PARTNERSHIP-BASED SELLING Advanced Consultative Selling Skills Facilitator

PARTNERSHIP-BASED SELLING

Advanced Consultative Selling Skills

Facilitator

Partnership-based Selling 2

‘Partnership based’ selling is a continuation of consultative selling skills

• Program introduction, scope and objectives

• Teaching sessions:• Session 1 – In the Shoes of the Client• Session 2 – Building a Relationship• Session 3 – Lead Strategy• Session 4 – Putting the Pieces Together• Session 5 – Follow Up


Overall program scope and objectives

• Our overall goal is to have clients see us more as partners in solving their problems, rather than as vendors to support a transaction

• If we succeed, then by the end of the program you will have:− Discussed the nature of partnership-based relationships with

clients

− Practiced the essential skills of building a close business relationship with clients

− Developed a framework for testing and clarifying clients’ business problems and opportunities

− Practiced putting these skills into practice in ‘live’ simulated client interactions

− Developed an action plan for putting the new skills into practice


Our areas of focus for this class

Develop Strategy and

Initiatives

Determine Needs and

Requirements

Evaluate Options

Select Solution

Negotiate Price and

Terms

Resolve Issues and

Finalize Contracts

STAGE 1Identify

Opportunity

STAGE 2Qualify

Opportunity

STAGE 3Develop

Opportunity

STAGE 4Develop Proposal

STAGE 5NegotiateContract

STAGE 6CloseDeal

CLIENT BUYING

PROCESS

IMS SALES PROCESS

We will focus our attention at stages 1 and 2 …

… although we will also touch on aspects of stages 3 and 4


We already know that the biggest opportunity is in the early stages

HIGHEST OPPORTUNITY AREA:

Drive more intensity in stages 1-3, particularly around client needs and qualification

STAGE 1Identify

Opportunity

STAGE 2Qualify

Opportunity

STAGE 3Develop

Opportunity

• Many opportunities missing

• Unhelpful inspection, stigma for failure to progress

MOVING FROM…• Bigger, more aspirational opportunities for collaboration and coaching

• Stage reporting from stages 2+

TO


We are focusing on two of the three criteria for the ‘qualification’ stage in the IMS sales process

Budget Available: The budget that has been formally established for a specific project or the broad budget established across multiple projects. Clearly defined and owned in the organization.

Unique Business Value: The tangible or intangible value you can provide the customer. It must be defined in the customer’s terms and differentiate you from the competition.

Compelling Event: The deadline or timeframe in which the customer must make a decision. Consequences the customer will suffer if a decision is not made (e.g. lost revenue, loss of market share or inability to compete).

Stage 2+ Opportunity


We plan to achieve these objectives over the next 2 days by learning and practicing partnership skills

Title Teaching Theme Content

1 In the Shoes of the Client

“It’s about them” Transactions and Relationships -It’s About Them! - What Does it Take to be Trusted

2 Building a Relationship

“Get trusted by asking questions”

The Rules of Romance - Asking Questions - Testing a Point of View – With a Client

3 Lead strategy “What I know can help me win … identifying what I don’t know can help me avoid losing”

Buyers – Benefits - Hot ButtonsOpportunity Review

4 Implementation “Demonstrating capability, not merely asserting it”

Turning Insights into PropositionsDigging Deeper into Issues – Analysis - Preparing for Client Meeting

5 Follow up “I can do things differently” Action Plan - Peer Coaching - Continued Learning


First, let’s get acquainted

Please tell us …

• Your name

• One thing that you’d like to get out of the class

• If you could have one super power that could help you sell, what would you want it be?


Exercise: What is a Trusted Advisor?

• Work with the people at your table to discuss what is a trusted advisor− What are the characteristics and activities associated with a

trusted advisor?

− What are the benefits to you and your clients in having a trusted advisor relationship?

• Be prepared to have someone present your group’s ideas to the class


Group experience:

• Tell us what has stopped you from having a ‘relationship’ with your clients and kept you focused on ‘transactions’

• What can be done to overcome the barrier?


