Business

Getting Past the Objections

I was working with a young sales rep the other day when he asked me what was the real secret to gaining control of the conversation when faced with objections from a prospect. I told him that it is planning for them in advance. This is just the opposite of how most reps approach prospecting calls. Instead of planning in advance, they wing it on every call and treat each objection as if it were a unique comment.

continue

Action Bias and Solutionizing

There are so many biases that influence decision making that range from the Ambiguity Effect to Zero Sum Bias. One of the ones I deal with in my work alters decisions to decide, or at times triggers us to decide in the first place. It is called “action bias.” Simply stated, the concept of action bias says that just about everyone, when faced with ambiguous situations, especially those circumstances associated with risk, gets the feeling that they need to take some action regardless of whether this is a good idea or not.

continue

How to Identify a Great Referral Source

Do you ever struggle with the question of which business person will refer you or not? If you feel confused from time to time about which centers of influence, i.e., introducers, you should be spending time with, then this article might be for you. If your frustration level is rising because you know you’re wasting a lot of your time, it’s likely you need a stronger series of questions to help you filter through your groups.

continue

Seeing The Forest For The Trees

I have a horticultural background. In nature you find ecosystems (nothing lives alone by itself). In those ecosystems you find things that are not closely connected in time or space can affect each other. Change one thing, you affect something else. The same is true in business.

I was asked to coach a new executive at a troubled company. Six months earlier he implemented initiatives designed to cut costs as sales were starting to decline. In an attempt to get ahead of the curve, he looked at ‘excess’ inventory, deciding to cut there first. Two months passes. Production began to experience unexpected delays, salesmen had to make excuses. A couple months later, corners were cut to met quotas, service call ran higher and customers complained about delays. Sales dropped again. Each time they ‘fixed’ an issue with a ‘good decision’, another issue cropped up—each worse than the one before.

continue

Focused on the development of people from the inside out.