Turn Adversaries Into Advocates

"Education is an ornament in prosperity and a refuge in adversity."

~Aristotle

 

One of the best advice ever received while in sales was when I was distraught by negative feedback while subjected to customer escalation after they experienced below performance by me, my team and my company.  Virginia was an excellent leader whom I am always graciously thankful that she took me under her wings and made me a protégé.  She taught me lots!  What mattered, was at the threashhold of an exploding career, she advised me:  "People don't evaluate you based on the negative experience, they gauge your response to a negative situation and how you react to make it better."
 
 
Yes, I took/take negative feedback to heart and took it personally.  No, I didn't spin around and point the finger.  It all came down to moi, me, it, she, the person being at fault for letting the customer down on an important project, document, promise for quality and deadline.
 
Spiral forward today.  It makes perfect business sense that no person, department or company is perfect.   Those wise words jump out to emphasize that what sets all of us apart is how we handle adversity. 
 
Call it a good characteristic or bad, but I always care.  I have always wanted to give customers the best experience, deliver on my promises (which 9 out of 10 times had operations endorse and support in advance or be savvy enough to know our capabilities so that I wouldn't want to set up our organization for failure) so that they would continue to buy from us, and even better if they would recommend and send out accolades on not where we fell short, but how we stepped up to the challenge to make amends for our mistakes.
 
Regardless of who you are, the team that supports you, or the company you represent ... mistakes DO happen.  I can chuckle at my earliest naïve junior experiences where I wanted to control everyone and everything to guarantee that what I promised to the customer would be carried out.  Maturity and experience today underlines how unrealistic that is.  Bottom line, you can't do everything thus You have to TRUST your TEAM.  You don't or won't have a team to support you if you throw them under the bus when matters go askew. 
 
Yes, those projects,  performances or promises fall on your shoulders.  Regardless of how high you sit, from the executive suite, to the middle on sales or customer service shoulders, lower to the personnel responsible to make it happen ... you CANNOT make your problem your customer's problem!
 
I shudder recalling an executive telling me we lost their business, not because we were priced so high per se, but because our competitors proved that we were complacent and were not proving value for what they were paying that was wisely proven by a competitor.  Yes, I was exuberant when I won business from a competitor because we showed more value!  Yet I never forgot the corporate executive who had enough to show me that we had let them down.  No, it wasn't about price.  Yes, price made it enough of a factor for them to pay attention when the service fell.
 
My goodness, how I remember being held accountable for my team when a customer told me that it wasn't their job to train my people.  Lack of CRM (Customer Service Management) system to streamline transactions  or avoid gaps amongst those interacting with a customer was one area that could have improved matters.  Preventing turnover is certainly a no-brainer!
 
Soooooo .. what do you do when you fail?  Do you offer a discount, refund or gesture of goodwill that more often than not represents a complete redo, re-engagement for free?  That is often the dilemma that falls on the shoulders of those wiping up the mistakes and trying to restore goodwill.  Whatever you do, don't send in your most aggressive barracuda to match wits with the customer and out aggressive the customer so that they back down on expressing their disappointment.
 
At minimum you should review projects, promises and performance after each single transaction!  There is something to be learned, improved upon each and every time.  Mandate debriefs with your team, your client every single important transaction.  At least it would show you are not complacent or take your customers for granted.  Don't wait for them to complain or demand retribution/refund/replacement.  Be proactive for heavens sake!
 
When a customer complains, they are actually handing you an opportunity to make improvements on a golden platter.  Pay attention.  Mandate that any online or otherwise feedback be communicated upstream not just to management but to the executives as well.  Don't have your CSRs tell a customer that it has been taken care of and communicated to management.  If that is all you do, there falls the lack of accountability.  Unfortunately, if management knows that executives will be informed they just may pay attention.
 
Pay attention to customer feedback.  Document it, incorporate actionable improvements, communicate it to executives so the entire organization can debrief and formulate a proactive plan.  HR has enough on its plate to make it their mandate, examine training, communications scripts, and get everyone involved. 
 
