* 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.


Saturday, November 23, 2013

Does your sales person watch for client buying signals?


Client likely to buy if he:

·        Bites his lip/furrows his brow.
·        Calls colleagues in for advice.
·        Rubs his chin.
·        Handles the contract.
·        Scratches his head.
·        Taps with pen.
·        Half closes his eyes.

Client may be resisting the offer if he:

·        Has arms crossed.
·        Body tight & rigid.
·        Breaks eye contact.
·        Slouches in his chair.
·        Turns body away at 45-90 degrees.
·        Frequently shifts posture.
·        Shakes head side to side.
·        Narrows his eyes. Moves away from you physically.

People communicate:

·        55% gestures.
·        38% tone of voice.
·        7% words.

REAL smiles reach the eyes. FALSE smiles reach the lips only.

 

Working with you.

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

Sunday, November 17, 2013


Where do your new business development ideas come from? 
Do you have any new ideas? 

If nothing has changed in the last six months, it's time to find new inspiration. Here are places where movement in your market can show itself:
1- Talk to your current suppliers - their dealings with others in your industry give them an overview. This applies to both product and service providers, and to your business whether you are selling a service or a product. 
Don't expect them to divulge confidential information, but if you have built a relationship with them, do expect some 'head's up' sort of tips. Ask about general trends with their successfulclients. Warning: Do not turn the conversation into a "woe is me' tale swapping contest.

2- Look at social media - they report & create trends. If you have been resisting social media (Facebook Twitter, LinkedIn etc.), find a teenager (or a savvy business person) to show you the ropes. You may find your competition is already there.
Even if you don't want to participate actively, you can see in real time what is being said; track trends; ask questions; poll people; and make announcements.



3- Read ‘idea’ magazines - 'Seed', 'Good', etc. There's a new crop of periodicals out there exploring the cutting edge of everything. They trace tendencies and project future results of present ideas. 
If you can think outside the box, or if you want to broaden your horizons, spend some time at a magazine rack or library looking at the newest publications.

4- Industry publications - where does your industry think it is going? Some trade magazines are obviously better than others, but each of them tries to predict future headings. And their budgets for think tanks and research are probably larger than yours.
Take advantage of these publications, as well as any available conventions, seminars and newsletters to stay abreast of developments. Write or call if you find an idea that intrigues you. Many contributors are willing to talk directly to people on the front lines of business.
5 - Set up a Peer advisory Group. This is a structure that everyone from Napoleon Hill forward has recommended as a support and generator for wealth and business.
These groups are easily set up, and information readily available.  Do choose your partners well - a similar mind-set is more necessary that choosing a friend. Perspective is one thing you are looking for, so choose the most successful people you can find, rather than old friends who know all your stories.
Be willing to think outside the box. Take things that work in other industries, or areas, and really look at how you might apply all of part of them. Your commitment to keeping your business fresh and alive is the first step.
Need advice on setting up a Peer Board, call Chris Wilkinson at 905-275-2907, he operated several boards for more than 10 years.

Working with you.

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

Sunday, November 10, 2013


24 Human resource procedures …….

 

A test. How many did your company score out of 125 (maximum?)

 

1  Our company has a "functional" organization chart, which is posted or otherwise communicated to employees.          

 Our company has no organizational structure. 1          
Our company organizational chart is driven by personalities not job functions. 2          
Our company has a printed organizational chart but it is not available to all employees. 3          
Our company has a printed organizational chart and it is available to all employees but it is not truly followed. 4          
Our company has a printed organizational chart that is followed, but it is not available to all employees.  5          

2  Our company generates performance-oriented job descriptions.          

Our company has no job descriptions. 1          
Our company has job descriptions but they are not in writing. 2          
Our company has written job descriptions for some employees. 3          
Our company has written job descriptions for all our employees but they are lacking performance goals. 4          
Our company has written job descriptions for all our employees. 5          
        
3  Our company has a personnel policy manual that all employees read and sign.          

Our company has no personnel policy manual. 1          
Our company only has a few written polices. 2          
Our company has a personnel policy manual but it is not given to each employee. 3          
Our company has a personnel policy manual, which is given to each employee but is not reviewed annually by our labor attorney. 4          
Our company has a personnel policy manual, which is given to each employee and reviewed annually by our labor attorney. 5          
      
4  Our company has a documented procedure for interviewing.          

We have no documented procedures for interviewing. 1          
We have a few procedures but nothing in writing. 2          
We have documented procedures but they are not always followed. 3          
We have documented procedures but a labor attorney has not reviewed them. 4          
We have documented procedures and a labor attorney has reviewed them. 5
    
