professional selling 2 20-16

Professional Selling

Steve Remy 2015

[email protected]

mailto:[email protected]

New

2

value

AgendaModule 1: Professional Selling IntroductionModule 2: Active Listening Module 3: Effective QuestionsModule 4: Training Needs Analysis

Module 5: Product Features and BenefitsModule 6: Closing / Gaining AgreementModule 7: Customer Follow-up

Session 12 days

Session 21 days

http://education-portal.com/academy/lesson/what-is-customer-value-marketing-definition-quiz.html#lesson

Introduction Module Sales Funnel and Professional Selling

What is a Selling Funnel?

Formal selling process used by over 90% of the

companies with professional sales organizations.

What is a Selling Funnel?Prospect Enters Funnel

Prospect becomes a Customer

< 10% of Prospects become customers.Why are existing customers are so important?80% of the revenue is from existing customers.

What is a Selling Funnel?

PP

PP

P

P

P

PP P

P

P

P

P

C

C

Benefits of the Selling Funnel.Overview

Help prospects become customers Slowly moves prospect toward a buy decision. When & how to engage customers, learn about their needs,

craft solutions, prepare proposal and gain agreement. Helps to track ROI. Aligns decisions & activities towards a logical outcome. Helps spot problems early. Helps to identify needed improvements in the sales process.

Module 1 –Sales Funnel

Prospecting

Proposal /Solutions

Closed Won/Lost Servicing

Qualification (Needs Analysis)

Probe/Listen

Qualification (Scope of Work)

Presentation

POST CALL

CALL

PRECALL

3 Simple Steps

1

2

3


Sales Funnel Decision TreeWhy is this a good prospect? What is the Objective.

Identify key Contact?How to gain access? How to gain customer interest?Prepare opening statement? Assess training needs? What solutions to offer? Present proposal & agreement. Is customer happy? Answered objections?

Prospecting

Proposal /Solutions



Probe/Listen


Presentation


Prospecting

Proposal /Solutions



Probe/Listen


Presentation




Prospecting

Proposal /Solutions



Presentation


Probe/Listen




Prospecting


Presentation

Proposal/Solutions



Probe/Listen



Prospect Enters Funnel

Sales Stage in Salesforce.comProspectingProspectingProspectingProspectingProspectingQualification – Needs AnalysisQualification – Needs AnalysisQualification/Scope of WorkProposalClosed Won/Closed Lost

Sales Funnel Decision TreeDetermined reason for contact? Established Objective?

Identified key Contact?Determined how to Access? Determined how to gain interest?Prepared opening statement?Assessed training needs? Presented Solutions? Gained agreement to proposal? Is customer happy? Answered objections?

1.Help customers make informed decisions.2.Show genuine concern for the welfare of

customers. 3.Believe in their products and services. 4.Less likely to exaggerate than politicians and

even preachers, and professors in universities. 5.Respond to more ethically to dilemmas.

Professional Sales People

Unprofessional sales people talk more than they listen and present products before they understand customer needs.

Module 1: Introduction to Professional Selling

A professional sales person talks a lot less than their customers do. They ask well crafted insightful questions and actively listen to

customers talk about their needs.

How are professional sales people different?

1. Service oriented 2. Modest3. Smart4. Credible5. Trustworthy6. ?

AccurateAttentiveAlertDecisiveEmpathyFlexibleCreativeCaringActive listenerMatureObservantProfessionalTactfulPatientPositiveCan DoHelpfulSelf motivatedAssertiveQuestioningListensClosing

ComposedDependableSolutions orientedGoal orientedInquisitiveEthicalLogicalMotivatedPositiveResourcefulSuccess-orientedUnderstandingConfidentHelpfulSincereProductProcessesCustomersCompanySystemsProblem SolvingMatches products

Professional Sales People

Exercise 1.1 Exercise 1.2

Customers don’t care what you sell until they’re sold on how much you

care. • If you come across as the person who knows it all and is not

hesitant to tell everyone you can about how smart you are.

• When a customer doesn’t have to talk because you are doing all the talking.

• When nothing you share is different from competitors or what they’ve already found on the internet.

• When you sell a solution for a need that you assume the customer should have.

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Critical Skills no Salesperson can do Without

Active ListeningEffective Questions

The most important tools you have to show how much you care about the

customer.

Prepare opening statement? Assess training needs?

