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

Am I Right?…Am I Right? – The Good & Bad About Checking In

When communicating an idea or recommendation, it is essential to check in. However, it’s “how” you do it that makes all the difference. Can you ask “Am I right?” No. That’s not appropriate…well…pretty much ever!

You can, though, when you are speaking with a direct report, client or colleague, ask relational check-in questions.

Asking Relational Questions

Relational questions provide you with an opportunity to see if your recommendation is resonating with your target audience. It also provides a stopping point during which your client or direct report can provide input, which gives you insight into where their head is during the conversation.

Examples of some relational questions are:

Do you see how this idea can help you this year?

From what we’ve just covered how do you see this fitting in with your overall strategy?

Is this idea on strategy?

The Importance of Checking In

Checking in is very important. It accomplished two goals. One, it illustrates you’re concerned about your client’s understanding and accepting of your idea early on in the communication. Two, it shows you have the confidence to ask for their alignment at the start of your communication.

Too often in meetings, I have observed people checking in during the last five minutes of a presentation versus at the beginning, middle and then the end. 

You can’t fix a misunderstanding during the eleventh hour of your presentation You can when you uncover it at the start.

Be sure at the start of your presentation to ask for agreement that you have captured the primary goal of your client along with their stated challenges before you present your idea.

Keep Your Problem Clients Closer

My grandfather, and I expect many of yours, always counseled me: “Keep your friends close, keep your enemies closer.”

I counsel my clients to consider this adage when dealing with their most troublesome clients and business associates. You know the ones…they offer their opinions constantly, practice inactive listening and have an air of superiority that diminishes your position in any conversation. Put bluntly…they are windbags concerned only with themselves. But they must be managed and, you can do it! Read more

Dealing with Downsizing

“Good morning, boss, I’ve got an idea!”

“Yeah…well…sorry but we’ve eliminated your position.”

Yikes…blindsided by downsizing! What do you do?  How do you go about it?  Where is your head? Read more

Credentialing, Part Deux…Ask Killer Open-Ended Questions

In my book I talk about how important the voir dire process is to lawyers. In fact, a dear lawyer friend of mine has said, “a trial is won or lost in the voir dire process.” So, are you winning your clients over with your questions?

Investigate Before Proceeding

During the voir dire stage of a trial, lawyers get their one chance to interact with a juror to observe how they think and what their values are to determine how to present/shape the facts of their case. It is this investigation where they will discover new ways to present information that is likely to resonate with the jury. Critical!!

Lead the Witness

Fast forward to us. I recently wrote about credentialing yourself with your clients. It is the act of demonstrating your knowledge by how you engage with them.  One key element is about asking smart, researched, killer open-ended questions that illustrate your diligence performed prior to a client interaction, whether you are persuading or informing them. It’s also a way to “lead the witness” towards the solution you have for their issues!

Case in Point

Here’s a relevant case in point that illustrates this skill:

A client laments they need to put a plan in place for their team to succeed. An easy yet ineffective question to ask is “How will you format the plan?”

A smart question to ask is: “Why is this mission critical now?” Here you will understand what’s essential to your client versus what they’ve been planning. You will know why, not just what, they are planning.

Your client then may say, “We need better team compliance with our process,” to which you might ask, “Any challenges to this?” I would suggest a stronger approach, such as asking, “How has this lack of compliance hurt you organization? For how long?”

I trust you are tracking the progression of establishing public testimony to then synthesize to segue to your idea.

That’s great credentialing!

By the way, since I referenced my book above, you can take a look at it on Amazon.com. Though I wrote it a few years ago, the lessons in it are as relevant today as they were then.  Hope you enjoy it.

Changing Behavior to Achieve Goals

To paraphrase an often used quote, “Doing the same thing over and over again and expecting different results” is what I believe is the definition of career stagnation. So often in coaching executives, a client and I come to a discovery; in order to grow, a person must give up a certain part of their business behavior to achieve their development goals.  Read more

Fear of Failure? Defend Yourself with Dilligence

Fear of failure affects all of us at some point. For so many of my clients, this fear comes to a head when they are engaging with their customers and clients.  It’s natural to worry a client will question your ability. How you prepare for that situation will make the difference. Read more

Size Them Up, Then Test the Waters

Here’s an essential modus operendi going into the New Year, make 2014 the year you illustrate your keen understanding of client’s business BEFORE you recommend they purchase your product/service. Read more

Go Ahead and Argue…It’s Ok

My very first manager, Nick, taught me most of what I know today as a consultant. He began my consulting education by teaching me how to “have the war now and the peace later.” He knew that a consultant who could, with confidence, argue a point from the perspective of what was best for the client, even if they didn’t see it at the time, would pay off. He was right.

Be Comfortable When Arguing Your Point

We’d meet a potential client and initiate the small talk in a relaxed easy manner. We would then gracefully lead the conversation to the purpose of why we were meeting. Through that dialogue, Nick and I would uncover all the issues which we would need to neutralize so that we could earn the right to recommend our service. The magic here was Nick’s comfort in the dialogue/argument he facilitated.

There’s a Reason for the Discussion

Often in coaching sales people, private equity executives and account managers who steward large client relationships, I find there is a reticence to bring the argument. When you state the reasoning behind the argument you intend to facilitate, you earn the right to have the argument. Initiating the argument with the phrase, “There’s a reason for this discussion…” puts the correct context to the issue.

The Benefits of Arguing

Many would consider it risky to stage an argument with a client but here are the benefits. You uncover the “core” issues/challenges that need to be vetted and resolved. Your image in enhanced for having the courage/insight to say what needs to be said. And your analysis – quotient is demonstrably lifted.

As you facilitate the argument, it is important to synthesize what’s been said and drive the conversation to the appropriate next step. Synthesizing what the next step is reinforces your control over the entire issue and it’s equitable.

Try it the next time you really need to make a point with a client. Let me know how it goes.

 

 

 

 

Leadership Develops Over Time…All the Time

A few years ago, I was coaching an executive who’s 360 peer review was quite critical. She took it hard and asked me if it was too late for her to develop the skills the 360 pinpointed she lacked. I vividly remember the sound of her voice, it was infused with resignation and confusion. She was scared.

It’s Not Too Late to Achieve

I responded by asking her if she thought it was too late (because I knew it wasn’t). I explained that the fear and confusion she felt was normal given how often the mind focuses on survival versus achievement. The only place “too late” existed was there. As long as we’re willing to listen to the objective evidence and allow people to contribute to us, we can grow and prosper.

Being Vulnerable is a Leadership Trait…

To lead, it’s essential to let yourself be a bit vulnerable. It makes you approachable and genuine. It drives the flexibility to experiment with different behaviors to achieve the leadership skills required in today’s business world. My client’s 360 exposed some areas of vulnerability in her and how she chose to react would demonstrate her character and leadership.

…Blame Isn’t

One area upon which she focused was blame.  In the past, she was critical of those who didn’t come through with results, blaming them for their shortcomings. She began to realize the benefit of understanding her direct report’s strengths and aiding them in their developmental areas. She realized that she could truly contribute to each one of them in their development versus orphaning them. Executive development is all about growth, not blame. She lost her fear and began to confidently lead her team forward, something they all wanted and appreciated.

Sales Training Tip: Lead When You Dance

I Like to Lead When I Dance…

Consulting is often about establishing the correct climate to consult, like when a dancer takes the lead position.  How the dance will proceed, what direction it takes and the steps to get there are all in the hands (and feet) of the lead.

At this time of year, it is important to take the lead with your clients to help guide where things are heading in 2014.

Read more