Your new team is looking at how YOU act, react and lead to see how much trust they are going to put into you for the long-term. So, before you unpack all your boxes and set up photos around your office, start planning to get to know your team by asking some key questions!

Patience and Interest

Being the “new leader on-the-block” requires patience and the ability to be truly interested in each person’s direction and understanding of where they see the organization going. What is THEIR vision for the future? Taking time to assess this will not only give you some insight but, show that you care about their opinion as you create YOUR vision.

Ask these questions to show your desire to understand and align with your directs:

Seven Questions to Ask Your New Team

  1. What is the next step for our organization?
  2. What’s your opinion of our lead products/services?
  3. What’s our future from this?
  4. Developmentally, where do you see yourself now relative to our company?
  5. Where do you want to be next year at this time?
  6. What would be exciting for you to focus on?
  7. In retrospect, what would you have altered from last year?

These questions give you insight into your direct’s knowledge of the organization and how connected they are to it. Do you have a favorite question you ask?

Try these and let me know how it goes in the comments below. Thanks!

Promote From Achievement, Not Longevity

“We should promote Ben. He’s been here the longest and we’ve passed over him twice.”

Leaders, ever hear a colleague say this? Too many times, people are promoted because they’ve simply stuck around even though they’ve not achieved results. This is not good for anyone, especially the one being promoted.

What’s Been the Plan?

In the example above and you are the leader of the group, speak with Ben’s manager and find out if Ben’s been orphaned developmentally.

Ask yourself, or the manager, these questions to find out where things stand for Ben:

  • Does Ben have a development plan? Did he agree to it?
  • When was he reviewed last? What was the outcome?

The greatest way you can contribute to Ben is to have a formalized conversation with him about his developmental areas. Let him know you appreciate his loyalty and you want to promote him if he raises his skills to a higher level. Next, mutually create his development plan with his manager so that you all own it.

Create Structure

Quite often leaders have development conversations on an ad hoc basis versus a structured basis.

Ben needs the structure…and so do you.

When you have the development conversation, bear in mind that you are contributing to Ben, NOT castigating him. Most leaders need coaching in how to deliver tough feedback.
There are many ways to be candid with Ben and retain his desire to grow.

Know Their Goals

Developing employees must include understanding what’s important to them. Ben will have personal goals, which you need to know as you map out his growth. You can also observe his actions and note towards what projects, actions, and clients he gravitates, a sure sign that this is where his passion lies and that a certain client type/group is where he finds satisfaction. Set him up for success by capitalizing on those while also creating a plan to develop skills that will help achieve the goals YOU have for him too.

Ben must buy into this plan or it will fail. Make sure you get agreement from him, and his manager, to create a covenant that will move his development, and your department, forward.

Have an employee like this? Use these tips and, let me know how it goes!

Convince Yourself…Then Convince Your Client

New business development must always be top of mind in business. Often I find too many salespeople acquiesce to the immediate/knee-jerk reaction of a potential client: “We don’t have a need for that right now.” Potential clients say this because they actually don’t know they have a need and/or feel they’re covered.

But many times, they are wrong about that. Read more

Five Steps for Improved Client Communication

When most people think about client communication, they picture a presentation with slides, charts, bullet points, etc. However, most people I consult with rarely given a “formal” presentation. Rather, they are called upon to discuss an issue with a client or internal team. But that shouldn’t mean the communication is less important! It still takes preparation and attention to detail.

Whether you are delivering an internal update or an external new business presentation, these five steps will make your communications succeed:

Start with Your Audience’s Objectives

Too often people begin a presentation with background/history versus what their audience desires. Better to state at the start, “As you’ve said, your primary objective is to…”

Two of the most powerful words in persuading are the words ”you said.” It shows you’ve heard your client and realize the importance of their objective. It even helps when a client objects to your recommendation. Answering them with, “I understand your objection but, you said that ___ was important to you. Has something changed?” Now you’re going to get to the bottom of their objection and have new intel to make a revised recommendation!

Pinpoint the Obstacles

Be clear about the obstacles your clients have faced. State what’s prevented them from achieving their objective. This let’s them know you understand their situation and creates urgency to your recommendations. From there, you can collectively arrive at solutions. But you have to know the problem you are solving first, right?

Present an Agenda

Nothing controls a communication more than a clearly distilled agenda. It shows your homework has been done and your ready to edify people of your diligence. It also let’s you know whether you’ve given yourself enough time to achieve your meeting objective. So often, my clients say they run out of time when presenting their recommendations. I’ve found that poor time management begins when you don’t have an agreed upon agenda. Use one to organize your thoughts and ensure that you have plenty of time to accomplish what you set out to do.

Say “What this means for you…”

Once you’ve completed a point in your agenda, you’ve got to link it to your client’s world using this phrase. They may or may not do it on their own. Take the guess work out of it! Make sure that they can see that what you are recommending solves an issue for them. Make their life easier!

Present a Critical Path Forward

Ever leave a meeting not knowing whether you accomplished your goal or what the next steps are? It’s because you didn’t declare the next steps and get agreement on them from your audience. Always present a critical path forward. It says to your client, “here is the next step I’m putting forth for you to accept.” They may not accept it or, may suggest alternatives. But at least you will know where things stand.

