Posts Tagged ‘Leadership’

Minor Details Produce Great Results

Six years ago I was in a Cheesecake factory with my daughter having dinner.  I was so impressed with the service I asked the manager for her card and told her I would send a signed copy of a book I wrote, The Complete Idiots Guide To Great Customer Service.

Last year, five years since I sent that book, I received an email from that manager.  I have no idea how she tracked me down.  I didn’t even know who she was until she reminded me in the email that I sent her the book.  She went on to say:

“I am not writing because you sent me the book, although it was a pleasant surprise when I received the package. What I want to share is how I was so impressed that you knew how to spell my name.  To this date, my own company still spells my name wrong on my paychecks”.

Imagine that, five years later, I get an email out of the blue because the act of spelling someone’s name properly meant so much to them.

Little details create great results.  What details are you missing paying attention to that can make a life long impression on the people you serve?

 

Vulnerability Sells

Remember the show Columbo that featured a detective (Robert Falk) who was very successful by using his vulnerability?   When he had an inkling of who the guilty party was, he would speak to them and then say something like “forgive me, but I am not that smart a man and I really don’t understand how this works, humor me”.  What he did with that phrase was use his vulnerability (appearing dumb) to disarm the individual who would eventually fess up and admit their guilt.

He used vulnerability to close his case.  It was a pre-meditated act.  To build your sales and influence others you need to inject some vulnerability into your conversation, but not as a pre-meditated act to force someone to buy.

It needs to be spontaneous in relation to the client.  It must center on your ability to relate.  When a client is speaking about an issue, how can you relate from your past experiences of how you felt the same way or experienced the same kind of issue?  Or, if you never were in that situation, how can you relate by sharing a story of other clients who felt the same way?  Or, sometimes relating is nothing more than simply asking people to explain how they are feeling about the situation.  Being empathetic!

People respond better to others whom they can relate to, versus those who are not empathetic and have never felt or experienced the same kind of thing.

As a keynote speaker and consultant, I am always working very hard to allow my vulnerabilities to come through. It is hard to do.  It forces us to face our deep-rooted fears and allow people to see into us.  Our fear is whether or not those people will like what they see.

For the most part, that is our issue.  Because when people look into us, they are not so much concerned with what they see but how they see themselves in your mirror. 

Think about this last statement.  It is probably one of the most thought provoking statements you will come across in your lifetime.

In order for us to sell our ideas, product and services, we must connect with our audience, the people we are trying to influence.  We must relate to them.  We can only do this when we allow our vulnerabilities to shine through.  It’s all about our ability to relate.

When You Are on Fire- Keep Going!!!

When I was a top producer for Simplex’s Time Recorder Computer Systems division, I remember one day coming back to the office on a Monday afternoon after closing a huge order.

Feeling full of myself, I walked into my manager’s office to gloat and she immediately put me into my place by asking what deal was next on tap. I felt like I just got slapped in the face and let loose accusing her of not caring about me and pushing too hard; especially when there’s a guy sitting outside her office who was at 50% of quota and not being pushed.

She then proceeded to teach me a life long lesson. She said “I can push you hard now because you won’t crack. You are full of confidence. This is when you should not lay off and keep going because you are on fire. You want to take advantage of being in the zone. That poor guy outside my office would crack if I pushed him too hard. He already is on thin ice.”

This taught me when you close a deal this is not the time to slow down. Leverage that strength to close more business.

Validation Sells

If you are a leader or a sales professional, consider that validation is an extremely powerful tool for getting your point of view accepted.

I have learned in working with CEO’s that they value validation of current strategies as much as suggestions of what they could do better.

You want to position yourself as a trusted advisor, one that is confident enough to tell customers what they are doing well and what they can improve on.  In my own work, I have found that CEO’s greatly value when I validate their strategies not because they are looking for a pat on a back.  They value it because it is coming from an outsider, someone who has no vested interested in the process like his employees who are constantly looking to protect themselves and defend their decisions.

If you are constantly always focusing on selling something today, you will never be in a position to validate the good things a customer is doing.

Regardless if it limits your sales potential for the current visit, understand that validation when appropriate goes a long way to establishing yourself as a trusted advisor.  It builds trust and in the long run it leads to a greater share of the customers business than when you are constantly telling the customer all the things she is doing wrong and how you can do them better.

