* Executive coaching. How sharp are the management skills that you use to lead your business?

* Behavioral & Attitude Assessments as used in the candidate evaluation/performance review process.

* Customer satisfaction surveys. Show them you care.

* Employee morale surveys. Slow down wasteful employee turnover.

* Executive search projects.

* Career planning assessment for students. 70% of us are in careers we would no longer choose!

* Salary Surveys. Are you paying both fair AND competitive?

* Sales force sales skill testing. Does he have (& are you paying for?) the knowledge of a professional salesperson?

* People buy from people they 'like', but what do they 'like'? D.I.S.C. based customer blending training for sales professionals.

* Sales Training Seminar. 50 sales closes. Close more often, make more profit.

* Employee Handbook template. (All provinces except Quebec). Lawyer reviewed. 70 subject headings.

* Company Manual. 225 Ontario lawyer reviewed topic templates to ensure organizational clarity in your business.


Sunday, December 18, 2011


Getting Past the Gatekeepers

............

Every buyer with any authority will have a gatekeeper, a person whose job includes keeping salespeople from wasting the boss's time. Gatekeepers can be very effective at this task; the ones that aren't are soon looking for other work. How can you identify and get through the gatekeepers?
Gatekeepers include the general receptionist, department secretary, and possibly a private secretary or assistant. In retail stores, the gatekeeper may be a clerk or even a manager — someone who has no buying authority. Each will have numerous responsibilities, one of which is to help buyers screen salespeople as appropriate.
The Gatekeeper's Job
Understand that, just like you, the gatekeeper has a job to do. Initially, it may seem like that job is to keep you from getting an appointment. Actually, the gatekeeper has a different function: to help the boss work more efficiently. The gatekeeper is often an assistant who provides a variety of important services to the boss, depending on the job description. The gatekeeper may perform office duties or be responsible for transactions or simply serve as an appointment maker for the boss. In each case, the gatekeeper will not let you pass until you are identified as someone who is valuable to the company. If the gatekeeper judges that you meet the entry criteria, you're in.
Selling the Gatekeeper
What is the entry criteria? You probably won't know for certain, but you can make an educated guess. If the buyer you want to see is responsible for buying all office supplies for the company, then the criteria probably is that all salespeople must first prove to the gatekeeper that she or he can provide better product, better service, or lower prices than current suppliers. Your first sales job, then, is to sell the gatekeeper.
Gatekeepers typically have even less time to hear sales pitches than do their bosses. And less interest. You must tailor your appointment pitch to the needs of the gatekeeper. Your goal: get an appointment.

  • I only need fifteen minutes of your boss's time to show your company how to reduce inventory while increasing profits.
  • I recently sold Bluebird Widgets an automation device that cut their production costs by 15 percent and I'd like to show it to your boss.
  • Can I send you a copy of our catalog and call you back in a week to see if your boss is interested in meeting?
  • In most cases, your initial contact with the gatekeeper will be by telephone, though it may be in person or by letter.  Understand that the gatekeeper's responsibility is not to keep you out, but to make sure that you have something of value to offer the boss. Understand what that is and communicate it — sell it — to the gatekeeper and you have improved chances of getting in.
    Developing the Gatekeeper
    Once you've had an appointment with the boss — whether you sold anything or not — make sure that you show the gatekeeper appreciation for the attempt. However, never present it as a bribe. It's not. It's an appreciation; if it is seen as a bribe, chances are that your next efforts to get by will be stopped.
    Appreciation can come in a variety of forms. By arriving early for an appointment, you may get the opportunity to personally thank the gatekeeper. In addition, you can find out more about the individual. Look for photos and mementos on the wall or desk. In most cases, simply taking an interest in the individual and appreciating the work done is sufficient to begin building a positive relationship. Keep it sincere.
    The gift for gatekeepers that keeps on giving is any useful item with your company name on it. For example, coffee cups, key chains, coasters, and other token gifts. If your gatekeeper works in the factory, warehouse, or other area where the temperature may be lower, an emblem hat, jacket, or sweater may be appropriate. Just make sure that it doesn't look like a walking billboard. And make sure that you get the appropriate size, if applicable.
    If you feel that a gift is appropriate, make sure that it is something that acknowledges the individuality of the gatekeeper or helps her on the job. Appreciations can include relevant samples of your product, tickets to sporting or music events that you've identified as of interest to the gatekeeper, or something decorative for the desk. Again, make sure that it is seen as appreciation for extra efforts, not as a bribe. Give the gift after the service rather than before.