Sales Funnel

Prospecting

Proposal /Solutions


Qualification (Needs Analysis) Listen/Probing


Presentation



Module 2Active Listening

Raymond

https://www.youtube.com/watch?v=aP55nA8fQ9I&list=PLZJvitcRdyysBGI1vcB4Q3-m3HbycGb4C

People remember between 25 percent and 50 percent of what is heard.

Module 2: Active Listening

That means that when you talk to your boss, colleagues, customers or spouse for 10 minutes, they pay attention to less than half of the conversation

When you are receiving directions or being presented with information, you aren't hearing the whole message either.

24

Do you talk more than you listen?

Are you eager to talk about your solution?

Do you jump in and finish customers

questions?

Do you frequently interrupt?

Are you thinking about your answer

rather than listening?

Are you ? Do you ?



questions?

25


Are you eager to talk about your solution?


questions?




Are you ? Do you ?




26

• Interrupting – knowing the answer• Trying to be helpful• Seeing discussion as competition• Distraction - red flag words – emotional triggers• Gap searching

Barriers to effective listening


Active Listening Active Raymond

27

• Improves relationships• Improves knowledge• Improves understanding• Prevents problems escalating• Saves time and energy• Leads to better results


How well you listen has a major impact on your personal and professional life.

https://www.youtube.com/watch?v=335L0QpO7zA&index=3&list=PLZJvitcRdyysBGI1vcB4Q3-m3HbycGb4C

https://www.youtube.com/watch?v=4VOubVB4CTU

https://www.youtube.com/watch?v=335L0QpO7zA&index=3&list=PLZJvitcRdyysBGI1vcB4Q3-m3HbycGb4C

https://www.youtube.com/watch?v=aP55nA8fQ9I

Tip: Good communication skills require a high level of self-awareness. By understanding your personal style of communicating, you will go a long way towards creating good and lasting impressions with others


Exercise: 2.1 Communications Self Assessment

1. Talk no more than 20% of the time.

29WWW.TRAININGCOURSEMATERIAL.COM

How to Actively Listen?

If you at first visit an 80/20 split is the goal

If you are talking, then you are not learning.

If you’re not learning then you don’t know what the customer needs.

If you don’t know what the customer needs then your solutions will be worthless.

2. Give Your customer Your Undivided Attention

30

How to Listen Better?

Look at the speaker directly.Put aside distracting thoughts. Don't mentally prepare a rebuttal!Avoid being distracted by

environmental factors. For example, side conversations.

"Listen" to the speaker's body language.

• Sounds made, to let one person know the other is there and listening.• Such as, “Oh?”, “When?”, and “Really?”. • They are questions, comments, or sounds that do not interfere with

the flow of conversation, but do let the subject know that the negotiator is there and listening.

• They help build rapport & encourage the subject to continue talking.

3. Minimal Encouragements

It was really great! You say: We really went through a tough time. You say:We finally got the help we needed. You say:

4. Notice Your and Customer’s Body Language

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Body Language

• Arms folded across chest?

• Eye contact?

• Nervous / Tapping fingers

• Looking around room / at watch?

• Body posture & arms open?

• Stands & smiles in greeting?

• Leaning forward?

• Appear relaxed?

See Reference2.1

https://www.youtube.com/watch?v=br1bOCWgsII

4. Take Detailed Notes ( Tip: take notes using the customer’s exact words and phrases)

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• One of the most effective strategies to improve listening.• Irrefutable proof to speaker you are listening.• Shows you care about what the speaker says. • The best method to remember what the speaker said.


5. Repeat What You Think You’ve Heard (Paraphrase)

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Exercise 2.2

6. Mirroring (or Reflecting

Repeat the last word heard with a question at the end.

Attempt to gain more information from the speaker.


Every time we receive a late shipment we lose money. You say: Whenever we ask them to help us, it turns out bad. You say: Customer sometimes complain about price. You say?

6. Emotion Labeling

You sound…”, “You seem…”


I don’t know what the answer is, I just know we have to do something now! You say:I’m really out of options and the problem is getting worse. You say:

The only way to become a better listener is to practice "active listening." This is where you make a conscious effort to hear not only the words that another person is saying but, more importantly, try to understand the complete message being sent



Module 3 Effective Questions

Who controls the conversation?

A. The person speaking B. The person asking questions?

Two Types of Questions Commonly Used in Selling

Open: Asks for information.Closed: Asks for facts or yes/no answers.

