collecting information, who is always in the seat of power.)
• I’m insecure and need to prove myself—I want to impress and flaunt my expertise. And truth be told, I like to entertain, too.
• I’m desperate for a sale . . . to be liked . . . to be perceived as the expert—I believe that the more you know I know, the more you’ll be impressed and the more likely you’ll buy something from me.
Knowing what is preventing you from
shuting up and listening can empower you to recognize steps you can take before, during, and aſter the call to increase your discovery acumen.
Before starting the conversation, get your head in the game:
• Assume an atitude of confidence, patience, tolerance, and vulnerability.
• Know what information you’re going aſter and start with open-ended questions that will encourage conversation.
• Target your questions to unravel their needs, such as which authorities are needed to approve their purchases, their timeline, and budget.
Once you’re in the conversation:
• Set the discovery stage by asking permission to ask questions to help you beter understand the situation.
• Ask your questions carefully, clearly, and concisely. Ask one question. Ten wait. Instead of asking a string of questions, give them time to respond to your first question. If they don’t understand the question, trust they’ll ask for clarification.
• Aſter they respond, ask a secondary question to be sure you really get what they’re saying.
• Show your client nonverbally that you are listening. Avoid interrupting and
relax in the silence. White space in the conversation provokes information if you give it time.
• And when it is time for you to talk, watch and listen for cues they’ve had enough.
And when it’s over:
• Estimate what percentage of the time the client talked versus you. Te prospect literally should have out-talked you in the conversation.
• Assess whether you uncovered the information you set out to discover. And take good notes to use as a jumping off point in your next conversation.
An effective sales person really does
know their stuff and is the authority on what they have to sell. But they don’t have to prove it with words! ❚
Karen Pierce is the Man- aging Director of Working Partners®
, a training and
consulting firm specializing in B2B and systems-based work to minimize the risks
related to the harmful use of substances. As a naturally inquisitive person, it is impor- tant to her to get to the root of individuals’ concerns in order to best serve their needs. She uses this passion in her role with Work- ing Partners®
to influences team efforts in
training, sales and client care, by infusing the process of discovery to maximize business efficiency and effectiveness.
Karen was awarded a masters’ degrees in Social Work & Public Policy & Management from The Ohio State University and has devoted the past 26 years of her career to drug-free workplace issues. She also served as a consultant to the Ohio Credentialing Board for Chemical Dependency Profession- als, where she facilitated the development and marketing of alcohol/drug prevention credentials for the State of Ohio.
When we do all the talking, it can be annoying for our clients and prospects, and we miss
opportunities to learn, understand, and connect.
www.datia.org
datia focus
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