| Effective communication skills are | | | | shifting to a consultative approach |
| essential to successful business | | | | where you're seen as a advisor or |
| development. Yet they're often | | | | problem-solver.4. Failing to adapt to |
| under-emphasized and sometimes | | | | the situation. The problem with using a |
| completely ignored. Why? Because we | | | | sales script is that it assumes too |
| communicate so much and so often | | | | much. It assumes similar motivators, |
| (approximately 20,000 words per day) we | | | | perspectives and situations in life. A |
| often take it for granted. But | | | | financial planner I know has developed a |
| regardless of how good your product or | | | | very clever approach to meeting clients. |
| service is and how much expertise you | | | | He places bowls near the cash registers |
| have in your area, it all goes to waste | | | | of higher-end restaurants in his |
| unless you can communicate it to others. | | | | territory. On each bowl, he places a |
| When you actually get the chance to sit | | | | small sign encouraging patrons to drop |
| down with a potential client and discuss | | | | their business card in for a chance at a |
| doing business together, don't blow it | | | | free meal at that restaurant. He goes |
| by committing one of these big five | | | | through the cards periodically and |
| business development blunders.1. Talking | | | | invites someone to lunch with the |
| about your product or service. | | | | understanding that he'd like a few |
| Infodumping is simply telling someone | | | | minutes to talk about his services. |
| all there is to know about what you're | | | | When I met him for lunch, he presented |
| selling. You probably cover how long | | | | his sales talk that assumed A. I had |
| you've been in business, who developed | | | | taken on a big mortgage to finance my |
| what, your philosophy of business, your | | | | house (I didn't) B. I had to save for a |
| market share and all the choices you | | | | child's college fund (I don't) and C. |
| have available. This approach is likely | | | | that my parents might someday need |
| to leave the potential client in exactly | | | | assisted living care (they're both |
| the same place on the sales continuum as | | | | dead). Treat each meeting as unique and |
| when you started. Your objective should | | | | don't assume too much.5. Failing to |
| be to get him to gravitate towards you. | | | | distinguish features from benefits. |
| Go into your meeting with a strategic | | | | Salespeople often focus on telling |
| goal. What specifically do you want him | | | | someone what a product or service is or |
| to know, do or believe after meeting | | | | does at the expense of what problem it |
| with you. Is it to place an order, sign | | | | solves or what pain it takes away. I |
| up for a trial or believe you're the | | | | once observed a commercial leasing agent |
| only logical choice? Once you have a | | | | show office space. As he met the |
| strategic goal, your destination is in | | | | clients in the building foyer, he |
| sight and you can begin mapping a route | | | | commented on the large parking lot |
| to get there.2. Not listening. No | | | | outside. That was a feature statement. |
| salesperson has ever listened herself | | | | A benefit statement would have focused |
| out of a sale. Yet, when asked a simple | | | | on how clients would never have to |
| question, many salespeople take it as a | | | | search for parking or that people could |
| license to deliver a monologue. Here are | | | | always park close to the building in bad |
| three tips to practice better listening. | | | | weather. Let's say your product |
| First, use questions to discover what's | | | | includes a video-that's only a feature. |
| important. If the potential client says | | | | The benefit is that someone can see |
| "tell me about yourself (or your product | | | | exactly how to use your product. Apply |
| or service or company)", respond with | | | | this test to the statements you make-ask |
| "what would you like to know" or "what | | | | the "so what" question. If you can't |
| aspect is most important to you in | | | | answer it, you've got a feature rather |
| making a decision?" Second, never talk | | | | than a benefit.Developing good |
| continuously for more than a couple of | | | | communication skills is a result of |
| minutes without giving the other person | | | | thinking more strategically about how |
| an opportunity to speak. Third, don't | | | | communication affects our interactions |
| correct the other person unless it's | | | | with others, then putting those |
| absolutely essential for the discussion | | | | strategies into play. When you avoid |
| to proceed-it rarely is and no one likes | | | | these top five blunders of business |
| to be told he's wrong.3. Using sales | | | | development, you'll not only gain more |
| clichés. People usually begin to lose | | | | business, you'll lose less. Remember, |
| interest the moment they feel they're | | | | if your idea is important, it deserves |
| being sold. They usually begin feeling | | | | to get heard.As the leading authority on |
| that way when they hear stock phrases | | | | the language of influence, Dr. Joseph |
| such as "That's a great question" or | | | | Sommerville shows professionals how to |
| "What will it take to get your business | | | | increase sales, visibility and |
| today?" People need to feel like | | | | credibility through more persuasive |
| individuals, not like pieces in an | | | | communication. He is the President of |
| assembly line. Sales clichés operate | | | | Peak Communication Performance ( a |
| on a Pavlovian model-use a specific | | | | Houston-based firm that helps |
| phrase and you'll get the response you | | | | professionals develop skills in |
| desire. It's manipulative. Try | | | | strategic communication. |