Exercise 3.1

-What -Why-Where-When-Who-How

Encourages customers to share information. .

Power Words to Gather Information about Customer Needs

Power Phrases to Gather Information about Customer Needs

Helps Customers feel comfortable sharing

information.

T.E.D. Please Tell me …Can you Explain …Could you Describe…

OPEN Question selling

“ ASK AND YOU SHALL SELL”

WWW.TRAININGCOURSEMATERIAL.COM

OPEN

perational

robing

ffect

eed

General Information

Problems / Pain

Effect of the Pain

Pay-off of Solution.

Asking questions in a particular order leads you and the customer toward a mutually beneficial solution.

OPEN Question Selling


Operational

45

WWW.TRAININGCOURSEMATERIAL.COM

Questions developed from pre-call planning that describe customer’s business.

No questions about potential problems or solutions in this stage

Operational Questions

OPEN

Broad based and general facts about a situation or operation. Nonthreatening – no interpretation is required. Open-ended questions to get maximum information.

O perational


Questions developed from pre-call planning that describe customer’s business.

Question:What type of service arrangements do you have with suppliers?

Answer: We use Just-in-Time (JIT) system with the main suppliers.

Follow-up Question: Who’s involved in purchase decision-making process?

Answer: I make the decisions regarding the suppliers.

No questions about potential problems or solutions in this stage


OPEN

Can you describe your business? How long have you been with your current service provider?

How many employees do you have? Where are they located ? How do you connect all branches together? What is a typical day like?


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OPEN

Quick Quiz

Find the Operational Question

1 – “ Would you like to transfer that technology to a different department ? “

2- “ Are you happy with your current service?”

3- “ What can you tell me about your current business situation ? “

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Operational QuestionsOPEN

Is this an operational question?

1 – What is the average weekly output of this operation?

2- How do you connect all your branches together?

3- You were not feeling well the last time you were here , are you feeling better now ?

4- How does competition affect your business ?

5- Are you happy with your current Service ?

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Quick QuizOperational Questions

OPEN

Is this an operational question?

1 – What is the average weekly output of this operation?

2- How do you connect all your branches together?

3- You were not feeling well the last time you were here , are you feeling better now ?

4- How does competition affect your business ?

5- Are you happy with your current Service ?

Yes , you want to know how their operation works.

Yes , want to know how their business is connected which may be a need area.

NO, this is just inquiring about their health not business related

Yes , you are checking their competitive situation.

NO, this is a probing question that we will discuss shortly

50

Quick QuizOperational Questions

OPEN

Exercise 3.2

Operational Questions Broad based and general facts about situation or operation. Nonthreatening – no interpretation is required Open-ended questions to get maximum information.

Probing Questions

Probing questions about information gained in operational questions Seeking to uncover problems that could lead to suggested needs. Open-end questions for maximum information.

Effect Questions (Pain) Questions about the negative impact (Pain) of a problem found in probing questions. Designed to motivate buyer to want a solution to the problem.

Pay-off Questions

Questions of what the pay-off would be without the problem Motivates buyer to establish the value of finding and implementing a solution.

Probing QuestionsOPEN

• Uncovers concerns / problems.

• Help customers talk about their concerns / needs.

• Typically open-ended to allow broad range of responses.

• Usually begin with 'what,' 'why' or 'how.'

“How happy are you with…?

“What is the number one problem you would solve?”

“Earlier you talked about X. How often do you have concerns with X?”

Probing for Problems

53

OPENExamples

Probe: I understand you prefer Just in Time suppliers— How have they been performing?

Answer: Fairly well…..an occasional late delivery.

Probe Further: How do you feel about a supplier being occasionally late with deliveries?

Answer: When it happens, it causes a real problem for us.

Probing for ProblemsExample of a probing question exchange.

“Are you happy with your checking account benefits?”

“Are you satisfied with your online payment processing service you are getting ? “

“If you had a magic wand, what is the number one problem you would solve?”

“You talked earlier about cost being a big factor, can you describe what concerns you have had in the past with pricing?”

“You mentioned that you do travel a lot , do you have any difficulties in communicating while travelling?”

Examples of Probing Questions

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Quick QuizWhich questions are PROBING for problems.

1 – “It sounds like a lot of your valuable time is being wasted by having to Come and pay the bill in person?”

2- “Does your home have a fire/burglar alarm?”