    Chris Wilkinson.                              
    Certified Business Behaviour & Attitudes Analyst.               
    Business Coach.
    Tel: (905) 275-2907 (Mississauga).

    Sunday, December 11, 2011

    5 Effective New Employee Orientation Ideas with WOW Factor.....
     For many new employees, what they experience the first day on the job will be carried with them throughout their employment with the company. For employers, the first day with a new employee provides the opportunity to welcome them the team, make them feel comfortable and let them know that you are glad they chose to work with you.

    While these activities are all very important and go a long way towards making new employees feel welcome and informed, many organizations are now striving to incorporate a WOW factor that make employee orientation sessions more interesting and engaging. Here are a few examples of best practices from larger firms that small business owners may want to consider:

    1.       Orient all new employees consistently through the use of an orientation checklist, employee handbook and orientation program
    2.       Communicate pride in the company by giving each new employee an item with the company logo on it (mug, t-shirt, key chain, pen, etc.)
    3.       Encourage communication, and a sense of importance, by inviting new employees to have coffee or lunch with the company owner or a senior manager
    4.       Encourage new employees to sample the product and or service that the company sells (ie. Some restaurants offer new employees a complimentary meal)
    5.       Reduce the stress of starting a new job by pairing new employees with a buddy (a more senior or experienced team member) that can help coach them through the first few weeks on the job
    There is no denying that developing and facilitating an effective new employee orientation program takes time. In situations where small businesses are understaffed, there may be a huge temptation to save time by foregoing a proper orientation and jumping straight to scheduling the new employee. Those businesses would be wiser to save time by considering, and perhaps implementing, the orientation best practices of other successful organizations.
    The bottom line is this, by taking the time to properly orient - welcome - new employees to the company and their new job, employers can increase employee retention which means spending less time recruiting and more time building the business. 



    Chris Wilkinson.                              
    Certified Business Behaviour & Attitudes Analyst.               
    Business Coach.
    Tel: (905) 275-2907 (Mississauga).

    Sunday, December 4, 2011

    Are You A Customer Service Ace?
    Take this Quiz
    (answers below) and See!
    Test your customer service knowledge and learn how to be a service ace by picking the correct answer to each of these 10 questions.
    1.  A complaining customer is:
    A. Always right
    B. Almost right
    C. Often lying
    D. Always the customer
    2.  Customers who complain:
    A. Had unhappy childhoods
    B. Are genetically predisposed to be sourpusses
    C. Have trouble in their primary relationships
    D. Are doing you a service in identifying what isn’t working in your business or organization
    3. The best reward for your customer service representatives is:
    A. Earplugs and punching bags
    B. Valium or other mind-numbing drugs
    C. Recognition and appreciation on your part
    D. Anger management seminars
    4.   CRM stands for:
    A. Customers Rarely Matter
    B. Can’t Remember Much
    C. Communicating Random Meaning
    D. Customers Rudimentarily Managed
    E. Customer Relationship Management
    5.  Customers who complain want . . .
    A. Something for nothing
    B. To be heard and have their experience validated
    C. To vent for the sport of it
    D. To be made majority shareholders in the company
    6.  Customer Service departments:
    A. Are the afterthought that cleans up messes other departments cause
    B. Build customer loyalty
    C. Are leaders in understanding customer behavior patterns and market research
    7.  For a company to be considered service-oriented:
    A. It must mention customer service in its mission statement.
    B. At least 18.3% of its employees must work in the customer service department
    C. Its managers must at one time have been CSRs
    D. Customer service must be addressed by all departments
    8.  A Call Center is defined as:
    A. The midpoint in duration of a telephone call
    B. A revenue sink hole
    C. A place where middle-of-the-road calls coexist with liberal and arch-conservative calls
    D. A location where complaints and problems are converted into successful saves for your customers and your company
    9. Customer Care is:
    A. A managed care medical program for customers
    B. A nifty alliterative phrase that looks good in company brochures
    C. A new program where customers care for themselves
    D. A philosophy wherein the customer is wrapped in service even before a problem arises
    10.  Customer Service Culture is
    A. A new form of yogurt where the lid removes itself for you
    B. Behavior being analyzed in a Petrie dish for contagions
    C. A mythical civilization in which everyone smiles and welcomes you when they meet
    D. An environment where customer service permeates the thinking of the entire company

