Sunday, April 15, 2012

Team Meetings

Meetings are at the heart of team communication. They are also very costly in terms of the number of people not performing revenue-related functions during the time it takes to conduct the meeting. Therefore, it is essential for teams to make the most out of their time at meetings.

There are two aspects of every team meeting—Content and Process:

Team MeetingsContent—Relates to the topics that will be addressed at the meeting. Those topics can take a variety of forms that can be remembered by the acronym RAMPS:
Reporting status Announcing information Making decisions Planning Solving problems

Process—Describes how the meeting should be conducted. This aspect is often
overlooked in favor of an emphasis on content. However, the process will often have a greater bearing on the success or failure of a meeting.

Team Meeting Process

The following process will serve most meetings well. It begins with the team targeting the purpose and outcomes of the meeting. This is an essential step because it directs the entire meeting and ensures that all of the team members are working toward the same goals. The second step involves reviewing the agenda and timing for the meeting. This activity should be oriented toward ensuring that the agenda supports the meeting purpose and outcomes.

Next, the team should make any appropriate announcements and status reports. Once this is complete, the team is ready to address the heart of the meeting, which may involve making decisions, planning for an upcoming event, or problem solving.
Before concluding, it is important to evaluate the meeting based on the purpose and outcomes that were previously established. Finally, team members need to agree on actions to be taken as a result of the meeting.

Friday, March 23, 2012

Q A Techniques and Guidelines


Here are Simple Q&A techniques and guidelines:


• Set time limits: "We have (10 minutes) for questions...."

• Open Q&A: "Who has the first question?"

• Listen, repeat, or paraphrase the question, then respond.

• To keep momentum: "Who has the next question?"

• If no one has a question: "A question often asked is...."

• Closing Q&A: "Who has the final question?"

• Reiterate closing point.



Monday, March 12, 2012

Basic Techniques in Analyzing Worry

Basic Techniques in Analyzing Worry

Here are some basic techniques that can help you in taking charge of worry and stress:

Basic Techniques in Analyzing Worry:

1. Get all the facts.

2. Weigh all the facts—then come to a decision.

3. Once a decision is reached, act!

4. Write out and answer the following questions:

    a. What is the problem?

    b. What are the causes of the problem?

    c. What are the possible solutions?

    d. What is the best possible solution?

5. How to face trouble:

    a. Ask yourself, "What is the worst that can possibly happen?"

    b. Prepare to accept the worst.

    c. Try to improve on the worst.

Thursday, June 23, 2011

Questioning Model

An effective model for asking questions allows salespeople to discover the interest areas of our buyers. Questioning also helps the buyer clearly understand potential gaps in what they currently have and what they could have. Using a process of gathering information continues the natural flows of sales process and captures the information we need in order to present compelling solutions. The research we do and the questions we ask will help us identify the buyer's interest areas. This will help us make our solution presentation unique for each buyer. A good questioning process points us to interest areas.
One critical point. Don't confuse questioning with pre-approach. We should ask
questions that show we have done our preparation.


Questioning Areas
As Is
As Is questions help us detennine the buyer's current situation. These questions give us a picture of key issues like product specifications, others who influence the buying decision, and challenges that we may be able to address in our solution.
Should Be
Should Be questions help us discover the buyer's vision of his or her operation at optimum performance. Questions here focus on how the situation could be different if we can help the buyer solve their problems.
Barrier
Barrier questions identify the factors that are stopping the buyer from achieving the should be. While barriers are not objections, they can lead to objections. For example, a specified budget is a barrier that can lead to objections about price. Our questioning should focus on how the return on investment can have a positive effect on the budget.
Payout
Payout questions are used to clarify how the buyer will personally benefit from the solution. Responses to these questions allow us to understand and appeal to the motivational reasons for buying.


Wednesday, June 22, 2011

Presenting Information


Presenting information in a way that is interesting and convincing involves these steps:
  • Incident—An experience from your own life; one which taught you a lesson.
  • Action—Answers the question, "What do you want us to do?"
  • Benefit—Answers the question, "Why should we do it?"
Always Begin with the Incident

When preparing your presentation, you may begin with any of the three steps. When delivering your presentation, always begin with the incident. Why? Because the incident captures the immediate attention of your audience and makes your communication more conversational.

Add Power to Your Incident with Physical Activity

If you wish to persuade others, you must be alert and alive yourself. You must speak with sincerity and excitement. You must speak so that your listeners will feel that you believe every word you say.

To speak effectively, we must use more than just our voice. We must also use physical animation or gestures. In other words, we should use our whole body.

Are gestures important? The canned variety are not. But natural, forceful, spontaneous gestures are extremely important for two reasons:

I. They stimulate and inspire the speaker. Gestures wake us up, loosen us up, and relax us. When we gesture or when we let ourselves go physically, we automatically let ourselves go mentally and emotionally.

II.They also affect the audience. The emotional effect gestures have on listeners is both obvious and, at times, even dramatic. Just think about some of the world's great presenters. In almost every case, the use of natural, spontaneous gestures contributes to the effectiveness of the speaker and to the impact of his or her message.