Tired of Losing on Price? Start Winning on Value!

SAMURAI SPRING SALES MASTERY 1/2 DAY WORKSHOP

Wed., Apr. 18, 2012 – Chicago, IL

DePaul O’Hare Campus, 8770 Bryn Mawr Ave

8:30 am to 12:00pm

Tue., Apr.24, 2012 – Chicago, IL

Amata Offices, 150 N Michigan Ave, 28th Floor

8:30am to 12:00pm

Tues., May 1, 2012 – Naperville, IL

Amata Offices, 2135 CityGate Ln

8:30am to 12:00pm

Chicago Sales Training Workshop Video

Workshop includes:

• Training manual
• “Put the Wind Back in Your Sales” authored by Dan Kreutzer $15.99 value

You will learn:

• Improve your close ratio
• Develop an effective sales process
• Generate more qualified prospects
• Sell based on value not price
• Create raving evangelists from your current clients
• Build business by meeting the real needs of your clients and becoming a trusted partner

ADDITIONAL BENEFITS / PRICING

• Group discounts available
• 100% credit towards any regular 2012 Samurai program
• Corporate discounts and in-house programs also available

 Sign up Now for ONLY! $195.00

Samurai Sales Training – The Stall

The Stall. The prospect doesn’t want to say no, and definitely doesn’t want to say yes. “Sara” may see great value in your knowledge. Ideas are sound, pragmatic and logical. She has experienced value in your ideas. She wants you to remain engaged – but not contractually. Or she may not be in a position to say yes. At least not now.

You are seeking an answer on a proposal. The company has been on your prospect list, with a high ranking to become a client. Your company’s Vice President of Sales is impressed with your list of quality prospects, but remarks about the staleness of some. You reassure the VP that it’s just a matter of time before she becomes a client. The perception is the “reality,” but the reality may be painful.

The Stall. You won’t admit the truth to yourself. She won’t sign the check.

Anyone in sales or part of the business development process has experienced The Stall. You place a phone call to “Sara” and leave a message. No return call. Five days later you call again. Voice mail and no return call. Weeks pass then months. Calls, voice mail, no return call. You might have even got lucky. An email. “Sorry I keep missing your calls. I’ve been busy. I have one quick question, what would you do in this (insert situation)?”

You respond via email. Or worse, call and leave your answer on voice mail. Nothing. So ask yourself one question, is this prospect dead?

We’ve identified the first Stall. Missing in Action. You’re newest, closest friend up to the point of presenting a formal proposal. The second? Tomorrow, tomorrow, I’ll sign it tomorrow… “I can’t execute on your proposal today. It’s in the budget and on target to move forward in Q3. Definitely call me mid July.”

Finally, something else. “We didn’t hit our numbers this quarter. But our sales team has assured me we have a number of prospects that will close by the end of next quarter. I’m confident since many have been in negotiations for over six months…”

So what should you do? First put an expiration date in your proposal. Almost nothing is worse than having a client accept a proposal with dated information, last year’s pricing, services no longer offered. “Bob, I have great and bad news. Samurai Tool & Die finally accepted our proposal. Unfortunately, it is for product we no longer carry and the pricing is at 60% of current market.”

Second understand that a Stall is a no. In the future the suspect may again become a prospect then a client, but an elongated Stall is a no.

Third, preempt the Stall. When giving the prospect the opportunity to buy now, emphasize the need to take action immediately. Ask if there is anything the prospect can foresee to prevent her from moving forward. Raise a number of possible situations and determine if these will cause delays.

Emphasize the absolute need to maintain an active conversation. And as you remain hopeful that the check will be signed tomorrow, send an occasional email with non-proposal information that you believe would be of interest to the prospect

Next, get real about who is and isn’t a prospect. Go through your CRM and eliminate the false hope of a lengthy and inactive prospect list. Finally, to share Sensei Robert Lambert’s favorite Samurai adage, “Empty your head trash!” Politely let the prospect know it’s over.