    KEY

      1. D. Customers are often wrong but they never stop being the customer. Right or wrong they are to be accorded respect and cared for. Focus on the insights their complaint offers.
      2. D. Complaining customers alert you to systemic problems before they drive off more customers. Their complaints represent many more customers who may not spend the time to tell you about problems, instead just leaving you for your competitors.
      3. C. Your staff deserves and thrive on recognition and appreciation. Take the time to celebrate them collectively and individually. Whether through cards, gifts, surprises, outings and acknowledgements at company functions, let them know how important, valued and appreciated they are to you and the company.
      4. E. CRM refers to systems designed to track and cater to each customer’s whims and preferences over a lifetime. CRM is about managing customer relationships over the long haul by attending to their individual needs.
      5. B. Complaining customers have several needs. Implicit in their actual complaint is also a need to be heard and their unhappiness acknowledged. Fixing the problem is important. So is letting them know you understand their displeasure and feel for them. One without the other is an incomplete remedy for customer complaints. Don’t forget the emotional component in complaints.
      6. B and C. When you solve a problem for a customer you actually build confidence and allegiance. You’ve proven you stand behind your products or service, giving customers a warm and fuzzy feeling of safety and protection. As well, you tap the pulse of the customers. Their complaints and feedback give valuable insight into how well your products are assembled, documented, sold and hold up. Listening to customers tells you a great deal about your company’s products and services (and your competitors’ too) from real life customers. That’s invaluable!
      7. D. A Customer Service orientation must transcend the service department. All departments must understand and model good customer service for the company to be considered strong in service. Many problems can be avoided outright by attending to customer service. Why should the customer service department carry the weight of service for the entire company. Don’t operate under the adage “never enough time to do it right but always enough time to do it over.” Get it right at the source, in all departments. 
      8. D. Make your call center is a shining example of your company’s commitment to its customers. Your center is a visible symbol of your company’s commitment to customer success.
      9. D. Customer Care is a philosophy wherein customers are cared for by a company – the entire time they’re customers. Care isn’t just to be administered as a salve for problems. Demonstrate care from the start and your customers will flock to your products and services.
      10. D. Customer Service Culture is the infusion of service ideals into every department, from  sales, shipping and receiving to legal, human resources and beyond.
    How'd you do?
    How did you do?  If you scored 100% you may write the next article!
    If you scored 80% or better you’re a service ace.
    60-80% you understand customer service.
    If you scored below 60% don’t fret. Make improving your customer service orientation a priority. Ask others what it means to them, take a class, read books and columns on service.
    Chris Wilkinson.                              
    Certified Business Behaviour & Attitudes Analyst.               
    Business Coach.
    Tel: (905) 275-2907 (Mississauga).


    Sunday, November 27, 2011

    Leadership--a question of influence.....


    In essence leadership is about taking others to places they have not been before. However, to lead successfully you also have to influence others to gain their commitment and engagement to the direction you believe is right. 

    Many researchers have pointed out that influence can be seen as working on a number of levels, which I have found as a useful insight when thinking about influencing others. Clearly the most fundamental level of influence is around what you tell other people, but it also about the relationship you have with them as well as how you are seen to act and behave.

    As  stated above, the most fundamental level of influence is around what you say to other people. Here are some hints and tips useful for this level of influence:

    * When attempting to influence timing is key – set yourself up for success, there is no point attempting to influence some one when they are emotionally tired, upset or angry.

    * It may sound obvious but make sure you truly believe in what you are saying? 

    * Examine you body language – does it support what you say?

    * Be clear with others what your expectations are. These may also include the consequences for not meeting your expectations.

    * Take time to explain what you expect and talk through your differences with them.