There are dangers in rushing too quickly to solutions

When asked what he sees as the most pervasive problem in the field of complex sales, author Neil Rackham replied: “Perhaps the most pervasive one is also the hardest to correct. I’d call it ‘premature solutions.’ Most salespeople understand that their role in complex sales is to use products and services to solve customer problems. Many of them mistakenly believe that the sooner they can begin solving the problem, the more effective they will be.

Our earliest research showed that top salespeople didn’t focus on solutions until very late in the sale. Less successful salespeople couldn’t wait to begin showing how their products and services could solve a customer problem.

So most salespeople don’t spend enough time listening and questioning. The moment they think they have the answer, they jump straight to talking about their solution. As a result they don’t do a good enough job of understanding issues from the customer point of view. And if customers don’t feel that they are listened to and understood, there’s an inevitable loss of trust.”

Neil Rackham (founder and strategic advisor, Huthwaite, and author, Spin Selling, Major Account Sales Strategy, and Rethinking the Sales Force), as told to Charles H. Green

SESSION 1 – IN THE SHOES OF THE CLIENT

• Transactions and Relationships

• It’s About Them!

• What Does it Take to be Trusted


Building trusted relationships is the answer to many of our most pressing questions

1. How can I get access to my clients more often?

2. How can I persuade my client to introduce me to others in their organization?

3. How can I cross-sell?

4. How can I avoid being typecast, labeled as a specialist only in my main discipline?

5. What do I do about not being an expert in related fields?

6. How do I get clients less focused on price?

7. How do I get clients to play fairly with me?

Maister, David H.; Green, Charles H.; Robert M. Galford (2001). The Trusted Advisor


Let’s review David Maister’s comparison of relationships vs. transactions

Transactions

• Opponents

• Short-term benefit

• Suspicion

• Negotiate & bargain

• Keep your options open

• Write a contract

• Prepare & rehearse

• Defensive, protective

Relationships

• On the same side

• Long-term benefit

• Trust

• Give & be helpful

• Make a commitment

• Be comfortable with ambiguity

• Adapt & be flexible

• Relaxed, comfortable

Goal is to look attractive Goal is to understand them

It’s about US It’s about THEM!


The message of this class is ….

It’s about THEM!

Or, to quote a famous author:

“You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you.”

Dale Carnegie, How to Win Friends and Influence People (1938)


“IMS has the potential to understand OUR business better than anyone”

In Voice of the Customer surveys, clients consistently ask for greater alignment to their needs

• “IMS should approach a client with a blank sheet and want to understand its business”

• “IMS should let client drive what is needed – not what IMS wants to push”

• “Need to have an approach of “How can I fix your problem””

• “Should be genuinely/passionate/honest about the desire to be on client agenda”

• “Understand client needs and match services to them”

• “IMS has to listen to customers and understand customer needs”

• “Do not TRULY listen to clients”


Exercise - Client Perspective

Objective• To learn about a client’s perspective, by putting ourselves in their

position

Process• IMS is planning to commission a new expenses management system to replace

CONCUR• The investment is going to be large – around $1million• Imagine that you personally will be responsible for making the decision:

• Group 1:− What are the criteria for

vendor selection?− What would we need to know

about their qualifications?− What experience have we had

in the past with external advisors / vendors?

− How could we be confident that they will do a good job?

• Group 2:− What are IMS’s priorities and

needs?− What is going to be critical about

the outcome of the new expenses system?

− What is going to be critical about the process of the implementation?


What did we learn from this exercise?

As customers in this case …

• How do we see technical competence compared with trust and reliability?

• Which of our expectations are ‘concrete’ and which are not?

• .… How would we like to feel at the moment we start drafting the contract?

• …. How would we know if any of the potential vendors was acting as a partner towards us?


So, what do we do that stops us from behaving like partners with our clients?