“I’ve left a number of messages and obviously internal, corporate dynamics are preventing you from moving forward (its not your fault). My experience tells me that when communication wanes, a prospect either can’t or won’t for other reasons move forward (I understand, we can still be friends). So, I will go ahead and close your file (you’re off the hook). If you want to reactivate our proposal, please do not hesitate to call me (I’m still here for you if you need me).”

In my second “Black Belt” session, Sensei Dan Kreutzer, of the Samurai Business Group, led the group discussion on handling The Stall. The “Black Belt” program is a forum for Samurai Sales Mastery graduates to discuss problems and discover solutions to everyday business development issues. Together we share ideas and experiences with other graduates; and seek guidance from the Sensei.

To further discuss how to best manage The Stall,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Samurai Sales Training – Pricing of Services – the Bane of the Freelancer

“The reason we wouldn’t make a seven-inch tablet isn’t because we don’t want to hit a price point, it’s because we don’t think you can make a great tablet with a seven-inch screen,” Steve Jobs

During the first and second quarters of 2002, corporations cut budgets for advertising, public relations, design, etc. Senior-level creatives were RIF’ed. They were scrambling for income. The “hunt” now was for clients. The question became, “how do I price my services? Retainer? Per hour? At what rate?”

Pricing

To determine a price, an hourly fee was selected. The fee was based on how many hours one was willing to work and the amount of money needed to cover personal and business expenses (and have a little fun). Armed with an hourly rate, hours for a successful project were estimated; proposals written and submitted. But what if the estimate was wrong?

In my first “Black Belt” session, Sensei Dan Kreutzer, of the Samurai Business Group, raised the issue of pricing and increasing price. The “Black Belt” program is a forum for Samurai Sales Mastery graduates to discuss problems and discover solutions to everyday business development issues. Together we share ideas and experiences with other graduates; and sought guidance from the Sensei.

The two main pricing models are Retainer and Hourly. Though the hourly rate seems to be fairest, there are problems. First, the “Hourly” model is that it makes price a main issue. By simply stating what you charge per hour, you have given your prospect a weapon of negotiation.

“I have reviewed many proposals, and yours is one of the best. However, Bob Lambert has equal experience. His proposal asks for the same hours to successfully complete the project. But his hourly fees are 80% of your quote. I am willing to sign your proposal if you can match Bob’s hourly rate.” OOPS.

Second, it can create budget problems for you or the prospect. A price for a certain project is almost always predetermined. If you have completed and learned the Blue Belt and Brown Belt teachings of the Samurai Sales Mastery series, you probably know the number. But if this was undiscovered, it could place the buyer in an uncomfortable position (or cause for celebration). And for you? You could be working at a much lower, hourly rate.

Third, it provides no incentive to finish the project quickly, since the more hours you work on the project, the more money you make.  But being a true professional, you would never drag out a project!  On the contrary, because of your knowledge and experience, you can complete the project faster than the competition.  OK, so now you’re getting punished (making less money) for your expertise instead of being rewarded!

Retainers (or productizing services) provide both sides with a fixed, budgeted amount. In your proposal, which asks for a retainer, be exact. Let the client know specifically, in writing, what is and is not included in your pricing. If the project is completed ahead of schedule, good for both sides. You’ve earned more per hour and the client is happy with the speed you completed the project.

Increasing Prices

As (if?) the economy recovers, you may want to increase prices. I have been criticized by a trusted friend that my pricing is too low. So the question is “how can I increase prices without upsetting current clients or client referrals?

During our discussion, the following solutions were offered:

1. First, be up front and direct. Let the client know that you have instituted a price increase.
2. Grandfather current clients for a fixed period of time; with the caveat that prices will increase once that period of time has lapsed.
3. Offer the client the right to pre-purchase a block of time at the old rate.
4. Provide a minor increase less than the new rate, but more than the old rate.

To further discuss how to price or increase the price of your services,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Samurai Sales Training – Handling Difficult Situations in the Sales Process

There you are. In the midst of what seems to be a positive sales presentation. Then out of the proverbial blue, comes a totally unexpected, off point question or statement. You fumble for the right words to answer the question and return to a positive presentation. What do you do? WHAT DO YOU DO?