You can turn an adversary, complaint,  into an advocacy.  It IS within your control.  If you just channel the communications or put it on yourself to contradict the customer, you are not turning them into advocates, you are championing the spread of their discontent.  In today's world of social media, discontent or controversy spreads faster than good news.  Be proactive in your good news.  Remember, we all mistakes, nobody is perfect ... but how you handle adversity totally reflects on how important it is for you to turn it into making those people advocates based on how you handle it.
 

"There is no better than adversity.  Every defeat, every heartbreak, every loss, contains its own seed, its own lesson on how to improve your performance the next time."

~Malcolm X

 
 




 
 
 
 
 
 
 
 
 
No comments:

SOLUTIONS = Problem + Solved

"Never be afraid to do something new. Remember, amateurs built the ark; professionals built the titanic."
Anonymous
 
__________________________________________________________________________________

If there isn't enough sales jargon and terminology out there already there appears to be enough jargon and unique dialect with way too many acronyms, don't you wish that they'd just speak plain English?

Perhaps you are a recruiter and have been asked to search for a top sales professional for your organization.  Fair enough.  That is pretty basic.  Just as you're all set to click send, the requestor has specified they want someone who is a "consultative" sales person competent in "solutions" sales.



Huh?  What's the diff you say?  Aren't they all just sales reps?  That would be like saying all Olympians are the same.  Hardly.

Consultative sales is a sales approach from professionals who have the knack of assembling participation from the customer by involving them and their team to get at the heart of their biggest issues that are preventing them from being more effective and/or efficient.

Consultative Selling: is a sales process by which the customer's end users, managers, executives are interviewed and provide information on matters affecting them.

Solution Selling:  Is a form of sales whereby you are solving those same problems.

This form of sales is usually employed when their is a high value investment in the sale or service that is stake. 

A consultative sales professional is adept at researching for opportunities in the name of prospects by being an authority on not just their product or service, but also how that same product or service solves problems.

Very few organizations wait until an object breaks down, or its service warranty expires before it begins to investigate what is the best new item available out there that they can buy.  Typically, they have a budget set aside and start out by looking to find what can fit into this budget.

There are sales reps or organizations who don't demand much from their reps or can be snowed that activity classifies as results. Then there are sales consultants.  You call them and ask them to give them a price for this widget or that service.  But hold on here, instead you got yourself a sales consultant.  This person is asking a number of questions that are irritating enough because you don't have even half of the answers.

Dutifully, you go back to the Boss with the list of questions, thinking they'll be on your side, and be more effective at blowing off this rep with a smoother "just gimme the price" rebuff.   Instead, they scratch their heads a bit and admit that there are a few items that weren't considered so let's schedule a meeting and see if that will help get the answer quicker.




D-Day arrives.  You escort the poor sales rep to the board room where the chopping block is hidden from view.  You can't wait to see mince meat made outta the soul who questions your boss.

Very few niceties exchanged about the weather, the sports team, but the consultative sales person is calm and you sense confidence that you wouldn't have thought to be there.

Calmly the consultative sales professionals shares some of the research on the organization and asks for confirmation or expansion on those facts.  You have a hard time believing it but your Boss isn't his gruff self, but is pulling up his chair to the table a little bit closer and paying attention.



“Coming together is a beginning;
keeping together is progress;
working together is success.”
                          ~Henry Ford


 

You blink a few times in wonder.  The consultative sales professional is asking questions that have nothing to do with the widget that they're being asked to price on.  Questions like what will it be used for?  What has been used in its place until now?  How has that worked?  What would you change if you could?  What problems does it cause you when the widget breaks down?  Who is impacted by this?  How long are you out of operation for?  How long does it take for the widget to be fixed?  Who fixes it?  Do you have a warranty or any SLA (Service Level Agreement) in place with the widget seller that promises it would be fixed in the evening or on weekends?

Your boss is smiling, being agreeable.  What the heck?  I'm confused while they're both relaxed and even appear to be on the same page.

