October 2011
Open conversations (or close them)
I recently walked into a shop that sells computers and printers. I've opened the conversation by walking in. In my busy day, there is a reason I've walked into that shop – my printer at home is not working anymore and I need a new one.
The salesperson approaches me and says, "can I help you?"
The conversation is now closed.
I respond by saying "no thanks, just looking." And shortly after, head to the next store three doors down the mall.
What would have kept me in the conversation?
"What are you looking for today?" or "How can I help you today?" or even "How is your day going?"
The conversation is now open. I can open up and talk about the problems I'm having with my printer and the salesperson can help me sort things out…. And they can make a sale!
Open conversations generate loyalty, sales and most of all, learning... for both sides.
Please take a few minutes and join us for this month's virtual coffee at The Learning Cafe to:
- Indulge in double shots - new insights and ideas about business and learning
- Dine on some fine food - to fill you with new thoughts and ways to get better value
- People-watch - see what others are doing
- Pass comment or gossip - on current topics of interest
- Browse the magazines - and learn some new tricks of the trade
- Be inspired - by the thoughts and actions of others
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Leading by Walking Around A Client was having real leadership problems at all levels of management in their business. The environment was negative. The front line had NO trust in the top. Productivity was at an all time low. Employees were grumpy and resignations were up. It was suggested that the supervisors and managers lead by example, take action and practice Leadership by Walking Around.
Read more...
Christchurch-based TransDiesel has built a national organisation selling and servicing diesel-powered equipment. In 2011, it realised that margins were being undermined because its account and product managers weren't trained in high-level negotiations. They were giving away unnecessary discounts and valuable product because of a lack of negotiation skills. These fundamental business skills were the key to staying competitive in a very tough market. Read more...
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 Freeing up the Sales Force for Selling
Most sales reps spend less than half of their time actually selling. Here's how companies can reshape sales operations to allow them to focus on their real job. Here's a situation that may sound familiar. "Inside" sales reps at a global manufacturer spent 75 percent of their time away from the phones — pushing through stalled deals, scurrying for data to answer questions from customers, and cobbling together one-off proposals for even the simplest requests. Read more…
And here's how they can get it
By the time you become a senior executive, you have no doubt honed a set of skills and talents that enable you to be effective in your job. To help you get to this point, you likely had coaches and mentors who closely monitored your progress, prodded you to develop your talents, and, when necessary, confronted you with criticisms that you may not have wanted to hear but needed to hear in order to continue your upward path. Read more…
Giving Up Power can Boost Performance and Profits
- Conventional leadership and management approaches reflecting an organisational culture based on rules, command and control.
- When a community-based culture is implemented, employees are intrinsically motivated to perform well.
- Leaders who can adapt their approach to meet the needs of the team help create motivation and gain commitment from their people.
Read more...
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