Sales Consultants

Think of questioning like a stone skipping across a lake – each bounce touches the surface, but never dives deep. You may feel accomplished by asking many questions, but are you truly engaging your client? Or are your questions skimming from topic to topic, easily interrupted by distractions? The skill of questioning goes beyond simply knowing when to use open or closed questions. To uncover deep-rooted issues, especially those that have not prompted action yet, requires a more intentional approach, Sometimes, the client is not fully aware of the magnitude of their own challenges. That is where your structured questioning comes in. The article outlines how Profile, Issue and Effect questions are used to uncover the real client need. Once uncovered, the buying cycle truly begins.

This month’s sales article was inspired by recent board of director presentations I observed. If you feel uncomfortable and lack confidence presenting to boards then you will gain valuable information you can act on. Conversely, if you feel overconfident, you may not be aware, there is the risk you could come across sounding monotone and unconsciously project behaviours that match your vocal tone. The content covers: The side effects of nervousness  How to counter the side affects Levels of presentation competence  Defining objectives. I welcome your thoughts and any experiences you have had good, or not so good presenting to boards.

A trend has been evolving for some time reflecting a significant disconnect between organizations, and their customers, driven largely by the implementation of impersonal and inefficient customer service systems. This month’s article describes: ·        Eight common frustrations with customer service systems ·        Impacts on customer perceptions ·        Reasons behind these systems ·        The essential role of customers and ·        Recommendations for Improvement. By focusing on these areas, organizations can rebuild trust, improve customer satisfaction, and ensure long-term success. 

Imagine a sales skill you passionately want to develop, and it was demonstrated in a live sales call by your sales manager or a sales coach? How would you feel? Inspired to experience the skill for yourself? Keen to practice it on the very next sales call? It would be considerably more engaging and enjoyable than sitting passively watching a video on sales or sitting in a classroom setting listening to a sales trainer. This article provides detailed information about the reasons why Infield sales coaching is not implemented; the skills and attributes of an effective infield sales coach; the infield sales coaching framework and what infield sales coaches focus on.

Low self-worth is more common than most would realize.   Reading books, watching YouTube videos on sales, and enrolling in classroom sales training will make no difference to improving sales performance when low self-worth is the underlying problem.   To try and hide low self-worth by acting confidently does not work either.   This month’s sales article provides an outline of: What self-worth is Behaviour traits of salespeople with low self-worth and those with high self-worth Two vital takeaways that might surprise you.

The Most Unlikely Salesperson has been independently reviewed and given a 5-star rating.

This month’s Sales Article was inspired by an Infield Sales Coaching session. Did you know body language prevails verbal language in both accuracy and validity? It accounts for 70-80% of interpersonal communication. That leave 20-30% for what you say and how you say it. The article provides key details about: ·      The First Impression. The importance of consistency to reinforce your image, and personal brand to differentiate from competitors. ·      Posture; Eye Contact; Introduction/Handshake  ·      Gestures that show a lack of self-confidence, Self-confident gestures, and the Lack of self-confidence during a sales meeting.

Recently I asked a cross section of salespeople how they rate their eye contact using a scale from poor to great. Not surprising it was good and great. However, when four specific eye contact questions were asked not one salesperson was able to provide an answer. The four questions were: ·      Are you aware where you look when speaking to a client? ·      Are you aware where you look when listening to a client? ·      Do you know how long you maintain eye contact whilst speaking or listening? ·      Are you aware how often you look away whilst speaking or listening? The article outlines five distracting eye traits, three types of eye contact, and eye contact that emotionally involves the client.

You might be reacting negatively to the heading, but do you really take personal responsibility? Ask yourself, have you ever blamed someone else or a department in your organization or passed the buck? We have all at one time in our career, until we learnt this is counter to developing trust and confidence in the client. The sales article outlines three behaviors that demonstrate taking personal responsibility: self-reliant; finishing what you start and keeping your commitments. What has your journey been taking personal responsibility?