The Samurai, when in an inferior or defensive position, turned a positive into a negative. In a sales situation, it is conversational Jujitsu.

Under the guidance of Sensei Robert Lambert, of the Samurai Business Group, we learned and practiced conversational Jujitsu. The techniques taught should be used when a question is asked and you don’t know why. Or the timing of a question may be off topic, or your answer would hurt your presentation.

For example, you’re talking about how your product / services will help the prospect when they interrupt with: “I heard you had problems at XYZ Corp.”  Your response, using jujitsu techniques, could be: “There were a couple of issues that have been resolved. Would you mind helping me understand what specifically concerns you and why?”

Perhaps the prospect starts a negative comparison of your product or service to a competitor. “Harmont Services are much less expensive, and their contract is only for six months. If I’m not happy, I have more flexibility and a smaller commitment..”

“It sounds like you’ve decided to go with Harmont.  But now I’m confused; if you’ve already made your decision, what were you hoping to accomplish at our meeting?”

Or maybe they ask a question about something that hasn’t been discussed before and / or seems irrelevant: “Does your system have a throckmorton feature?”  Your response could be: “It’s interesting that you should bring that up.  Obviously, you have an application in mind for that feature?”

The secret to Jujitsu on the field of battle, or in the conference room, is to take the prospect’s advantage and turn it against them. How? There are three basic moves. The reversal is used 90% of the time. “That’s an interesting question. What do you believe are the advantages if we don’t sync our teams during implementation?”

Or perhaps a take away move would make sense. The enemy thrusts a spear at you. You side step, grab the spear, add energy to the forward motion and take the spear away.

In conversational Jujitsu, you might answer, “Interesting comment. For us to professionally implement this program, we will need to work with your staff. If that is not possible, perhaps we shouldn’t move forward. What is your alternative?”

This will either get the project back on track, or stop wasting your time in an impossible situation. In the 1980’s, there was a stockbroker (now known as Wealth Management executives), who was a master of the take away. His reputation for helping clients was national. His process was methodical. But if the prospect or client refused to cooperate, he stopped wasting his time and would immediately close the prospect’s file.

Finally, there is the pre-emptive move. In battle this was best shown in “Raiders of the Lost Arc.” An obvious masterful swordsman challenges Indians Jones to a duel. Jones calmly pulls out a gun and kills the swordsman.

In conversational Jujitsu, the actions are not as bloody. A few days after learning and practicing in our class, I was faced with the situation of telling a prospective client t

“Dan, I carefully reviewed your website. Please don’t shoot the messenger. The platform that was used is not suitable for a website. In addition, there are typos, dead links and one section that could get you in legal trouble.” The now client appreciated my candor and the fact I kept the conversation about helping him move toward success and didn’t make it personal.

Like all of the Samurai Business Group’s teachings, this needs to be practiced under the guidance of an expert. If not, you might experience being run through by a “spear.”

For further details on “Handling Difficult Situations in the Sales Process,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect

Samurai Sales Training – Socratic Questioning

Exactly what is Socratic questioning?  In essence it is asking a series of questions that lead the other person to a decision. But it goes far beyond that. If done professionally, you will uncover the prospect’s true, compelling reasons for meeting and discussing your products and/or services

First Socratic questioning should feel like a conversation. Your questions need to be open-ended and relevant. They are designed to take the edge off the process, increase trust and be relevant to the task at hand. You need to understand the compelling reasons why a prospect wants to buy, while moving her from prospect to strategic ally.

The questions should demonstrate your intent to solve a problem, not sell a product or service. You are seeking clarification, direction and the true concerns from the prospect. It takes practice. Even if you have spent years practicing consultative sales, you can get trapped into a game of 20 Questions.

