* Business guidance and coaching support. * Candidate behaviour & attitude style analysis in the pre-hire evaluation processes. * Executive search projects--- over 1000 qualified & screened senior candidates registered in the greater Toronto, Canada region. * Sales skill & knowledge testing. * Canadian salary surveys. * Customer satisfaction surveys. Show them you care. * Employee morale surveys. Reduce wasteful churn. * Based in Mississauga/Toronto, ON., Canada since 1997.
* 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
Sunday, December 11, 2011
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
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). E-mail: buspilot@bell.net |
Sunday, November 27, 2011
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.
Sunday, November 20, 2011
Make the most out of trade shows…..10+1 ideas.....
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.
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....
This posting is informational only & is not intended as legal advice. Consult a lawyer for specific guidance. |
Saturday, November 5, 2011
- "What have you used in the past?"
- "How was it implemented?"
- "Why did you decide on that?"
- "How has this problem affected you and your company?"
- "What are the consequences if this problem continues?"
- "How are your customers affected?"
Sunday, October 30, 2011
#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.