SESSION 2 – BUILDING A RELATIONSHIP

• The Rules of Romance

• Asking Questions

• Testing a Point of View – With a Client


Being trusted by clients needs us to demonstrate four things

Trust = Credibility Reliability Intimacy+ +

Self-Orientation


Build Trust with your clients through actions that drive credibility, reliability, intimacy and show client orientation

Trust

Credibility Reliability Intimacy+ +

Self-Orientation

•Go first• Illustrate, not tell•Listen for what’s different

•Say what I mean•Ask for help, when I need it

•Show an interest in the person

•Use compliments, not flattery

•Show appreciation

•Be sure my advice is being sought

•Earn the right to offer advice

•Keep asking

Client


The ‘Keep Asking’ rule is hard for us sometimes, so we will focus on useful questions that build trust:

David Maister introduces us to a five stage trust building process, which will guide us through all of the modules in this program:

− Engage…

− Listen…

− Frame…

− Envision…

− Commit…

Questions to build rapport and trust

Questions to explore challenges and problems

Questions to define root issue and benefits of doing things better

Questions to imagine all of the different kinds of future success

Questions to uncover obstacles and bring people on board


The ‘Keep Asking’ rule is hard for us sometimes, so we will use questions that will always help build trust:

The questions may sound like this:

− Engage…

− Listen…

− Frame…

− Envision…

− Commit…

“I hear X may be an issue for you. Is that right?”

“That’s interesting. Tell me more: What’s behind that?”

“It sounds like what you may have here is a case of Y – do you agree?”

“How will things look three years from now if we fix this?”

“What if we were to do Z?”


We are going to build up our understanding of the context, structure and impact of the client’s problem

Current Situation

Current Situation

Triggering event

Triggering event

Desired future situation


Overarching question


Benefits of reaching new situation


Critical success factors


Context

Structure

Impact


For our early meetings with the client, we also need something to take with us, so we can ‘go first’:

• What could we take into a client meeting that would be useful to the client?

• What set of questions could we ask a client to show interest and client-orientation?

• What could we take into a client meeting that would be low cost for IMS?

• If we’re going to take something written or prepared, what should be its subject?

• How can we demonstrate our capability without asserting it?


A framework for suggesting, testing & agreeing the context of a problem that is important to the client

Current Situation

Current Situation

Triggering event

Triggering event





Context


Time for a group exercise – Point of View

Objective• To prepare a ‘point of view’ – context for a typical client problem

Process• Break into your groups and use the breakout rooms

• In your groups, develop a Point Of View on your assigned theme (Current Situation / Trigger / Future Situation / Overarching Question)

• Write it down on a flipchart• Prepare for a role-play meeting with a client who has already seen your

Point of View


Preparing for the role play: Remember…

LISTEN − This is your objective

− Your preparation should consist of planning questions that will get the client talking and establish trust

ACTIVELY LISTEN− Apply the principles

SAY ONLY ONE THING ABOUT IMS− This should be a capability or track record statement directly related to

your Point Of View

− For example “For another client, who was in situation XXX, we did YYY. The benefit of doing that was ZZZ. As a result, we learned that AAAAA”

DETERMINE what are you going to ask for, or suggest, at the close of the meeting?


What did we learn?


These elements can inform your Call Plan

Questions about current & desired situation

Information about current and desired situation


Build up a picture of the context and impact for a real client problem you are working on

Current Situation

Current Situation

Triggering event

Triggering event







Context

Impact


When coupled with your Opportunity Plan, this framework should allow you to strategise where to go next with this lead

SESSION 3 – LEAD STRATEGY

• Buyers

• Benefits

• Hot Buttons

• Opportunity Review


Now that we have had a successful meeting with one person, the process is going to continue

• We will have to meet other people – how can we navigate among the different client contacts (buyers) and diagnose their different roles?

• How can we interpret and use what we learn about their aims and desires?

• What can we do to reconcile the differences across multiple buyers?

• How can we keep the conversation going so that we are still asking useful and purposeful questions about them?