3- “You mentioned you want to reduce your monthly bill somehow, which Part of your current plan you have concerns about ?”

Yes, this is a probing question. The issue is time and convenience – promote website

No, this is an operational question, just asking for base information, no problem being uncovered

Yes, this is a probing question aiming to uncover issues with the current rate plan – aiming to promote another new package.

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Exercise 3.4

Effect Questions to Clarify Impact

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Effect QuestionsOPEN Effect Questions (Pain) Questions to show the negative impact / effect / pain of the

problem discovered while probing. Designed to activate the buyer’s interest and desire to solve the

problem. Strongly linked to success in selling. Even experienced sale representatives have difficulty in using

these questions. More difficult to phrase than either Operational or Problem

questions. One problem can generate many negative effects. You may have to ask several effect questions for each problem.

• What effect does the reject rate have on customer satisfaction?

• What effect does that have on your output?

• You only have three people that can use them. Doesn't that create work bottlenecks?

• It sounds like the difficulty of using these machines may be leading to an employee turnover problem. Is that right?

• What does this turnover mean in terms of training cost?

• What are the implications of not being able to make an urgent call because you are out of credit?

Examples of Problem and Effect in Same Statement

Effect QuestionsOPEN

Effect QuestionsOPEN• Effect questions are used to show the impact of a problem. • The purpose of these questions to ‘activate’ the customer’s interest to solve the

problem.• These questions allow the customer to gain clear insight into the true ramifications the

problem is causing

Question: What effect does your supplier’s late delivery have on your operation?

Answer: It slows production which affects operating costs …

Question: If production drops off, how are your operating costs affected and how does that affect your customers?

Answer: It could delay orders causing a negative impact to customer service.

Little

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Effect QuestionsOPEN

None

Pronounced

Significant

Some

Problem

Problem

ProblemProblem

Solution Needed

Solution Needed

Solution Needed

Solution Needed

Impact of Effect

Pain No Problem No Solution Needed

Effect Questions to Clarify Impact

• What effect does the reject rate have on customer satisfaction?

• What effect does that have on production? • You only have three people that can use them.

Doesn't that create work bottlenecks? • Could the difficulty using these machine be

contributing to the employee turnover problem?

• What does this turnover mean in terms of overall costs to the company?

• Could that lead to increased cost? • Could that lead to customer service problems? • What effect would that have on the company?

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Effect QuestionsOPENEffect Questions uncover PAIN caused from Problems

Some Pain

More Pain

Even More Pain

Significant Pain

Pain that cannot be tolerated any longer

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Problem / Concern Effect QuestionOrders not shipped on time.

What effect does this have on customers? How does this effect your business.?

Inexperienced Supervisors

What effect does this have on your employees?

High turnover How does this effect your company?Rapid Expansion -risk of not hiring the right people

What’s the effect of not hiring the best people on the company?What would be the impact of not hiring the best people.

EFFECT QUESTIONS Identifies the consequences / effects /pain of problems.

Module 3: Asking Effective Questions


Do not offer your solution yet

Ask Nail down questions first Customers who think of the PAY-OFF for

themselves, buy-in to solutions.

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Projects what life would be like without problems.

Customer establishes the value of finding and implementing a solutions.

Focus the buyer’s attention from problems to solutions.

Gets the buyer to think about positive benefits of solving the problem.

Top sales people effectively utilize a high number of need-payoff questions into sales calls than do less successful salespeople.

OPEN Nail Down - Payoff Questions

Nail Down - Payoff QuestionsOPEN

These questions help the customer see the value in finding solutions to the problems uncovered earlier in the call.

Question: If a supplier was never late with a delivery, what effects would that have on your JIT operating structure?Answer: It would run smoother and at a lower cost.

Question: If a supplier helped you meet these expectations, what impact could that have on your business?

Answer: Increased customer satisfaction would mean more business…

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OPEN Nail Down Questions You are in a conversation with a customer who knows they

have a problem and understands the “effect” or “pain” of the problem. What’s next? Option #1: Sales person “tells” or “sells” a solution to the

customer. Option #2: Sales person helps the customer discover the

pay-off to find the solution they need. ===============================================Question: What are the advantages / disadvantages of #1 & #2?What option would you recommend?

PAYOFF Questions

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OPEN Nail Down Questions

Increases success of more complex sales. Increases chance solutions will answer needs. Focuses the customer's attention on the solution

rather than the problem Encourages the customer to outline benefits your

solution will provide him/her. Pre-empts objections. Enlists customer buy-in.