Sensei Dan Kreutzer, of the Samurai Business Group, proved how easy it is for a “veteran” sales person to fall back into “yes or no” questions. He thought of a situation that I was asked to uncover during our class. I fell for his trap. I played “Twenty Questions.”

Again, as your are seeking information from the prospect you must “dump the head trash” or fear of pushing too hard to gain important information; remain on task and ask questions that will make the prospect think.

Dan provided examples of Socratic questions he has successfully used in sales situations. My favorite, “If nothing changes one year from now, how would your situation look?”

I have often asked a prospect, “Let’s assume we move forward with this project. Looking back six months from now, what would have been accomplished?”

The final key to success in Socratic questioning is practice. Fortunately, the second half of our class was used to practice on each other. Each classmate had two opportunities to be the questioner and the questioned. Playing the role of the prospect provided one important insight. Why doesn’t she ask this question

For further details on “Discipline,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect

Samurai Sales Training – Prospecting: Do You Have a Plan?

Let’s be honest. No one really enjoys prospecting. But to build a successful business or practice, you need clients. You need a continuous flow of clients. And to have this flow, you need to build the prospect pipeline and a disciplined tracking system.

Out of college you were a trained an attorney, creative, engineer, accountant, etc. Trained to create, engineer, account or do law stuff. Not trained to sell. You joined a firm, agency or company. They had business development team (sales people). All you had to do was show up and do that thing you were trained to do.

Then, without warning, the economy went south. Sales people were laid off. You were laid off. And now you need clients. You start networking. You’re meeting new people, collecting cards. In fact you’re hitting a lot of networking events; meeting a lot of people, collecting a lot of cards. You follow up; meet for coffee, exchange emails. They really like you. So what?

You contact friends, colleagues, golf buddies, etc asking for quality introductions in your quest for new clients You even contact former clients (assuming you didn’t sign a non-compete and have a good attorney, “Where is that attorney’s card I picked up at some networking event three weeks ago?”).

So what is working for you? What efforts are building your business? What is your tracking system?

In the last session of the Samurai Business Group “Brown Belt Program,” Sensei Bob Lambert  led us on a journey of organizing and tracking our prospects and prospecting efforts. It requires discipline (there’s that word again from the last blog post).

We were given a system. In fact, it is a very good system for tracking and monitoring a new business pipeline. If you are honest and disciplined, it will show you what business development efforts are working, and not working. It evaluates your list of prospects, who’s hot, who’s not, who’s really interested in hiring you and who just wants free, professional advice

First, look at where you found your current clients and prospects. Track all of the variety of efforts you are making and see if they are important to building your business – or just leading you into a false sense of accomplishment. If the latter, it’s time to adjust.

So what is the Samurai method of building a pipeline tracking system? Easy if you have discipline (no, not that word again!). Forms were provided to execute the system.

1. The Top Five Prospects – You’ve met face-to-face. The prospect has shared information. She has completed her “homework.” You talk or send an email once a week and get a positive reaction or response.
2. The Farm Club – Fifteen, prioritized prospects. There is synergy between his business and what you offer. You contact him once a month, share pertinent information and get a positive response. If a top five prospect falters, you promote someone from the Farm Team to the Top Five.
3. Suspects – Twenty who have shown promise. They have said they don’t see an immediate need for your service. You touch base once a month and respond to their emails and phone calls, as long as they are not seeking pro bono work, with the promise of “one day, when business picks up…

So when you review your prospecting efforts are you saying “SO!” or “So what?”

For further details on “Discipline,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect

Samurai Sales Training – Are You Disciplined to Succeed?

DISCIPLINE

Mirriam-Webster defines discipline as a noun, “training that corrects, molds, or perfects the mental faculties or moral character: orderly or prescribed conduct or pattern of behavior: self-control.” As a verb, “to train or develop by instruction and exercise especially in self-control.” Self Discipline, “correction or regulation of oneself for the sake of improvement.”

Warrior Views wrote in an article discussing the Samurai, “The Samurai conduct all their day-to-day activities with a high level of discipline.”