Buyers differ in their perception of the context …

Current Situation

Current Situation

Triggering event

Triggering event









Context

Structure

Impact


… and buyers also differ in their perception of the expected benefits

Current Situation

Current Situation

Triggering event

Triggering event







Context

Structure

Impact




We can capture information on the identity and orientation of our buyers on the opportunity plan

Including the details of our specific buyers …

… and the level of support they can offer, and the access we have to them


The decision to work with IMS is usually made by multiple buyer roles

Budget Holder

Influencers

User

Technical

Ratifier

CoachBu

yers

Key Decision Maker


Buyer: Budget Holder (or delegated to Key Decision Maker)

Role To give final approval to buy

Characteristics

• Has discretionary use of funds• Can release these monies• Has veto power

Focus

Concerned with overall impact on organization and bottom line, such as:• Strategic position• Competitiveness• Market growth

• Cash flow• Profitability• ROCI• Budget fit• Meeting business

goals/objectives

Number Only one per sale (but may be one of a set of people, like a board or a committee)

Asks: “What will be the overall improvement in performance and eventual return on this investment?”

Adapted from: Miller, Heiman & Tuleja The New Strategic Selling


Influencer - User

Role To judge impact on operational performance

Characteristics

• Will be directly affected by this engagement

• Will often have a subjective response to proposal

• Is very important for continuing relationships

Focus

• Objectives and adequacy of proposed approach

• General effects on the potentially affected organizational units

Number Often several

Asks: “How will the work and its results affect my job and those I supervise?



Influencer - Technical

Role To screen out

Characteristics

• Acts as gatekeeper• Makes recommendations• Can’t say yes; can say no

Focus

Concerned with measurable, quantifiable aspects related to this situation, such as:

• ROI

• Adequacy of technical solution

• Price

• Match of specifications

Number Often several

Asks: “Do the proposed offerings and IMS’ qualifications meet specifications?”



Influencer - Coach

Role To act as guide for this sale

Characteristics

Wants you to win. Therefore, provides/interprets information about the client’s environment. E.g.:• Situation• Other buyers• Benefits, individual and collective• Evaluation criteria• Competition

Focus Your success with this opportunity

Number Develop at least one in the buyer’s firm…

Asks: “How can we pull this off together?”



Influencer - Ratifier

Role To bless the recommendation of the Economic Buyer

Characteristics

• Ratifies the recommendation• Acts as gatekeeper• Often at the highest levels of the organization• Has veto power

Focus

Concerned with total resource availability/allocation as well as potential cultural/environmental conflicts in the organization. For example, conflicts with:−Other programs−Constituencies−Colleagues −Corporate culture

Number If exists, usually only one in corporate organizations; sometimes several in governmental organizations

Asks: “Will this proposed effort and this vendor supportmy broader ‘political’ and/or personal objectives?”



Potential benefits are associated with each buyer type• Budget Holder

− Good budget fit− ROI/Profitability− Increased productivity− Better cash flow− Flexibility

• Influencer - Technical− Meets specs best− Timely delivery− Best technical solution− Reliability− Price, discounts

• Influencer - User− Increased efficiency− Upgraded skills− Fulfilled performance− Better, faster, easier− Versatility− Ease of learning/use

• Influencer - Coach− Recognition− Visibility− Strokes− Seen as contributor/ problem

solver

Source: Miller, Heiman & Tuleja The New Strategic Selling


Hot Buttons

Definition

• Hot Buttons: Desires or concerns that a client has that must be addressed during our sales process or our service delivery. May sometimes be a word or issue that ignites anger, fear, enthusiasm, or other passionate responses. Can be task related or personal

About Hot Buttons

• Hot buttons usually have emotional content

• Delivering on hot buttons will ensure you deliver value to the engagement

• Knowing your client’s hot buttons will ensure greater success if considered and addressed

• Examples of Hot Buttons: Thorough; Urgency: Quality; Control; Creativity; Fear of Change; Objectivity; Evidence etc.