Enjoy succeeding with these points and let me know how they’ve helped in the comments below.  Thank you!

3 Tips for Changing Jobs…On Your Terms

Spring brings about many changes that are apparent all around us. It is a time for the earth to make a fresh start as winter becomes a distant memory. For many, it’s a time for contemplating their career and assessing whether where they are today is where they want to be for the long-term future. Several will decide that a new path is needed. But making a career change can be daunting.

At a certain point in your career, you reach a place of mastery in your field. You can also simultaneously reach a plateau. While you’re eager to remain challenged, the actual work you’re doing, well, it just isn’t doing it for you anymore.

Intuitively your spirit says its time to move on. But to where?

BEFORE you make a break from your organization review these three actions to take:

Define Your Reputation

Think about how you want people to view you as you re-enter the marketplace. What four adjectives should people use to describe you professionally? Bounce them off a few trusted people to see if they really capture your reputation. They might surprise you with attributes you didn’t know you had. Regardless, it is essential that you understand the reputation you want to put forth so that your new employer will see you as such.

Remember What You’ve Enjoyed Doing

Really think about this. No one enjoys EVERY aspect of their job. However, focusing on key elements with which you’ve had success in the past will help ensure that you land a position that will have you jumping out of bed in the morning. Life is too short to do work you don’t enjoy fully so, take this time to remember what you like to do and then find work that allows you to do it.

Make It Real

To back up your reputation, find three experiences from your career that highlight your acumen and expertise. What challenges were there? What did you conceive to solve these challenges and how did each play out? Make sure you complete each experience by saying, “what this required was…” Say this to link your professional skills to the result you catalyzed. Don’t make them connect the dots…do it for them.

Take your time choosing a new position or career path. The work you put into determining what job you really want, and then going out and finding it, will pay off in many ways. Use these tips to help. Give me a call if you need more guidance. And let me know how it goes!

Six Steps for Great Online Meetings

While I always believe that in-person meetings generate better, actionable results, many times the logistics of all attendees being in the same place are too difficult to overcome. At that point, you have to resort to an online meeting. This creates a whole new set of challenges as you try to capture their attention.

Think how often you multi-task when you’re on a conference call. Someone texts you, you answer it. An email comes in, you respond. You remember an upcoming meeting and put it on your calendar. All the while, someone is talking to you!

Grabbing and keeping a client’s attention is mission-critical to succeeding with a demonstration of your product via an online meeting. Outlined below are the six steps to holding their attention and gaining their agreement that your idea is the right one.

Step #1: Know Your Client’s Goals

I know it sounds simple. Too often, though, we’re caught up in our own product and dismiss our client’s core goals that fueled the meeting’s purpose in the first place.

Introduce the demo by stating your client’s goals. Think about what this does. The action illustrates that your client’s desires are more important than your demo. And guess what? THEY ARE! Clients want and need to be affirmed. They need to know you’ve listened to what they’ve said and tailored a demo just for them. With this overture of empathy, you can then state the challenges they’ve shared with you, making your idea their solution.

Step #2: Check-In

Once you’ve stated your client’s core goals, ask him/her to agree with them. Present the challenge they said was preventing them from achieving their goal. Then, check-in with them by getting their agreement on this issue.

“From our previous discussions, it seems that your biggest issues are X, Y and Z. Did I capture that accurately?”

Also check-in a few times throughout the demo by asking your client questions such as “How do you see this aspect of the product helping your business?” That gets them involved in your conversation while also potentially giving you new intel upon which to base your recommendations.

Step #3: Be Concise

It’s easy to go off on a tangent with the product you enjoy speaking about…DON’T. No one enjoys a wind-bag. Keep your comments concise and tailored to your client’s issues.

Step #4: Avoid Qualifying Words

You are asking your client to believe in you and your product. Assuming that YOU believe in you and your product, you must speak strongly and with conviction. Qualifying words and phrases will weaken your position and give them reason to doubt what you are saying. That’s when they’ll start reaching for their phone to check their messages…you’ve lost them!

Some phrases to avoid are:

We feel this is a solution to…
I think the product…
Hopefully this aspect of the product will…
Perhaps our service could…

How would you change those to be stronger, more assertive? That’s a good exercise to do before you conduct the meeting.

Step #5: Know Your Competition

You have to be ready to defend your organization/idea and respond to the inevitable question of product blurring. How well do you know your competition’s offerings? How does what you offer stack up? Where are you vulnerable? Where do you shine? Know the answers to these questions and be ready for challenges related to what else is out there so that you can command the conversation. Don’t open the door for your competition!

Step #6: Declare the Next Step

Yes, I mean declare it. Even if it’s wrong, you’ve stated what you believe to be the next appropriate step. If they have a problem with it, they will present a countered next step. They now understand there is a next step both of you should agree on. And you will leave the meeting knowing what is expected of you. Now all you have to do is deliver!

Online meetings present a lot of challenges, even technical ones. Commandeer the situation by being prepared and moving the conversation along according to what you want to get out of the meeting. Let me know how it goes!