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).

E-mail: buspilot@bell.net

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

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).

E-mail: buspilot@bell.net

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).

E-mail: buspilot@bell.net

 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

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).

E-mail: buspilot@bell.net

How can bullying affect the workplace?

Bullying affects the overall "health" of an organization. An "unhealthy" workplace can have many effects. In general, these include:

• increased absenteeism
• increased turnover
• increased stress
• increased costs for employee assistance programs (EAPs), recruitment, etc.
• increased risk for accidents / incidents
• decreased productivity and motivation
• decreased morale
• reduced corporate image and customer confidence, and
• poorer customer service.

What can an employer do?

The most important component of any workplace prevention program is management commitment. Management commitment is best communicated in a written policy. Since bullying is a form of violence in the workplace, employers may wish to write a comprehensive policy that covers a range of incidents (from bullying and harassment to physical violence).

A workplace violence prevention program must:

• be developed by management and employee representatives.
• apply to management, employee's, clients, independent contractors and anyone who has a relationship with your company.
• define what you mean by workplace bullying (or harassment or violence) in precise, concrete language.
• provide clear examples of unacceptable behaviour and working conditions.
• state in clear terms your organization's view toward workplace bullying and its commitment to the prevention of workplace bullying.
• precisely state the consequences of making threats or committing acts.
• outline the process by which preventive measures will be developed.
• encourage reporting of all incidents of bullying or other forms of workplace violence.
• outline the confidential process by which employees can report incidents and to whom.
• assure no reprisals will be made against reporting employees.
• outline the procedures for investigating and resolving complaints.
• describe how information about potential risks of bullying/violence will be communicated to employees.
• make a commitment to provide support services to victims.
• offer a confidential Employee Assistance Program (EAP) to allow employees with personal problems to seek help.
• make a commitment to fulfil the prevention training needs of different levels of personnel within the organization.
• make a commitment to monitor and regularly review the policy.
• state applicable regulatory requirements, where possible.

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 begin_of_the_skype_highlighting            (905) 275-2907      end_of_the_skype_highlighting (Mississauga).

E-mail: buspilot@bell.net

Could you be selling more, to more customers, more often. Feel that your sales forces efforts are flat-lining, stuck in a groove?

            Do you really know how many of the 50 deal closers your sales people actually use to get an order?---
likely, just 2 or 3, repeated endlessly.    

            

           One of the most important stages of selling is closing the deal, which are the actions taken by the sales person to gain agreement to the sale. There are many closing techniques in sales, which are actions that sales people take to persuade the customer to make the necessary commitment. Here are thirty of 50 ideas, PLUS  a sample:

• 1-2-3 Close - close with the principle of three.
• Adjournment Close - give them time to think.
• Affordable Close - ensuring people can afford what you are selling.
• Alternative Close - offering a limited set of choices.
• Assumptive Close - acting as if they are ready to decide.
• Balance-sheet Close - adding up the pros and the cons.
• Best-time Close - emphasize how now is the best time to buy.
• Bonus Close - offer delighter to clinch the deal.
• Bracket Close - make three offers - with the target in the middle.
• Calendar Close - put it in the diary.
• Companion Close - sell to the person with them.
• Compliment Close - flatter them into submission.
• Concession Close - give them a concession in exchange for the close.
• Conditional Close - link closure to resolving objections.
• Courtship Close - woo them to the close.
• Customer-care Close –
• Demonstration Close –
• Distraction Close -
• Doubt Close –
• Economic Close - 
• Embarrassment Close - 
• Emotion Close - 
• Empathy Close - 
• Empty-offer Close - 
• Future Close - 
• Golden Bridge Close - 
• Humour Close -
• Hurry Close - 
• IQ Close - 
• Never-the-best-time Close - 

  The “Affordable $$$” Close.

Technique---

1.      Close out any objections customers have about price by making sure they can afford it.

2.      Find how much they can afford. Then show that you have a finance plan that fits their capability to pay.

3.      Bring in other factors to reframe the real price, such as lifetime costs.

4.      Show the price of not buying - for example the cost of continued ownership of the current car.

5.      Strip down what is being sold to the bare minimum. Remove all the options (and maybe sell them as separate items).