Addressing buyer hot buttons can result in many different kinds of benefits

Productivity• Increase personal productivity • Achieve more control

Personal Values• Increase self-esteem• Get more leisure, have more time at

home• Have more flexibility• Get more freedom

Professional/Job Security• Remain in/increase power• Feel more secure/safe

Reputation• Be seen as a problem solver• Be seen as a leader• Improve social status• Be an instrument of change• Pay a debt

Professional Competence• Increase skills• Improve job potential• Increase responsibility and authority• Put in a quality performance• Offer uniqueness


The 40–minute Opportunity Review

• The Process

• A ‘Live’ Opportunity Review


Running an Opportunity Review – learn what you don’t know, and do something about it

• What we know can help us win

• What we don’t know can make us lose

• We will improve our chance of winning if we:− Learn what we don’t know

− Strategize potential actions to leverage our strengths/offset our weaknesses

−Act upon those strategic options


The objective is to quickly create a platform for the pursuit team to build on and refine their proposal

Pursuit team’s objectives in running an opportunity review:

•Identify 30 to 40+ potential actions to consider which may, if utilized, improve the probability of winning the work

− Actions may be new (for consideration) or previously identified (which may provide confirmation of inclusion)

•Identify ways to better leverage strengths

•Identify potential weaknesses or problematic areas

Do this quickly!


The 40-minute Opportunity Review is guided by four distinct timed activities

1. Listen: Pursuit Team member presents background information, without interruption. Timekeeper selected to time each step*

2. Ask: Review Team asks questions of Pursuit Team, to understand the opportunity better and to identify additional red flags

3. Flag: Review Team and Pursuit Team summarize perceived strengths and red flags with scribes listing them on flip charts*

4. Strategize: Review Team and Pursuit Team brainstorm 30 to 40+ potential actions. . . no discussion, no questions, no evaluation. (There are no bad ideas.)

Subsequently, Pursuit Team evaluates potential actions, selects the best, and plans strategy to implement them.

Minutes

15

10

5

10


Each role is critical to ensure that the process runs efficiently and achieves the desired objectives

• Facilitator− Provide relevant background− Describe process and time limit of < 1 hour− Explain process guidelines− Create collaborative atmosphere

• Scribes− Record ideas as stated

• Timekeeper− Announce how much time is left for each segment - allow extra time

if needed− Call “time’s up” at the end of end of each segment but not while

someone is speaking

• Review Team− Be honest, direct and don’t hold back!

Note: Scribes and Timekeepers should contribute as active Review Team participants


DivergentThinking

• Creative, wide ranging ideas• As many as

possible• Build off each

other• No judgment,

good or bad

Red Team Strategy Process

The 40-minute Opportunity Review uses both divergent and convergent thinking

Subsequently, account team evaluates

ConvergentThinking


The 40-minute Opportunity Review:Listen, Ask, Flag and Strategize

1. Listen: Pursuit Team member presents background information, without interruption. Timekeeper selected to time each step*

2. Ask: Review Team asks questions of Pursuit Team, to understand the opportunity better and to identify additional red flags

3. Flag: Review Team and Pursuit Team summarize perceived strengths and red flags with scribes listing them on flip charts*

4. Strategize: Review Team and Pursuit Team brainstorm 30 to 40+ potential actions. . . no discussion, no questions, no evaluation. (There are no bad ideas.)

Subsequently, Pursuit Team evaluates potential actions, selects the best, and plans strategy to implement them.

Minutes

15

10

5

10


What did we learn?

SESSION 4 – PUTTING THE PIECES TOGETHER

• Turning Insights into Propositions

• Digging Deeper into Issues Analysis

• Preparing for Client Meeting


Completing the story - A framework for defining and detailing the problem

Current Situation

Current Situation

Triggering event

Triggering event









Context

Structure

Impact


Structure

First let’s talk about benefits

Current Situation

Current Situation

Triggering event

Triggering event







Context

Impact




Just how important are benefits?

• Do buyers buy ...if...

− they perceive that they and their organization will benefit?

• Might buyers select one vendor over another ...because...

− one communicates more effectively how the buyers and their firm will benefit?

Answers: 1. Very! 2. Yes 3. Yes


There are four arguments we need to cover - generic ‘’chapters’ in any proposition or proposal

Our Role

Our Under-standing of Your

Needs

Expected Benefits

Our Solution Why IMSExpected BenefitsExpected BenefitsExpected Benefits

… why do we emphasise benefits at the end?