In their writings, Dan Kreutzer and Robert Lambert paraphrased the Code of Bushido, “If you want people to deeply trust you have to be disciplined…You can’t fake it!”

Like everyone, I try, I really try. But workout regimens, diets, etc tend to fall victim to short term temptations. “You’re going where, when? I can skip my training for one night.” “Wow, look at that cake. My niece baked it. I can’t disappoint my niece.”

The first step our Senseis had us take was to grade ourselves as being disciplined. My scores – not good, not bad, but not good. Step two, plan to be disciplined. There are rewards. It gets you through the lows, the peaks and valleys. It becomes easier to make decisions, see and take advantage of opportunities, keep one’s word.

When discipline is served, one is able to maintain focus, doing what needs to be done and not done, confidence and vision, be consistent and make decisions. And, keep one’s word.

OK smart guys, how? First have a personal, activity plan. The Samurai Business Group provided the forms and scoring system for tracking progress, success and non-success (someone once said to me, “Success is never certain, failure never final). The forms are outstanding and testing.

The forms visually demonstrate if you are traveling the road to success. The “leading indicators,” which tell you if you are moving forward or standing still, are old school. How many prospects have you developed; how many discovery calls; how many sales cycles are moving forward; and how many proposals are being considered.

But the mind can play the wonderful trick of self justification. “OK, I’m a little short, but the economy sucks. I’ll do better next week. I’m really good at what I do. I just need a few more speaking gigs and networking events.” Don’t believe your own propaganda.

This was an enlightening session. And contained more information than what can be included in one blog. With that said, let me leave you with something shared by Richard Berroa in “The Realgogetter Blog,” The Precepts of the Samurai (samurai no kokoroe), a modern variation on a historical philosophy:

“Know yourself. (Jiko o shiru koto) Always follow through on commitments. (Jibun no kimeta koto wa saigo made kikko suru koto) Respect everyone. (Ikanaru hito demo sonke suru koto) Hold strong convictions that cannot be altered by your circumstances. (Kankyo ni sayu sarenai tsuyoi shinnen o motsu koto) Don’t make an enemy of yourself. (Mizu kara teki o tsukuranai koto)

“Live without regrets. (Koto ni oite kokaisezu) Be certain to make a good first impression. (Hito to no deai o taisetsu ni suru koto) Don’t cling to the past. (Miren o motanai koto) Never break a promise. (Yakusoku o yaburanai koto) Don’t depend on other people. (Hito ni tayoranai koto) Don’t speak ill of others. (Hito o onshitsu shinai koto).

“Don’t be afraid of anything. (Ikanaku koto ni oite mo osorenai koto) Respect the opinions of others. (Hito no iken o soncho suru koto) Have compassion and understanding for everyone. (Hito ni taishite omoiyari o motsu koto) Don’t be impetuous. (karuhazumi ni koto o okosanai koto) Even little things must be attended to. (Chiisa na koto demo taisetsu ni suru koto) Never forget to be appreciative. (Kansha no kimochi o wasurenai koto) Make a desperate effort. (Issho kenmei monogoto o suru koto)

“Have a plan for your life. (Jinsei no mokuhyo o sadameru koto) Never lose your ‘Beginner’s Spirit. (Shoshin o wasurubekarazaru koto)
“Saigo made eizoku suru – persist to the end. This one has special meaning to me. I look at this in this way ‘to persist is to conquer.’”

*The Samurai precepts are from written by Kristen Kyle.

For further details on “Discipline,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect

Samurai Business Training – Seventh Session in the Dojo – Closing the Sale

“Always be closing!” WRONG! It is the role of the Samurai to assist the prospect in selecting the best option that fits their needs. If you have not fully completed the buying decision model, gained a full understanding of the prospect’s apparent and compelling reasons, and gained trust, your closing rate will be abysmal.

So how do you move the prospect to client? How  do you get the prospect to select you and your offering? First, you must help the prospect fully complete the “Buying Decision Model.” The goal is to determine if there is a true need for your product of service, and at the same time assist the buyer in determining what they want.

