most difficult problems, especially for the novice salesperson. None of the salespeople’s answers was wholly sat- isfactory on this question, but I have made a mosaic from all of them. • “Close as soon as your prospect acts ready to buy,” said nine, but the only clue as to how the salesperson was to know when this point had been reached was that the “salesperson’s experience” would tell him.
• “Use your inherent and acquired knowledge of human emotions,” declared one.
• “You must feel it,” pointed out another.
• A third thought it “a sort of telepathy.”
Scarcely less indefinite were the
next group of answers: • “Close when you are sure you have the consent of his mind.”
• “When prospect visualizes possession.”
• “As soon as you are sure he SELLING TIP The Manager as Facilitator
In my view, the classic four-function manager – planner, organizer, controller, motivator – should adapt to include the role of apprentice. Not in the sense that they know the least, but that they serve the workers and lubricate the production machinery. A manager’s job is to keep his head up and constantly search for (and remove) obstacles to production. His num- ber one priority should be helping rather than directing. Picture a woodworking shop. What do you see? People, lathes, sanders, saws, shapers, and blueprints – all the necessary elements. Peering through your window to that shop, focus on the apprentice boy. He is key to the efficient execution of the woodworking shop’s mission, yet seems the least visible. What is he doing? At first you notice he moves around a lot from person to person and machine to machine. He is looking up and down the aisles for anything that appears to need his help or attention: a pile of wood chips here, a dull drill there. Cries for help are answered immediately. That is his reason for being. How do you manage? Is it with ruffles and flourishes? Do you picture yourself as the big cheese? Do you bark out commands so everyone knows just who is in charge? Are you openly critical of some of the actions of your staff? Do you posture and speak as though you were an oracle? If you do, you may want to make a few adjustments. Try to act a little like the apprentice. After a while you will notice that you rarely have to look for your people. They will be looking for you – knowing you are in help mode. Feeling comfortable with you in your new help uniform, they will seek you out and ask before blundering into the unknown. One of the greatest leaders of all time was a humble servant. People from all over the world revere his memory. His contemporaries followed him everywhere without being asked. He was rarely judgmental. He was kind, sensi- tive, and forgiving. He was the epitome of the apprentice – a facilitator who opened doors for others. – PATRICK LARKIN
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understands your proposition,” asserted another, “you can start to close.”
• “When she is very much interested.”
• “Watch for desire,” advised one. Another believed that “you can try to close on any evidence of interest,” – which is contradicted by the statement
of another: “Attempt to close only when desire is at white heat.” In essence, the best time to close a sale is when your prospect shows a number of signs that the time is ripe. By using your best judgment, based on experience and training, you’ll know when it’s right to start the closing process.
VIDEO: KATHLEEN STEFFEY, FOUNDER AND CEO OF NAVIGA RECRUITING
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