PAYOFF Questions

How much money could be saved each year if we could reduce the costs we talked about?

How would it help if you can have all the features you wanted within the budget you mentioned?

How much would it be worth for you to get rid of this problem?

How much impact would solving this problem have on the organization?

Pay-off Questions:

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Exercise 3.7

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Recap and summary :

• Customers do not buy because they have problems. • Customers buy because they don’t want to tolerate the PAIN from problems. • Problems ≠ Decision to Buy Problems + Pain = Decision to buy.• The more you link pain to problems the more likely customers will want a solution.

How do needs begin? • Begin as problems or dissatisfactions.• In order to develop these problems into needs, you use an open selling technique to

convert problems into needs, • Follow the OPEN question selling technique by asking: • Operational questions to establish a jumping off point / context. • Probing questions to expose the problem.• Effect questions to expose the pain from problems. • Nail-down / Pay-off questions to uncover the benefit of finding a solution.

Module 4 Training Needs Assessment

Training Needs Assessment

Qualification (Needs Analysis) Listen / Probing

Sales Funnel

Qualification (Needs

Analysis) Probe/Listen

What information do I need and How to ask?

Module 4: Training Needs Assessment

1. What is a training needs assessment?

2. Factors the may lead to Training needs.

3. Why conduct a Training Needs Survey?

4. How to determine where training is needed?

5. Value of gathering employee opinions.

6. Steps in a training needs assessment.

7. Assessment Methods

What is a Training Needs Assessment?

1. A diagnostic tool2. A survey that gathers data 3. A process to review employees and the organization 4. A collection of Information



Factors that may lead to Training Needs

• Re-organization processes• Expansions & Acquisitions• Business Process Re-engineering• Process Improvements• Reductions in Force• Layoffs/Transfers/New Hires• Staffing Changes/Promotions• Re-locations• New equipment/Technology• Performance/Safety Issues• Problems in Production/Safety• New Systems/Procedures• Changes in Laws/Regulations• Succession Planning• Career Paths/Growth

Why conduct a Training Needs Assessment/Survey?

1. Helps an organization achieve its goals. 2. Reduces gaps between employee skills and the skills

required by the job and department. 3. May form the basis (benchmark) for determining

effectiveness of the training administered. 4. May determine impact of training on performance / skills.


How do you determine where Training is needed?Needs Assessment QuestionnaireNeeds AnalysisEmployee InterviewsEmployee Opinion/Climate SurveysExit InterviewsEmployee Grievances/ComplaintsCustomer Returns/CallsAccidents & ScrapNew Equipment / SoftwareChanges in ProceduresRe-organizationJob Re-designPerformance Appraisal ResultsPromotions & TerminationsObservationsAssessment CentersEmployment/Skills TestsFocus Groups


Different needs assessments

Initial Organizational Assessment Person Assessment Work / Task Assessment Performance Assessment Content Assessment Training Suitability Assessment Cost-Benefit Assessment


http://www.hr-survey.com/sdtn9q.htm

http://www.hr-survey.com/sdtn9q.htm

Initial Organizational Assessment Needs Assessment Questionnaire Transfer Entries into Salesforce.com

Training Needs Assessment Questionnaire rev. 3-23-15 Company Name: _______________________________

Key Contact Name___________________________ Title_______________________

Address ______________________________________________________________

City__________________________________________State_____________Zip_________

Phone: ________________________________ Fax______________________________

Email_____________________________________________________________________

Other Contacts______________________________________________________________


1. Initial Organizational Assessment Use Needs Assessment Questionnaire

Products or Services________________________________________________________

Number of Employees ____________________________________

Management

Supervisory

Maintenance Operators

Quality Control May I have a copy of vision / mission statement, News Releases, Surveys, Job Descriptions Is the company union or non-union? _____________________


Initial Organizational Assessment Use Needs Assessment Questionnaire

Describe current workforce development needs.

Please check all that apply.

___Assessment ___Selection/Hiring ___Basic Skills

___Pre-Screening ___Training ___Other

Please list below anticipated training needs and estimated number of employees to train.



Training Employees

What previous training has been conducted? ______________________________

How was it delivered?________________________________________________

What was the outcome? _____________________________________________

Do you have an established performance assessment process? ______________

Are there performance metrics? _______________________________________

Who identified the current training need? _______________________________



Please specify the specific skills or behavioral changes needed after training.