    The next level of influence is around the relationships you have with other people. It may sound obvious, but you are more likely to influence those with whom you have an understanding, respectful and trusting relationship. Here are some hints and tips found to be useful for this level of influence:

    * Do you assume the best in other people? If I think someone is a fool, I am likely to treat them as one, so beware of your thoughts.

    * Genuinely seek to understand the other person before you give them instruction or advice.

    * Make sure that you respond to others in a way that demonstrates understanding of their position and concerns.

    * If offended take the initiative to clear it up. It is likely that the relationship is far more important than being ‘right’. 

    * If you make a mistake, admit it and apologise, it shows you are human.

    * Make sure you are influenced by others first. Reciprocation is a powerful influencing tool.

    * Make sure you keep your promises. Do not make promises you know you will not keep or have difficulty keeping.

    The highest level of influence is around who you are and how you act. Other people will be far more influenced by what you do that what you say. Here are some hints and tips useful for  influence maximization:

    * Make sure you lead by example (i.e. do what you say).

    * Refrain from criticising others publicly. If you need to give feedback, do it behind closed doors.

    * Be a model of restraint and demonstrate emotional self control.

    * Be patient with others. Patience is a practical demonstration of faith in and respect for others.

    * Don’t blame others - focus on what you can do to make the difference, not what others need to do.

    Effective leaders and influencers work on all three levels at the same time. Being a perfect role model and having good relationships will not be sufficient if you don’t explain to people what you expect. Conversely, people will soon loose faith in what you say if you do not live by your word, no matter how good your relationship is with them.

    Chris Wilkinson.
    Certified Business Behaviour & Attitudes Analyst.
    Business Coach.
    Tel: (905) 275-2907 (Mississauga).


    Sunday, November 20, 2011

    Make the most out of trade shows…..10+1 ideas.....

     1. Before the show, divide the show floor into grids and assign each grid to a salesperson. Make up a booth schedule and review who is working the floor and the booth.

    2. Check BEFORE the event for current and potential clients who may be attending the show. Set all schedules and sales appointments with major accounts in advance.

    3. Establish clear and concise sales and prospecting goals. Review all new product lines and qualify all appointments that may fit the new product profile.

    4. During the show, keep all appointments as close to the schedule as possible. Go easy on the chitchat. Focus on the task at hand.

    5. After the show, follow up all sales leads within a specific timetable…within 3 days. Hot prospects go cold very soon. Use as much personal and professional information about prospects as possible in the follow-up.

    6. Ask open-ended questions, or merely introduce yourself? Instead of asking prospects closed-end questions like, "May I help you?" try, "So what brings you to the show?"

    7. Ask prospects how they would like to be contacted. This helps avoid the frequent problem of prospects taking literature and leaving without giving you a business card.

    8. Hone your efforts, so you focus on just two or three goals for the show. Then make sure to hit all the key points with every contact.

    9. Use balloons! Studies show that, for whatever reason, balloons attract people to trade show booths.

    10. Stand next to or in front of your display. Avoid putting a table (or anything else) between you and your potential customers.

    11. Take advantage of the opportunity to scope out the competition. Do a little detective work on ways you can differentiate yourself and impress clients who can't decide whether to choose you or one of your competitors.
    Working with you.               

     Chris Wilkinson       
    To learn more about ‘Business Pilot’, please click:
      Business Pilot Management Consulting                        


    Certified Business Behaviour & Attitudes Analyst.
    Business Coach.
    Tel: (905) 275-2907 (Mississauga).
    E-mail: buspilot@bell.net