       
5  Our company has written employee termination procedures.          

We have no documented procedures for termination. 1          
We have a few procedures but nothing in writing. 2          
We have documented procedures but they are not always followed. 3          
We have documented procedures but a labor attorney has not reviewed them. 4          
We have documented procedures and a labour lawyer has reviewed them. 5          
       
6  Our company conducts exit interviews.           

We do not do exit interviews. 1          
We sometimes give exit interviews. 2          
We do exit interviews but only by the supervisor responsible for the exiting employee. 3          
Exit interviews are given by the supervisor and another who is not their direct supervisor. 4          
Exit interviews are documented and are given by the supervisor and another who is not their direct supervisor. 5          

      
7  Our company has an effective employee-training program that includes corporate culture and critical success factors.          

Our company does not have a formalized training program. 1          
Our company has a training program but we do more on the job training then anything else. 2          
Our company has a formal training program but it does not include corporate culture or critical success factors. 3          
Our company has a formal training program, which includes corporate culture and critical success factors. 4          
Our company has a formal training program, which includes corporate culture, critical success factors and how employees' jobs impact our goals. 5          

      
8  Our company has scheduled performance appraisals with all our employees.          

 Our company does not do performance appraisals. 1          
Our company only does a performance appraisal at salary review time. 2          
Our company does performance appraisals as needed and at salary review time. 3          
Our company has regularly scheduled performances appraisal throughout the year for all our employees but the reviews are not documented. 4          
Our company has regularly scheduled documented performances appraisals throughout the year for all our employees. 5          
       
9  Our company uses non-disclosure, confidentiality and non-compete agreements with our employees.          

Our company does not have such agreements. 1          
Our company feels they are not necessary.  2          
Our company has all the agreements but does not have all employees sign them. 3          
Our company has all the agreements but only has our sales people sign them. 4          
Our company has all the agreements and every employee signs them. 5          
 
      
10  Our company monitors and maintains harassment policies and safeguards.          
No 0          
Yes 5          

      
11  Our company monitors optimum health and safety standards for all employees.          
No 0          
Yes 5          
       
12  Our independent contractors meet Revenue Canada guidelines.          

No 0          
Yes 5          
      
13  Our company believes our hiring methods are effective.          

No 0          
Yes 5          

      
14  Our company provides health care coverage to our employees.           

No 0          
Yes 5          
      
16  Our company offers competitive wages and salaries.          

No 0          
Yes 5          
       
17  Our company is able to find a pool of qualified people from which to hire.          


No 0           
Yes 5          

      
18  Our company has an employer-paid education/self-improvement/management development program.          

No 0          
Yes 5          


      
19  Our company has a wage & hour attorney annually check our company's employee manual.          

 
No 0          
Yes 5  

      
20  Our company has considered working with a Professional Employee Organization, Employee Leasing (PEO)          


No 0          
Yes 0          

      
21 Our company has disciplinary procedures spelled out in this manual.          


No 0          
Yes 5          

      
22 Our training programs directly support our critical success factors and goals.          

No 0          
Yes 5  

 23  We incorporate  (soft) behaviour & attitude assessments as part of our hiring process.     

 No   0

Yes  5
    
 24.  We require candidates to complete a test of (hard) knowledge directly related to the position, prior to employment.

No   0

Yes   5


Sincerely,  
Chris Wilkinson.

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

Monday, November 4, 2013



 Strategies to handle a price objection…..


1. Don't respond right away. Instead, get the prospect to talk more about
the objection. Ask, "And what else is of concern?" This does a couple of things: first, it allows you to get all the objections out at once. By doing this you get a more complete picture of what's really going on and can respond accordingly. And second, it gives you some time to think about how you want to respond.
It's our tendency to jump in right away, respond to the objection, and move on. But you need to take your time and get the prospect to talk more about it so you can get to the heart of the issue.
2. Don't introduce price too early in the conversation. Price objections often come when you give the price too soon. Before you can talk about price in the sales process, you have to get the prospect to see the value and get them to articulate the value of the solution. When you share the price too early in the conversation you lose control. You move into the negotiation phase where all conversations going forward are going to focus around price instead of value and outcomes.
3. Focus on selling the value. When you get a price objection, you haven't done a good enough job of selling the value. Go back to the prospect's needs and goals. Get them to articulate what the solution is worth to them. When you get the prospect to see the value of the solution and you put it in financial terms, you get much less resistance on the price.
The next time you get a price objection, keep these tips in mind.


Sincerely,  
Chris Wilkinson.

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