This strategy is one that proved to be powerful in helping one of my clients reposition themselves with a key account and resulted in an industry changing ten year deal valued at over $200m.   You an read more about in this CEO Bestselling Book. 

The issue is not your competition. It is your relationship with the customer and whether or not they feel you have their best interests at heart.  Can they trust you? Do they believe in you?  Or do they think you will say anything to get the business?

What Did You Say?

When I wrote the book The Complete Idiots Guide to Great Customer Service in 1998, we interviewed the Vice President of Hertz Reservations who shared this story with me.

Hertz did a survey of their top customers and found out that they were highly dissatisfied with how long it took to return their cars and get to the terminal.  So Hertz increased the frequency of their buses from the return lot to the terminals.

Six months later they repeated the survey and again this complaint came up.   When they investigated why it took so long to return the car, they realized it had not so much to do with bus frequency, but rather with how long it took to wait on line for the receipt.

Hence, Hertz developed the hand held computers you now see when you return your cars.

When Hertz heard of the original problem, it operated from its own assumption that the problem had to do with bus frequency.  They never asked the customers to clarify.  If they did, they would have solved the problem much earlier than six months later.

Hertz has a strong brand and it was able to survive not having solved this problem for so long.  Today, no one has the luxury of time to figure out if they are exceeding the expectations of their customers.

Clarify your customer’s feedback.  Don’t let your assumptions get in the way.  It can kill your business!  In this case, Hertz did a great job in turning a problem into a differentiating value.

Why Leaders Don’t Puke

The Life Science Leader writes about how Leaders Don’t Puke. Rather, they lead by vision and find out what’s important to people before they start trying to influence them.  Life Science Leader talks about  how the best organizations teach all of their employees to lead, from the CEO on down.  To read more, click here

 

 

Emotions That Sabotage Your Success

A sales trainer calls me up for help.  Her husband was laid off in the recession and finally found a job at ½ his former salary.  They sell their house to downsize and cut expenses.  The sales trainer is now trying to re-establish her business and finds it tough getting new clients.

With emotions running high, she calls me for help.  I ask her how she is going about getting new prospects.  She shares her nine-part system for prospecting.  The first part is the script used on the cold call.  It is four paragraphs long with the first three focusing on her services and abilities.

I ask her how the response is going.  She dejectedly said there were no callbacks.  I then asked her if this is what she would teach her clients and she said no. So I asked her why are you doing it then?  She gave me an honest answer.  She is in such a bad way that she was trying to do anything to get someone to hire her.  Her emotions clouded her vision and judgment.  They forced her into doing actions that she wouldn’t even recommend.

Sound familiar?  All of us can relate to this story when we had our own emotions drive us to actions we would normally avoid.   (more…)

4 Steps to Close the Deal

Eli Manning said one of the key messages coach Tom Coughlin preached this season was the need to “finish the game”.  The football game is 60 minutes long and you need to come prepared to play all 60 minutes and finish the job.

For sales people, finishing means closing the sale.

 Often CEO’s call me in asking me to help their sales people close more sales.  My answer is their problem is not closing, but rather opening.  The reason they are not finishing the job with an order is because they are not positioning themselves properly from the beginning and doing the things necessary to differentiate themselves from the competition. (more…)

Championship Caliber Leadership

 

Tom Coughlin is the Greatest Example of Championship Caliber Leadership in the Modern Era.

Whether you are a sales rep trying to lead your customer through an acquisition process or any kind of leader trying to get a team over the goal line, do you face these common problems?

  • Interruption of daily routine by unforeseen situations
  • Loss of key personnel or decision makers you counted on to support you in your initiative
  • Injuries, sickness or other distractions that prevent team members or customers from contributing to your success
  • Stiff competition
  • Lots of naysayers that doubt your abilities and chances of winning (more…)

How to Succeed With Limited Resources

How would you answer the follow questions?

Do think about the money you don’t have to do things or the things you want to do regardless of how much money you have?

Do you think about the limited resources you have in servicing clients or the ideal service level you want achieve?

Do you think about the things not working in your relationships or the type of relationships you want to have?

The first part of the above questions revolves around lack and the latter part revolves around abundance.

(more…)