    Sunday, November 13, 2011

    Alcohol at your Company (Christmas) Events May Equal Liability

    Many companies stop to consider the effects of serving alcohol at the Christmas party, but somehow the department “happy hour” social or the summer picnic escape the same level of scrutiny. 
    Ontario (unlike many US states) has not enacted any legislation regarding the liability of a host (commercial, social or otherwise) who furnishes alcohol to a guest and where an intoxicated guest damages a third party.  In Canada, courts have imposed liability where:  1) an employer requires the employee’s attendance at the function; 2) the function furthers the employer’s interest(s) in some way; and 3) where the employer had some ability to stop the consumption of alcohol when it is apparent that the employee is “obviously intoxicated.”
    Ways to minimize liability include hosting an event during the day, not making the function mandatory, limiting the amount of alcohol available, and providing designated drivers (whether in the form of volunteer employees or taxi coupons).
    Minimizing  your liability....
    There is no magic bullet, but business owners can take some common sense steps to avoid litigation, or at least minimize the possibility they will be held responsible in a lawsuit:
    §                       Make it clear to employees that attendance to an event is voluntary - don't make employees feel as if they are expected to be there. Make the purpose of the event clear. For example, you might call it Employee Appreciation Day.
    §                       Operate a cash bar, employees purchase their own alcoholic beverages.
    §                       Set expectations for attendee behavior. Plan recreational activities that minimize discussion of serious company business, yet maintain an atmosphere that is appropriate.
    §                       Do what you can within reason, to ensure that obviously impaired employees do not drive home. Have a taxi parked at the venue and available to any employee that requires assistance.
    §                       Finally, make sure you are adequately covered with commercial general liability insurance.

     This posting is informational only & is not intended as legal advice.
    Consult a lawyer for specific guidance.





    Chris Wilkinson.                              
    Certified Business Behaviour & Attitudes Analyst.               
    Business Coach.
    Tel: (905) 275-2907 (Mississauga).


    Saturday, November 5, 2011

    Asking Questions is the most critical sales skill....... 
                The Question is the number one tool salespeople have for engaging the prospect, building rapport, discovering needs, agreeing on those needs, managing the conversation and the sales cycle.
    FACT: 86% of Salespeople Ask the Wrong Questions
    Poor questioning skills lead to resistance in the form of objections later in the sale cycle and do not facilitate relationship building or company differentiation.
    The Best Sales Questions to Ask



    Questions help customers make their first key buying decision, which is whether to "buy" the salesperson. Questions build rapport and demonstrate interest in the customer. They uncover customer needs, who to call on, the decision-making time frame, competition and how the customer will make the decision.
    But merely asking questions isn't enough. An effective questioning strategy shows salespeople how and when to ask the best questions; open-ended questions that begin with "What", "How", and "Why". For example:
    • "What have you used in the past?"
    • "How was it implemented?"
    • "Why did you decide on that?"
    As you ask open-ended questions to investigate customer needs, you will come upon some needs that seem to have a particular urgency. Whenever you suspect this is the case, ask a leverage question to confirm your hunch and clarify the situation. For example:
    • "How has this problem affected you and your company?"
    • "What are the consequences if this problem continues?"
    • "How are your customers affected?"
    These types of questions encourage customers to talk about the gut issues they are facing. By clarifying what's really at stake with a business problem or opportunity, leverage questions increase the customer's desire for a solution. And they let the salesperson know how to present a product as the right solution to the right issues.
    If you want to be positioned as the best or only solution for your customer, ask the "Best" questions. They will view you as a sales consultant with their best interests in mind.
    Chris Wilkinson.                              
    Certified Business Behaviour & Attitudes Analyst.               
    Business Coach.
    Tel: (905) 275-2907 (Mississauga).


    Sunday, October 30, 2011

     The Five Most Common types of Salespeople….

    Rather than just typecast prospective customers, I also like to analyze different types of salespeople I've come in contact with in my years of selling. Salespeople "crack" me up, because they don't think anyone understands how they operate. I have listed below the five most common types of salespeople I've had the opportunity to typecast over my career.

    #1   The "Ghost" Sales Rep - This has got to be one of my favorites. The "ghost" sales rep typically works in an industry with repeat customers that buy every month. This rep is usually hardly ever seen in person, hence the name - "ghost". He or she is just a voice on the other line, and primarily drives business by using the phone only. While this rep is not a new business kingpin, they usually are half decent at getting price. The reason why is they don't want to have to work harder when prices are lowered. This might call for "face to face" activity and the ghost sales rep can't have that! When times get tough, this rep has a hard time digging his or her way out of it. In most cases, this rep is found in the average or slightly above average category when it comes to performance. If they can burn up the phone through massive cold calling, they can make it to the top.

    #2   The "T to T" Sales Rep (aka - Tuesday to Thursday Sales Rep) - Obviously, this sales rep hates working in the field on Mondays and Fridays. Ghost Sales Reps were usually in this classification at some point before they decided to stay home! T to T reps can actually become very proficient, and use Mondays and Fridays for organization, paperwork, getting reports done, cold calling, and planning sales strategies. They seem to maximum their "face to face" activity to the utmost from Tuesday through Thursday. Believe it or not, they are quite a few top performers that are "T to T" sales reps. Most are usually "status quo" salespeople, however.