6.      Sell them something else they can afford.

7.      Last option: bring your price down to what they are prepared to pay.

8.      And always remember the caveat: do not close people into debt they will not be able to repay.

Examples:

·       How much per month can you afford...yes, we can make a deal for that...

·       The initial costs seem high, but by the end of the year you will have recouped them.

·       The basic model will fit into your price range.

·       The maintenance costs on this are very low.

·       The cost per page of this printer is the lowest in class.

·       If we can bring the price down to what you say, will you buy today?

 Chris Wilkinson.

Certified Business Behaviour & Attitudes Analyst.

Business Coach and Executive search.

Tel: (905) 275-2907 (Mississauga).

e-mail: buspilot@bell.net

                      

5 Strategies to make great group presentations…….

When its time to give your next group sales presentation, here are my favourite tips for delivering powerful, charismatic, and engaging sales presentations.

#1 - PLANT YOUR FEET SQUARELY ON THE FLOOR

How you hold your physical body during your sales pitch communicates a tremendous amount of information about you to your audience. Studies have shown a person will unconsciously interpret approximately 55% of the meaning of your message from physiological cues in your body position, stance, and facial expressions.

Deliver your presentation from a position of confidence. Stand with your feet squarely between your shoulders. Distribute your weight evenly between your legs, and plant your feet firmly on the ground. Keep your arms relaxed at your sides, until your are ready to make a gesture.

Shifting your weight from one leg to another communicates to the audience a lack of confidence. This comes across unconsciously in that if you were to ask someone, a typical response might be "he didn't seem like believed in his company" or "I not sure that I can trust her".

Try both the balanced and the unbalanced speaking postures right now, and see which one makes you feel more confident and ready for your next sales presentation.

#2 - GET PUMPED UP

It is your job to lead the audience. The reason they are there to get something from you. So you must lead them where you want them to go. If you want people to get excited about your product or to feel a sense of trust towards you and your company, you must first create this emotion within yourself.

How do you do this? Simple. Do whatever it takes to get yourself excited. Jump up and down. Clap your hands. Play your favorite music loud. High five your sales partner. You can do this where you won't be seen by the prospect audience (in your car, in the customer's stairwell, bathroom or outside the building). What do you think a rock star or an actor does to warm-up before going on stage?

The idea is to begin your presentation in an absolutely great  mental state. Do this right and the audience will follow your where you want them to go.

(Special tip: Use this technique before making important phone calls so that you are "on" when you make the call).

 #3 - WARM-UP THE AUDIENCE

Another thing big rock stars do before coming out on stage is they have warm-up acts. The job of a warm-up act is to get the audience in a mood will be receptive of the main act's energy.

You can accomplish this same effect by simply playing music before you start your presentation. Many laptops have CD players, or you can use a boom-box. The type of music you play will depend on your audience, and the emotional state that you want to warm your audience up to. Just think about how this will set you apart from your competition's stale PowerPoint slide show.

 #4 - BEGIN WITH AUDIENCE PARTICIPATION

The more rapport you have with an individual or a group, the more receptive they will be to your message. One way to build rapport with your audience is by asking questions of your audience during your first few minutes on stage.

Ask a question or two that most people can easily answer (but don't put anyone on the spot too much). Questions such as "How far did you come to get here?" and "How long have you been working in this field?" easily get conversation going and begin creating a relationship between you and your audience.

 #5 - SUSTAIN EYE CONTACT WITH INDIVIDUALS

You probably know you should do this. Now here's why and how.

The more frequently you change the location of your focus, the more new information your brain is taking in. Your eyes are the visual sensory input system for your brain. Change focus fast enough and frequently enough, and you overload your brain to the point where you forget where you are at in the presentation.

Maintain your concentration on what you want to say next by fixing your visual focus for short periods of time. Do this by completing a thought or a sentence (whichever you find easier) while sustaining eye contact with one person. Move eye contact to a new person with each new thought or sentence.

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 begin_of_the_skype_highlighting            (905) 275-2907      end_of_the_skype_highlighting (Mississauga).

E-mail: buspilot@bell.net