The consultative sales professional asks the boss if they would be allow to do a bit more digging to find out some of these answer for them.   That ought to be the catch, I smell ka-ching.  But no, the consultant says that in order to make the right recommendation and ensure the right widget is chosen, they would like to speak to some of the end users (huh? why the heck ....) on how they use the widget, when they use it, what happens when it breaks down, and what they would wish for in a new widget.

Man oh Man.  Not one word on price .... yet!  What's that?  Did I just hear that right?  The Widget Man (aka sales consultant) has just had the Boss agree to allow the Widget Man to meet with key people on his staff to interview them and ask the same questions themselves.

Oh oh, the Boss slowly turns his eyes to zero on me.  What did I do?  I'm writing notes I indicate by motioning to my pad and pen.  I'm asked to schedule these meetings for Widget Man with IT, Finance, and Mr. so on and Ms. so forth ... the folks that use the widget we're replacing.

Scrambling for my Day Timer, I lift my eyes that are almost popping out of my head to see what the Boss'll say to that:  the Widget Man just asked the Boss to send out an email or memo to the same folk he calls "end users" stating that Widget Man will be meeting them to ask them questions on their use of Widget that they are considering replacing.





The Boss is smiling agreeably when the Widget Man says they will meet to review the results and come up with a plan "together".

Huh? No price, no proposal was even discussed. 

_________________________________________________________________

"The secret of success is to do the common things uncommonly well."
~John D. Rockefeller


 



No comments:

DO or DIE: master the fear of public speaking

“A good speech should be like a woman's skirt: long enough to cover the subject  and short enough to create interest”  
~Winston Churchill




Public speaking is the number one fear, that is before death, divorce and any other tragedy you can conjure up ....... I highly recommend Toastmasters International.  It goes hand in hand with lifelong learning, surrounding yourself with positive people and the perfect environment for perfecting the craft.



As a member, I became Membership VP, Club President then on to Area Governor (helping others and reinforcing my own skills).  I've witnessed someone who joined our club go onward and upward to being a professional speaker.  There are many groups out there that you can choose from to suit your own personal circumstances.  For me, it was important to be in a professional setting and a strong mix of people with benchmark speakers to aspire to become as good as.  Therefore, I ended up joining the oldest club in Calgary that met at our Chamber of Commerce weekly during lunch time.  It developed being able to speak in front of an intimate audience while they were dining (that is a very different challenge).

 We ran our meetings very tightly because we only had an hour.  Some of the best friendships evolved from our group.   I stretched outside my comfort zone by participating in contests and as Area Governor hosting them.  It's amazing how you learn how to run a proper meeting or give constructive feedback.  You can find groups that meet in the evenings or weekends that are more social and much longer ... keeping in mind, you are surrounding yourself with people who are learning to talk - sometimes the challenge is to have them shut up - that is why we had a timer :o)



There are countless tips on mastering public speaking and the aforementioned valuable Toastmasters International.  However, I have a few of my own:

