Friday, May 31, 2013

Build Listener Rapport

How to Build Listener Rapport?

1. Consider yourself honored by being asked to address an audience—and say so!

2. Give your listeners sincere appreciation.

3. Mention the names of some listeners.

4. Play yourself down—not up!

5. Say "we"—not "you."

6. Don't talk with "a scowling face and an upbraiding voice."

7. Talk in terms of your listeners' interests.

8. Have a good time making your talk.

9. Don't apologize.

10.Appeal to the nobler emotions of your audience.

11.Welcome criticism—instead of resenting it. Be a "good person skilled in speaking."

Dale Carnegie's Best Selling Books:

Be a Leader

Changing Attitudes and Behaviors

Be a Leader
1. Begin with praise and honest appreciation.

2. Call attention to people's mistakes indirectly.

3. Talk about your own mistakes before criticizing the other person.

4. Ask questions instead of giving direct orders.

5. Let the other person save face.

6. Praise the slightest improvement and praise every improvement. Be "hearty in your approbation and lavish in your praise."

7. Give the other person a fine reputation to live up to.

8. Use encouragement. Make the fault seem easy to correct.

9. Make the other person happy about doing the thing you suggest.

Dale Carnegie's Best Selling Books:

Why Talk Statements

What is a Why Talk Statement?

Why Talk Statement
This is another option to use when you are ready to transition from your opening to the purpose of your visit. A Why Talk Statement is designed to sell people on the value of meeting with you, and set clear expectations for the meeting. You can do this verbally or in writing. Why Talk Statements are especially helpful when you are dealing with people who like to get right to business. For them, beginning in a pleasant way means getting immediately to the matter.

Why Talk Statement Elements

Benefit of meeting—Cite a benefit of the meeting itself, not your product. Why should this buyer spend time with you? People's time has become a very scarce resource. Many doctors are now charging salespeople for their time. We need to be able to give people value, even if they don't do business with us immediately.

Agenda points—Briefly review the outcomes of the meeting, from a buyer's point of view. What they should expect from you, and you from them. This is a valuable step if you are making a more formal presentation, like to a buying team or group. Ask if they want to add anything to the agenda.

Advance—Next, we smoothly carry the sales interview to the next level. In many cases we will want to ask questions to clarify their needs. We may choose to use a Credibility Statement here, or relate some of the key points we discovered in our pre-approach.

Why Talk Example

1. Today we will be reviewing the issues you are considering in a new phone system and ensure the system would be perceived as a positive step by your associates. There are some recent changes in technology and in regulations that are important for you, even if we don't do business together.

2. Here are some points we can cover:
  • First, let's review the challenges you are facing in changing the phone system.
  • Next, let's bring two of your employees into our meeting and ask them about their issues and needs.
  • Then, let's see how that ties into what management is looking for.
  • Finally, let's determine what criteria you will be basing your buying decision on so that we can provide you with an accurate proposal.

3. How does that sound?

4. Do you have any other points?

5. May I ask you a few questions about your phone system needs?

Dale Carnegie's Best Selling Books:

Visuals: Why and When


Visuals: Why and When
• They help dramatize ideas.

• The guide the presentation direction.

Be careful as visuals should not be used as a crutch by the presenter, nor should the presenter read word for word from the visuals.

• They make the message easy to understand.

• They add color, drama, and pacing to the presentation.


• Presenting data that may be difficult to grasp to an audience

If ratios are important, trying to compare data that you can't see is difficult if not impossible. It can also be boring.

• Listing several items or a series of items

If they have to be compared or if sequence is vital, seeing them is essential. It helps clarify steps and aids retention.

• Explaining a complicated process

This allows the audience to follow you at their own speed. Since some people grasp relationships more rapidly than others do, a visual accommodates both learning styles.

• Retention is important

About 10% of what Is heard is remembered. Only 30% of what is seen is remembered, but over 50% of what is seen and heard is remembered.

Dale Carnegie's Best Selling Books:

The Planning Process

Steps of The Planning Process

The Planning Process
Step #1: Should Be:

What should be accomplished in the scope of this plan? How will this fit into the organization's overall "Should Be" situation? Create a picture of what you want the outcome to be and how others would benefit.

Step #2: As Is

Determine the reality of the current situation. Where are you today? Leaders make a thorough estimate of the situation both internally and externally to obtain a clear understanding of the factors that might help or hinder their efforts and enable them to set realistic goals.

Step #3: Goals

Define and set the goals. Leaders know that without realistic goals, the organization will drift. Realistic goals form the basis for most important management decisions. Leaders know that without goals, people will be "task-oriented" rather than "results-oriented." Leaders give careful attention to setting realistic, reasonable, challenging, attainable goals. These are separated into "bite-sized" pieces, which may be assigned to individuals in line with the particular skills and abilities needed to achieve them. This makes these goals less formidable and brings them down to a level where they may be more readily accomplished. They know that achieving day-to-day goals must contribute appropriately toward achieving intermediate and long-range goals.

Step #4: Action Steps

Work out a definite program, including action steps. Leaders realize that the setting of realistic goals is but one step of the planning process. Many limes, goals fall short of achievement because effective workable programs and plans of action to achieve these goals are not carefully throughout and formulated. Follow-up plans and programs can assure achievement of desired results if attended to on a consistent and continuing basis. Leaders must teach their team members how to plan effectively to achieve assigned goals.

In formulating definite programs and plans of action to achieve prescribed goals, leaders need to involve team members so that everyone will clearly understand:

•     The requirements for achieving set goals

•     Who will do which part of each job

•     How the different parts tie together

•     The conditions that will help and hinder goal achievement

•     Timing—when plans and ideas should be put into effect

•     How all functions are coordinated properly

Determine methods to be used. Leaders who consistently turn in an outstanding performance record leave nothing to chance. They consistently search for the best methods to get programs and plans of action translated into desired results.

Step #5: Cost

Estimate the cost of the plan. Because all managerial activities must be cost effective, all plans must take into consideration the costs of people, material, and time.

Step #6: Timetables

Set timetables. The work to be done should be programmed so that each phase will be achieved at a prescribed time. Deadline dates should be set so that all concerned will be aware of them and will strive to meet them.

Step #7: Implementation

Plans are implemented by seeing that all persons concerned understand their part in the total undertaking, commit themselves to the achievement of the agreed-upon results, and act in a unified, concerted manner to put the plan into effect.

Step #8: Follow-up

Concentrate on essentials. Successful managers turn in consistently good achievement records by maintaining effective performance measurement systems that show deviations from the expected results and by assuring that corrective action is taken when deviations do occur. They do not become too involved in the specific details but concentrate on those factors that are critical to the success of the project. Their focus is on the factors that might interfere with achieving desired results, and they are alert to indicators which warn them of potential problems. in this way, corrective action can be taken and the goals achieved.

Dale Carnegie's Best Selling Books:


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