Please list any actions taken to find a solution to concern.

___________________________________________________________________


Needs Assessment Exercise 4.1

Learning Exercises Modules

Low Average High 1 2 3 4 5 6 7 8 9 1

01 Modest2 Conscientious3 Achievement Oriented4 Curious5 Friendly Gregarious6 Not Easily Discouraged

7 Self-conscious91% 85% 95% 82% 50% 90% < 5%

1 2 3 4 5 6 7

Exercise 1.1 Please rate the top 20% of Professional Sales PeopleProfessional Sales People

Identify the IDEAL attributes for WFS Professional Salespeople

Attitude

KnowledgeSkills

EXERCISE 1.2

Three teams make entries in all 3

areas. Instructor will facilitate top 3 in each category.

Overlap is expected.

Body Language

Body Language Reference Chart Reference 2.1

https://www.youtube.com/watch?v=br1bOCWgsII

1=Never 2=Almost Never 3=less than have the time 4=have the time 5= more than have the time 6=Almost always 7=Always 1 2 3 4 5 6 7

1. I pay attention to the nonverbal cues of others.

2. I attempt to understand ideas that are different from mine.

3. I attempt to understand the other person's frame of reference.

4. I can accurately paraphrase another's words.

5. I am at ease in the world of emotions.

6. I accept suggestions from people with whom I am working.

7. I asked for more details and clarification.

8.I make sure I distinguish between fact and opinion.

9. I encourage others to clarify their thoughts.

10. I give critical feedback when necessary.

11. I emphasize action or behavior that I appreciate.

12.I am aware of the effects of my behavior on others.

13. I accept critical feedback from others.

14. I openly acknowledge my errors.

15. I ask others for critical feedback.

16. I adapt to the individuals with whom I am interacting.

17. I settle misunderstandings as soon as they arise.

18. When I am challenged, I am able to discuss it calmly.

19. I clearly express my disagreement.

20. When appropriate, I apologize without excessive justification.

TOTAL

Exercise 2.1 COMMUNICATION SELF-ASSESSMENT

Results

20 – 80 – You are more at ease with jobs you can carry out alone than in intrapersonal relationships.

51-80 You have some communication skills, but others are less well developed. You are aware of your limits.

81-110 You are perfectly at ease in the world of interpersonal relationships. You have only t refine the skills you already have.

Over 110 You demonstrate mastery of all skills.

Exercise 2.1 COMMUNICATION SELF-ASSESSMENT

Paraphrasing ExerciseOn a separate sheet of paper, paraphrase the following statements.

Exercise2.2

Activity Listening Exercises

Instructions: For each of the four vignettes, teams will compose three statements that demonstrate active listening. 1. Statement that you show empathy for the situation2. Asks for clarification and detail in a nonjudgmental way3. Provide non-evaluative feedback to the speaker

90

After teams prepare three statements for each vignette, they will share their statements with the group.

How to Listen Better?Exercise 2.3

Showing empathy – Acknowledge you realize the emotion they are feeling by acknowledging it in a sentence.

Asking for clarification and detail while withholding your judgment. Listen carefully to what they say. Frame your question as someone trying to understand in more detail, often asking for a specific example is useful.

Providing non-evaluative feedback – feeding back the message you heard. Think about what the speaker is conveying, then paraphrase it in your own words, and say it back to the speaker (without judging the correctness or merit of what they said), asking him/her if that is what they meant.

Module 3: Active Listening Exercise 2.3

VIGNETTE #1 A colleague stops by your desk and says, “I am tired of the lack of leadership around here. The boss is so wishy washy, he can’t get tough with some of the slackers around here. They just keep milking the company, living off the rest of us. Why doesn’t management do something about these guys? And YOU are always so supportive of the boss; he’s not as good as you make him out to be.”

Develop three statements that respond to the speaker in this vignette by: (a) showing empathy, (b) seek clarification, and (c) provide non evaluative feedback.

VIGNETTE #2: Your co-worker stops by your cubicle, her voice and body language show stress, frustration, and even some fear. You know she has been working hard and has a strong need to get her work done on time and done well. You are trying to concentrate on some work and have had a number of interruptions already. She just abruptly interrupts you and says, “This project is turning out to be a mess, why can’t the other three people on my team quit fighting each other?”

