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
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.
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.
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.
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.
Securing new business is always a constant challenge but, during this economic storm, retaining and expanding existing business is even more difficult. Steve Giglio’s sales training programs ensure that your teams are constantly learning about your current clients, anticipating their needs and delivering solutions. After working with Steve, your sales people will be seen as trusted advisors with the ability to close deals more effectively.
Vanity Fair’s advertising sales department is regularly called on for services normally reserved for advertising agencies. Clients demand full marketing campaigns, from creative design direction to online banners to interactive marketing campaigns. This new paradigm means a new language for the sales team, something they needed to master quickly. “In order to the get the right answers, we had to be asking the right questions. We brought in Steve and he made that happen,” said Edward Menicheschi, Publisher. Steve’s goal was to alter how the sales team was vieved, moving from product vendors to trusted business consultants.
Vanity Fair’s team now finds news sales opportunities beyond its traditional channel of ad space. Team members consistently ask 20 to 30 questions when addressing a new client or handling a request from an existing one, uncovering new revenue generating sources. They excel at understanding clients marketing goals and can tailor programs that meet those needs. “Steve has provided new language that has allowed our teams to find sales opportunities and grow our services to increase our relevancy, which is so important today. Our teams communicate our value better and it has lead to many more closed deals.
ALSO SEE:
Consistent Sales Approach
Improved Sales
More Effective Sales Teams
Vanity Fair’s advertising sales department is regularly called on for services normally reserved for advertising agencies. Clients demand full marketing campaigns, from creative design direction to online banners to interactive marketing campaigns. This new paradigm means a new language for the sales team, something they needed to master quickly. “In order to the get the right answers, we had to be asking the right questions. We brought in Steve and he made that happen,” said Edward Menicheschi, Publisher. Steve’s goal was to alter how the sales team was vieved, moving from product vendors to trusted business consultants.
Vanity Fair’s team now finds news sales opportunities beyond its traditional channel of ad space. Team members consistently ask 20 to 30 questions when addressing a new client or handling a request from an existing one, uncovering new revenue generating sources. They excel at understanding clients marketing goals and can tailor programs that meet those needs. “Steve has provided new language that has allowed our teams to find sales opportunities and grow our services to increase our relevancy, which is so important today. Our teams communicate our value better and it has lead to many more closed deals.
ALSO SEE:
Consistent Sales Approach
Improved Sales
More Effective Sales Teams