    #3   The "Rule Breaker" Sale Rep - Usually very independent, this sales rep is horrible when it comes to doing paperwork or getting in reports on time. They are also cynical when it comes to rules and regulations, though they very rarely voice their dissent in company meetings. The rules breaker is not necessarily dishonest, and he or she is very creative in driving new business. A lot of top performers are rule breakers, because they do what it takes to make their number. They have come to understand the phrase - "Better to beg for forgiveness than to ask for permission." The rule breaker is usually found at the bottom or the top, and seldom can be classified as average.

    #4   The "By the Book" Sales Rep - This is the prototypical sales rep most companies go after. This sales rep will always work the required hours, get paperwork in on time, and put a lot of strength on the company's own method of selling. However, this sort of sales rep usually finds it hard to make it to the "top performer" level. While they work hard, they usually lack the creativity to drive business at a high level. They seem to call the "boss" on just about every semi-difficult situation they face. 80-90% of reps in this category could be classified as "average" when it comes to their sales performance. Their sales numbers also usually match the company's overall growth or decline.

    #5   The "Price" & "Complainer" Sales Rep - This is the sales rep that loves the sound of his or her voice in company meetings. Why? - because they love to complain! When dealing with customer complaints, they will almost always blame the company and have a hard time negotiating a "fix" with the customer. They are cynical beyond belief about company rules, but after voicing their dissent they actually follow the rules most of the time. This rep always gives away price unnecessarily, and likes to complain about company prices being too high, also. This type of salesperson never makes it into the top performer category unless they are extremely lucky. When it comes time to scale back the sales force, this person becomes an easy target for downsizing. This is also the most common sales rep type to leave the sales profession behind altogether.

    Well there it is...the most common types of salespeople I've run into over my career.

     Chris Wilkinson.                              
    Certified Business Behaviour & Attitudes Analyst.               
    Business Coach.
    Tel: (905) 275-2907 (Mississauga).
    E-mail: buspilot@bell.net

    Saturday, October 22, 2011

    10 Tips for Successful Business Networking…..


    Effective business networking is the linking together of individuals who, through trust and relationship building, become walking, talking advertisements for one another.
    1.       Keep in mind that networking is about being genuine and authentic, building trust and relationships, and seeing how you can help others.
    2.       Ask yourself what your goals are in participating in networking meetings so that you will pick groups that will help you get what you are looking for. Some meetings are based more on learning, making contacts, and/or volunteering rather than on strictly making business connections.
    3.       Visit as many groups as possible that spark your interest. Notice the tone and attitude of the group. Do the people sound supportive of one another? Does the leadership appear competent? Many groups will allow you to visit two times before joining.
    4.       Hold volunteer positions in organizations. This is a great way to stay visible and give back to groups that have helped you.
    5.       Ask open-ended questions in networking conversations. This means questions that ask who, what, where, when, and how as opposed to those that can be answered with a simple yes or no. This form of questioning opens up the discussion and shows listeners that you are interested in them.
    6.       Become known as a powerful resource for others. When you are known as a strong resource, people remember to turn to you for suggestions, ideas, names of other people, etc. This keeps you visible to them.
    7.       Have a clear understanding of what you do and why, for whom, and what makes your doing it special or different from others doing the same thing. In order to get referrals, you must first have a clear understanding of what you do that you can easily articulate to others.
    8.       Be able to articulate what you are looking for and how others may help you. Too often people in conversations ask, "How may I help you?" and no immediate answer comes to mind.
    9.       Follow through quickly and efficiently on referrals you are given. When people give you referrals, your actions are a reflection on them. Respect and honor that and your referrals will grow.
         10.   Call those you meet who may benefit from what you do and vice versa. Express that you enjoyed      meeting them, and ask if you could get together and share ideas.

    Chris Wilkinson.                              
    Certified Business Behaviour & Attitudes Analyst.               
    Business Coach.
    Tel: (905) 275-2907 (Mississauga).