Develop three statements that respond to the speaker in this vignette by: (a) showing empathy, (b) seek clarification, and (c) provide non evaluative feedback.

Exercise 2.3

VIGNETTE #3: One of your subordinates is working on an important project. He is an engineer who has good technical skills and knowledge and was selected for the project team because of that. He stops by your office and appears to be in quite agitated, his voice is loud and strained and his face has a look of bewilderment. He says, “I’m supposed to be working with four other people from four other departments on this new project, but they never listen to my ideas and seem to hardly know I’m at the meeting!”

Develop three statements that respond to the speaker in this vignette by: (a) showing empathy, (b) seek clarification, and (c) provide non-evaluative feedback.

VIGNETTE #4: Your subordinate comes into your office in a state of agitation, and asks if she can talk to you. She is polite and sits down. She seems calm and does not have an angry look on her face. However, she says, “It seems like you consistently make up lousy schedules, you are unfair and unrealistic in the kinds of assignments you give certain people, me included. Everyone else is so intimidated they don’t complain but I think you need to know that this isn’t right and it’s got to change.”

Develop three statements that respond to the speaker in this vignette by: (a) showing empathy, (b) seek clarification, and (c) provide non-evaluative

Exercise 2.3

ACTIVE LISTENING BEHAVIORS OF ACTIVE LISTENING √PAYS ATTENTION Faces the Speaker Maintains eye contact Is not distracted SHOWS THEY ARE LISTENING Nods occasionally. Smiles or other facial expressions. Encourages speaker - Yes, Uh-Huh, I see… Open posture – Leans forward – Hands apart PROVIDES FEEDBACK Paraphrase: "What I'm hearing or Sounds like you said…” Asks questions to clarify certain points.

"What does it means when you say …Did you mean…? Summarizes speaker's comments DEFERS JUDGEMENT Allows speaker to finish a point before asking questions. Does not counter arguments or share own stories. RESPONDES APPROPRIATELY Candid, open, and honest responses. Provides opinions respectfully.

Role Play Feedback Form.Exercise 2.4

ACTIVE LISTENING SCENARIO #1: You’re talking to your friend about your spouse, whom you are angry at because he/she is consumed with work, is always at the office and has missed several important outings with you and the family. You’re feeling somewhat embarrassed and don’t really wish to “air your laundry” in public, but, at the same time you feel a real need to talk about it. ACTIVE LISTENING SCENARIO #2: You’re talking to your supervisor who called you in to ask if you were okay. You have been tired and worn out for the last several weeks. You just don’t feel enthused about anything and each day is not something you look forward to. You feel like you’re just going through the motions on everything you do.


ACTIVE LISTENING SCENARIO #3:

You were ordered to hold over by your supervisor, because someone

called in sick for the next shift. This ruined your plans for the evening.

Still, no one else could or would work it, and you haven’t worked OT in

a month because you’ve been on vacation and this is your first day

back. You’re talking to a co worker.


ACTIVE LISTENING SCENARIO #4: You’re thinking about quitting your job. You and your spouse have talked about this for awhile. It would mean selling your house and moving away to live somewhere less expensive. You think you want to do this but at the same time you wonder if it is the best thing for you and your spouse. You are talking to your co-worker.

Take it from there!


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1 2 3 4 5 6 7A B C D E F G

Module 3: Selling With QuestionsExercise 3.1

Materials Needed: Example company profile

Instructions: Step 1: Participants divide into 2-3 per group. Step 2: Read the company profile.Step 3: Write down OPERATIONAL questions to ask.Step 4: Groups reconvene to share what was learned.

Instructor Provides

Operational Question Exercise

OPEN

Exercise 3.2

100

Operation Questions vs Probing Questions OPERATN PROBING

OQ PQ

1 Mr. John, how many manufacturing plants you have? ( ) ( )

2 Do you also manufacture TVs? ( ) ( )

3 Do you have local competitors? ( ) ( )

4 Do you have any problem with your invoices? ( ) ( )

5 How do you handle customer complains? ( ) ( )

6 Are you facing an increase in your monthly bill? ( ) ( )

7 Do you have any trouble meeting with the new regulations?

( ) ( )

8 Are you happy with your current mobile coverage ( ) ( )

Exercise 3.3

101

Open Questions vs Probing Questions OQ PQ

1 Mr. John, how many manufacturing plants you have? ( X ) ( )

2 Do you also manufacture TVs? X) ( )

3 Do you have local competitors? (X) ( )

4 Do you have any problem with your invoices? ( ) ( X )

5 How do you handle customer complains? ( X ) ( )

6 Are you facing an increase in your monthly bill? ( ) ( X)

7Do you have any trouble meeting with the new regulations? ( ) ( X )

8 Are you happy with your current mobile coverage? ( ) ( X )Exercise 3.3

102

Probing questions to Uncover a Problem 1. Participants divide into 4 teams.