  1. The content of your speech is just as important as your delivery:   take the time to research and then write;
  2. I would write my speech in Microsoft Word:   applying a very large font with double spacing using the rule of thumb that if you have a five minute speech, at a comfortable pace, it amounts to three pages;
  3. Edit, edit and then edit again:  Read the draft out loud after your initial proof read to test the rhythm and flow.
  4. Practice reading it out loud again:  practice does make perfect
  5. Use a timer:  practice reading it out loud at a normal pace to get an idea of the length of your speech
  6. Edit again if it doesn't feel natural to you:  you will deliver a speech more effectively if it is a topic you are passionate about or an authority on making it easier and flow nicely
  7. Speak in front of a mirror:  grimaces and facial expressions can detract from the power of your speech if underscored by frowns, etc.
  8. Smile when you speak:  yes, it conveys confidence and sends the message that you are enjoying yourself and your audience will catch on and some smile back
  9. Use pauses to make emphasis:  Effectively pausing, taking a deep breath down into your stomach ensures that you are not going to run out of breath and start panting;  if it is a serious topic, a pause is like underscoring your point.
  10. Use eye contact:  as you've gained familiarity of your speech by practice, you will have the confidence to lift your eyes and make contact; contrary to popular belief have your eyes travel to different people in the audience, smile at them or pause when looking at them
  11. Use hand gestures:  Hand gestures are another way of emphasizing your speech and drawing your audience in
  12. Monitor body language:  Don't be stiff and marginally turn your body as you are making eye contact
  13. Be inclusive:  Travel around the room or across the table with your eyes, hand gestures and body language
  14. It is OK to hang on to your written speech:  I used to clutch mine like I was hanging on for dear life;  it was my anchor for nerves, a reminder and safety net if there was a distraction  you can recoup without hesitation or losing momentum
  15. Know your room and set up before you start speaking:  Having a lectern or podium is a nice to have, in some cases something to hang on for dear life if fear starts to settle in, it is also convenient for placing your written speech pages to slide the pages gracefully as you move along
  16. Cue cards are fine if that works for you:  However, how you use them is what can boost or detract from your speech;  be smooth about it and avoid jerky hand movements that can travel to your body and eyes
  17. Nobody is naked:  you are confident, you've researched and crafted a speech you are an authority of so nobody has to look silly for you to carry it off
  18. Traveling around the room:  sometimes space is limited so if you're counting on including movement, that is all part of knowing the room layout and adjusting if it is squeezed quarters; it isn't necessary unless it is needed for gestures to emphasis points; some consider it a way to generate energy
  19. Generate energy:  by the tone of your voice, fluctuating in tone when you are making key points, hand gestures, body language and facial expressions can communicate your confidence and involve your audience
  20. Don't read a speech:  nothing murders a well prepared speech more than speaking in monitone and droning on and on; if you have rehearsed, practiced, adjusted eye contact and hand gestures you can be animated;
  21. Ask for feedback:  you will learn by feedback; people are more willing to provide constructive, helpful advice if they can sense the level of sincerity you have when you ask for it
  22. Continue learning by being around other stronger speakers:  register in Toastmasters International and attend meetings that suit your personal style and schedule - there are hundreds of groups in your city and very often in rural communities (you'd be surprised).
  23. Reach beyond your comfort zone:  increase the audience size, the venue, surroundings, audience type, enter speaking contests to build your confidence.
  24. Toastmasters International is not typically expensive to join unless you chose a club that hosts luncheons or served dinners; there are brown bag clubs, clubs that meet at venues that are offered as PR by restaurants, hotels, at little to no fees because it shows their goodwill and support in the community.  You usually just have to pay for annual fees and small monthly dues for your club to survive
  25. Keep moving your milestones:  Toastmasters offers multiple prepackaged material that strong clubs tend to have for its members or can be accessed and paid for from their website www.toastmasters.org ;  they offer a platform of understanding as to where you are in your development from your "Icebreaker" to CTM (Competent Toastmaster), ATM (Accomplished Toastmaster), CL (Certified Leader)
  26. Dale Carnegie is the founder of Toastmasters International, his books are still in massive print today (one of my favorite being:  "How to Win Friends and Influence People) and has a world wide organization that offers the power course to public speaking at a heftier cost than Toastmasters but in a shorter period of time, often over the extent of days or spread out over weeks 
  27. Reach beyond your comfort zone:  increase the audience size, the venue, surroundings, audience type, enter speaking contests to build your confidence
  28. Become a leader:  By becoming involved in club, you improve your leadership skills, hosting a meeting, chairing a meeting or being nominated or voted (annually) on the club executive
  29. Volunteer for the different roles:  you can chair to practice hosting effective, tight meetings, speak off the cuff with no advance notice or preparation, provide constructive feedback which you are even graded on
  30. Video tape if you can so that you can observe yourself and overcome some of your own personalized gestures, jerky movements, audience receptiveness
  31. Practice does make perfect:  you better believe it!


 Regardless, just get out and do it!

“It usually takes me more than three weeks to prepare a good impromptu Speech."
~Mark Twain 




 
 

No comments:
Subscribe to: Posts (Atom)