Problem Solution


The focus on IMS is necessary but not sufficient

Focus: On Us—on our methods &

qualificationsto address their problem

or solve it outright


Needs

Expected Benefits



The point of our document and of our work: To place our client at the point of emphasis

Focus: On the client —on their problem& their objective

to address or solve it

Focus: On the client —on their benefits

from our addressing or solving their problem

Focus: On Us—on our methods &

qualificationsto address their problem

or solve it outright


Needs

Expected Benefits


Our Role

Problem Solution


Now we’ll talk about critical success factors – getting more deeply into the issues

Current Situation

Current Situation

Triggering event

Triggering event







Context

Impact




Let’s rearrange the picture …

Current Situation

Current Situation

Triggering event

Triggering event



CSFCSF CSFCSF CSFCSF CSFCSF

Why create CSFs?• Show empathy – deeper penetration

of the client’s problem• Show insight – demonstrate

capability & qualifications• Capture structure of problem, clearly

and memorably

How will we know if they’re good?• Not just descriptions of solution

features or IMS activity• Not too many – max. 7• Apply the MECE test – no gaps, no

overlaps


For example:

We need to eat this evening

We need to eat this evening

Where would be the best place to eat?

Where would be the best place to eat?

LocationLocation CuisineCuisine BudgetBudget AvailabilityAvailability

We have the chance to eat all together

We have the chance to eat all together


Another example – structuring the client’s problem:

Client X previously operated separate field forces for the ‘hospital’ and ‘office-based specialist’ markets

Client X previously operated separate field forces for the ‘hospital’ and ‘office-based specialist’ markets

How can X incentivize improvements in sales performance in this new environment?


Data reconciliation

Data reconciliation Realignment of

incentives

Realignment of incentives

Communication and leadership


Monitoring and follow-up


Performance incentives now need to be made comparable across two different customer groups, based on different data sets

Performance incentives now need to be made comparable across two different customer groups, based on different data sets


This is the best setting for introducing IMS capability – and without going straight to ‘products’



Data reconciliation

Data reconciliation Realignment of

incentives

Realignment of incentives





• When IMS did XX for client CC, we worked together to build a detailed set of business rules for data reconciliation at the outset

• As a result, CC was able to …..

• Client DD, when faced with the same problem, addressed incentives across the whole organization, as part of a wider project with IMS

• DD benefited from this approach by …..

• Client EE asked IMS to develop a communications plan as part of our implementation of Product P

• This ensured that EE could …..

• Client FF wanted to ensure sustainable trackable results from their roll-out of product Q. Therefore they asked IMS to produce quarterly performance metrics for the first year of implementation

• By doing this, FF reduced the risk of …..


Time for your final exercise - Presentation

Process• Make a 10 minute presentation to summarize your understanding of a

current client situation, with CSFs and benefits• Writing on flipcharts is fine – you can use Powerpoint if you are sure it

will help!• In addition to your presentation, you should prepare (but not write into

your presentation)− What would you like next from the client?− What could you offer the client to cement the relationship?− What help would like from the rest of IMS?

Objective• To create a presentation that stimulates further conversation, not

just a request for a proposal


What did we learn?

SESSION 5 – Follow Up

• Action Plan

• Peer Coaching

• Continued Learning


Little is accomplished without action and follow up. We close with a personal action plan

The Action Plan should focus on the following:

• Actions to effectively implement what you have learned

• Actions to continue developing and improving your sales & partnering skills

Keep your Action Plan focused and prioritized:

• Include both short-term and long-term actions

• List key things you will STOP doing, START doing or DO DIFFERENTLY

Detail:

• ACTION: What you will do

• SUPPORT: Any support you will need and how you will get that support

• ACCOUNTABILITY: Who you will ask to hold you accountable and date to review progress. Consider using a peer coach or your manager

• Prioritize 3 to 5 top actions from your list to commit to immediately

Complete your Action Plan and then share it with neighbor

• Review your “Good Ideas” and complete your Action Plan: 10 minutes

• Share Action Plans with a neighbor/peer coach: 10 minutes


Personal Action Plan Template

Action Support Accountability


Consider using a peer coach to accelerate your insight, skill building and results

When you are talking with your peer coach you:• describe the results you are trying to achieve• explain what you have been attempting to do• identify the obstacles blocking your goal• be honest about the role you play in your progress• listen• answer questions• remain non-defensive• explore action options and develop an action accountability plan• say thank you

When you are a peer coach you don’t “give advice”- you:• ask clarifying questions • confront discrepancies in "facts" • offer experience-based perspectives • suggest resources• provide emotional support

APPENDIX

Quick Reference


How might you benefit if clients trusted you more?

