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

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.

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Giving Thanks for Clients

This holiday season I will be thanking my clients and followers.  While the time will come to plan for next year, and hopefully grow your business, this is the time to thank those who helped you get to where you are.  It’s important to acknowledge each and every relationship we have in business…or they won’t last.

Acknowledging Clients

When you acknowledge a client, do your best to thank them for their trust and confidence in you and the partnership you’ve forged together. It’s important that they know that you value that partnership. Sometimes a simple “Thank you for working with me this year and I appreciate your trust,” is all they need to hear.  As long as you mean it!

See the Future

Take this opportunity to also recap this year’s milestones and understand the 2014 direction your client must go in. Don’t fix anything just yet. Listen and just understand it. Think about it through the holiday season and then determine the recommendations you’ll present in January.

Every client relationship needs to advance so you are seen as a true steward of their business never their custodian.

Thank You

And speaking of thanks, I thank YOU for reading my blog this year. You may have noticed that I’ve been far more consistent with posts this year. A lot of that is because of the positive feedback I’ve gotten from you. I truly hope you gain value from reading these posts.  I value your opinion so, if there is any way I can improve this blog so that it is even more useful to you, please let me know.

May your family and you enjoy a fantastic Thanksgiving!

To Lead, Don’t Be a Friend…Be Frank

We all want to be liked. That’s especially true in an office/work environment. But good leaders know that sometimes, being honest and frank, keeps your employees moving forward. Too often a leader’smfirst desire is to be a friend to their direct report versus an objective observer who discerns behavior that can be strengthened.

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Sell Like a Child Would…Be Persistent, Yet Likable

Ever been confronted by a child who wants something…really badly? How many times did the child get what he/she wanted? More times than not? That’s because children possess a skill that most of us have lost a long time ago…the ability to be relentless while still being likable, even lovable!

Why Children Would Make the Best Salespeople

Why do people say that children make the greatest salespeople?  Because they are relentless! Does this scenario ring true to you:

Monday: “Daddy can I have that X Box?” “No.”
Tuesday: “Daddy can I have that X Box?” “No.”
Wednesday: “Daddy, is today the day I get the XBox.” “No.”
Thursday: “Daddy, today sure would be a good day to get an XBox.” “No.”
Friday: “Daddy, if I had an XBox right now, I wouldn’t be bothering you.” “No.”
Saturday Morning: “Daddy, I really think that…” “Okay, okay, we’ll go! We’ll get the XBox today!”

Fascinating analogy isn’t it?

Death of a Salesman…Giving Up

A recent survey of sales executives by the National Research Bureau revealed that 80 percent of all sales are made after the fifth call. And yet…the same survey found that 48 percent of salespeople call once and give up. Further, 25 percent of salespeople call twice and quit. It gets worse. Just 12 percent make three calls and stop while only 5 percent make a fourth call before calling it quits. Only 10 percent of salespeople keep on calling. And, it is this 10 percent – the one salesperson in ten – that make 80 percent of all the sales.

Be Relevant and Persistent

Our job as salespeople/consultants is to be persistent, yet likable. To succeed at persistence, it’s essential to capture what’s important to your client. You need to play back to him/her what their challenge was to prove you’ve heard them. “You said that growing your West Coast division is mission critical.” Then, you create legitimate touch points that serve your client and illustrate your desire to resolve what your client said was keeping them up at night. “With the program I’m recommending, you can start building the West Coast division, see some quick results and grow it steadily over the next 3-5 years.” You’ve just become relevant in his world and you have his attention.You must be able to defend each touch point to your client. That way, they can see and appreciate your empathy.

And DON’T GIVE UP! Be the one of the last nine salespeople your client has seen who actually wins.

Account Management IS Sales Management

“Toto, I’ve a feeling we are not in Kansas anymore”
– Judy Garland in The Wizard of Oz.

As all of us have experienced, business has evolved dramatically since 2008. One of the areas most affected is account management with business partners. For many years you only needed a team of reactive people who could effectively service the needs of business partners.

Not anymore Toto! Read more

Coaching Employees: Show Them You Care

I’ve coached many leaders and the one area that often is a blindspot is the area of deliberately caring about each direct report they have.

Many times I’m involved in situations where leaders have been directing their teams but haven’t built up any coaching equity. They merely set the team’s direction and monitor the output/deliverables the team produces.

What’s wrong with this picture? Read more

Handling Difficult Clients: Act Like Your Teacher

Throughout my work in executive development, I often recommend that clients think of one of their favorite teachers to get beyond a challenge they currently have. It’s an amazing process. You get in touch with the characteristics/behaviors you still remember even up to today and then see how your own behaviors match up. Read more

What Is a Mentor (and Can You Be One)?

Mentors are often assigned, but often not successful. Throughout my client base I have begun coaching mentors on …how to mentor.

It’s been my experience that rarely does a mentor understand their importance and the gift they have just been given. Coaching and shaping another person is an important responsibility. It requires a formal set of observations and meetings not an ad hoc series of tips. Read more