2. Instructor gives team different operational scenarios.

3. Each team develops probing questions in an effort to expose a problem relative to the operational scenario.

Exercise 3.4

Exercise 3.4

Operational Scenario #1: The customer uses JIT suppliers to keep inventory costs low.

Operational Scenario #2: During a tour of the plant, the customer says they have 1 line supervisor for the entire facility 24 hours a day.

Operational Scenario #3: The customer shares that they are using Excel 2003.

Operational Scenario #3: The customer is proud of their live person customer service and order processing. They have no on-line presence to speak of.

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Probing Questions vs. Effect Questions PQ EQ

1 Do you have problems with resetting your modems?( ) ( )

2 What is the effect of slow connection on submitting the reports on time? ( ) ( )

3 How much additional cost due to new regulations?( ) ( )

4Do you have difficulties in synchronizing your Blackberries with Outlook?

( ) ( )

5 What is the consequence of losing your back up files?( ) ( )

6 Are you satisfied with your network coverage?( ) ( )

7 What is the risk if network fails in your remote site?( ) ( )

8 Do you have issues with the USB modem price?( ) ( )

9 What is the effect of reducing your phone bills?( ) ( )

10 Do you travel a lot ?( ) ( )

Exercise 3.5

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Probing Questions vs. Effect Questions

PQ EQ

1 Do you have problems with resetting your modems? (X) ( )

2 What is the effect of slow connection on submitting the reports on time? ( ) (X)

3 How much additional cost due to new regulations? (X) ( )

4Do you have difficulties in synchronizing your Blackberries with Outlook? (X) ( )

5 What is the consequence of losing your back up files? ( ) ( X )

6 Are you satisfied with your network coverage? ( X ) ( )

7 What is the risk if network fails in your remote site? ( ) ( X )

8 Do you have issues with the USB modem price? (X) ( )

9 What is the effect of reducing your phone bills? ( ) (X)

10 Do you travel a lot ? ( X ) ( )

106

1. PROBLEM: The night shift is not as productive as day shift.

Effect Questions to expose the pain.1.2.3. 2. PROBLEM: Quality of our product needs to be more consistent.

Effect Questions to expose the pain. 1.2.3.

Exercise 3.6

107

Effect Questions vs. Nail Down Questions EQ NQ

1 How would it help if you reduce your running costs by 35%?

2 What is the effect of slow connection on submitting the reports on time?

3 What is the impact of getting all your sales reports on time?

4 What is the impact of losing your back up files

5 Would you like to have your mobile invoices with all details explained?

6 How important is it that your remote sites have mobile access?

7 What other departments will benefit from access to the internet?

9 Are you looking for keeping your employees regularly updated about latest regulations?

10 What is the effect of reducing your sales force?

Exercise 3.7

108

Effect Questions vs. Nail Down Questions EQ NQ

1 How would it help if you reduce your running costs by 35%? X

2 What is the effect of slow connection on submitting the reports on time?

X

3 What is the impact of getting all your sales reports on time? X

4 What is the impact of losing your back up files X

5 Would you like to have your mobile invoices with all details explained? X

6 How important is it that your remote sites have mobile access? X

7 What other departments will benefit from access to the internet? X

9 Are you looking for keeping your employees regularly updated about latest regulations? X

10 What is the effect of reducing your sales force? X

Exercise 3.7

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1. Participants will divide into teams of 3 people each to create 4 teams. 2. A customer profile will be handed out to all teams to review. 3. All teams will complete a Needs Assessment Questionnaire. 4. All teams will develop OPEN questions to prepare for 1st meeting with

customer on the opposite team. 5. 1 participant will call on 1 participant in other team in private to ask

questions to determine needs using the O.P.E.N format with 1 observer 6. After needs have been determined then each participate will rotate their

turn to ask questions using the O.P.E.N. format.7. Open debrief at the end.

Exercise 4.1