1. Reach for your advice

2. Be inclined to accept and act on your recommendations

3. Bring you in on more advanced, complex, strategic issues

4. Treat you as you wish to be treated

5. Respect you

6. Share more information that helps you to help them, and improves the quality of the service you provide

7. Pay your bills without question

8. Refer you to their friends and business acquaintances

9. Lower the level of stress in your interactions

10. Give you the benefit of the doubt

11. Forgive you when you make a mistake

12. Protect you when you need it (even from their own organization)

13. Warn you of dangers that you might avoid

14. Be comfortable and allow you to be comfortable

15. Involve you early on when their issues begin to form, rather than later in the process (or maybe even call you first!)

16. Trust your instincts and judgments (including those about other people such as your colleagues and theirs)


Build Trust with your clients through actions that drive credibility, reliability, intimacy and show client orientation

Trust

Credibility Reliability Intimacy+ +

Self-Orientation

•Go first• Illustrate, not tell•Listen for what’s different

•Say what I mean•Ask for help, when I need it

•Show an interest in the person

•Use compliments, not flattery

•Show appreciation

•Be sure my advice is being sought

•Earn the right to offer advice

•Keep asking

Client


I think I can . . . . . . by trying to . . .

Go first Offer something valuable, up front

Illustrate, not tell Know what I want them to think about me, and work out how I can show it without asserting – ideally by asking questions

Listen for what’s different

Assume that my recent experience offers a chance for contrast, not for predictability

Be sure my advice is being sought

Before I offer to solve the problem, thinking of just one more question about the impact of the problem

Earn the right to offer advice

Test out my understanding of the situation first, then ask permission to offer advice, then give it!

Keep asking “Ask a lot of questions, shut up, then listen”!

Say what I mean Focus on observations and facts, but being direct

Ask for help, when I need it

Talk about being unsure, and point out how the client could help

Show an interest in the person

Using the second person (“you”) and meaning it; using the ‘F’ word (feeling)

Use compliments, not flattery

Making a direct comparison from my experience

Show appreciation Saying thank you


The ‘Keep Asking’ rule is hard for us sometimes, so we will focus on useful questions that build trust:

David Maister introduces us to a five stage trust building process, which will guide us through all of the modules in this program:

− Engage…

− Listen…

− Frame…

− Envision…

− Commit…

Questions to build rapport and trust

Questions to explore challenges and problems

Questions to define root issue and benefits of doing things better

Questions to imagine all of the different kinds of future success

Questions to uncover obstacles and bring people on board


Wait and Listen to our clients

W WhyA AmI IT

Talking

L Look interestedI Inquire with questionsS Summarize/Stop talkingT Test out your

understandingE EmpathizeN Neutralize your own

emotions; desire to speak or solve a problem


The Quick-Impact List to Gain Trust

1. Listen to everything2. Empathize3. Note what they’re feeling4. Build that shared agenda5. Take a point of view, for goodness’ sake!6. Take a personal risk7. Ask about a related area8. Ask great questions9. Give away ideas10. Return calls unbelievably fast11. Relax your mind

Maister, David H.; Green, Charles H.; Robert M. Galford (2001). The Trusted Advisor


Good reads:

• The Trusted Advisor. Maister, David H.; Green, Charles H.; Robert M. Galford (2001)

• Mastering the Complex Sale: How to Compete and Win When the Stakes are High!. Jeff Thull (2003)

Partnership-based Selling • January 2013

81

Documents

PARTNERSHIP-BASED SELLING Advanced Consultative Selling Skills Facilitator