During the process you should have taken copious notes. You are clear as to both the apparent and compelling reasons. You have connected the dots between the apparent and compelling reasons.

“We need a reliable and scalable IT solution. We are rapidly growing our business. And I need to stay on budget. The last system I selected was cheap, but it does not scale, continuously breaks down and it’s almost impossible to get service. I’m getting nervous with how this is perceived in the boardroom. The last memo from upstairs was pretty harsh.”

You have discussed solutions. Integrate your company’s servers to the current system to save on cost. Or replace the system and provide 24/7 technical support. Structure a lease-buy program to keep costs down. Not as inexpensive as integrating new servers, but much more reliable. The buyer prefers the second option. Now it is time for your presentation.

First, don’t email your presentation. Your presentation should be made in person, if at all possible. This allows you to judge reactions and answer silent concerns – body and facial language. If it is impossible to present your proposal live, then use an online screen share service so you can control the flow of the presentation.

The proposal should have three sections: an Executive Summary; the main proposal; and an appendix with any data, statistics or other details that support the proposal. The proposal needs to address both the apparent and compelling reasons, and written using the language of the buyer. Remember that you need to have taken copious notes to use the buyer’s language (were you listening or talking?).

As you make your presentation, keep it interactive. First summarize the compelling reasons and check on changes. Ask for feedback, changes or corrections. Then cover the compelling reasons in detail and the solutions offered. Let them decide what happens next. If there need to be changes, when can you reconvene? If they need to meet to discuss the proposal, when should you schedule a follow up meeting?

Finally, check for certainty. What are their concerns? If there are problems, deal with them. Be okay with questions. And if you can keep your emotions in check during the presentation, they will signal when they want to move forward and buy.

For further details on “Closing the Sale,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect

Samurai Business Training – Sixth Session in the Dojo (part 2) – Have a Pre-Meeting, Approved Agenda

At least once in your career, you are given an introduction to that one executive you have been trying to meet for weeks, months, years. A lunch meeting is scheduled at her favorite (and expensive) restaurant. You do the normal, getting to know you conversational dance. And there you go and spoil it by saying, “I have a few ideas that I believe will help your business.”

The response? “Oh, when I spoke with Spencer, he said you just wanted to meet. I didn’t know this was a business lunch.”

So why was there no agenda? Fear? Fear that she would tell you she has no interest or need for your services?

Asking for approval of a specific agenda accomplishes two steps in adding new business. First, the prospect knows exactly why you want to meet and what will be discussed. No surprises, everything is agreed to before meeting. Or, the prospect says that he has no interest in meeting to discuss your company’s products or services. The good news, you saved time and money.

Sensei Dan Kreutzer, of the Samurai Business Group, discussed the why, how and what to include in setting and getting a pre-meeting agenda. Dan referred to it as “setting the stage.”

When scheduling a meeting over lunch, coffee or a desk, first determine the maximum amount of time granted. “How much time will we have when we meet?” Next ask the prospect, “What should we try to accomplish when we meet?” Finally, ask if it makes sense to set an agenda “to see if there is a fit” with your businesses. Then email or discuss the agenda on the phone to get approval. And email the agreed agenda before you meet.

When you meet for lunch, coffee or over the prospect’s desk, there are no surprises.

When the agenda is covered, and there is agreement to move forward, offer the next steps you will take; and assign “homework” to the prospect. This will ensure that the prospect is fully engaged. If you don’t follow these important actions, you will have a list of non-prospect prospects.

Just last week, I scheduled a lunch meeting with a prospect who had worked for a client. He was hired to undertake a huge project for a new employer. I followed Dan’s advice.

In my confirmation email, I presented our agenda (key word is “our”). He emailed confirmation and approval of the agenda. After a few minutes of “How are you? What’s new? How’s the new job? I was able to move directly to our agenda. After our conversation, I explained what I would do, assigned homework (which was completed) and now await probable approval of my proposal.

For further details on the buying model, please contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Samurai Business Training – Sixth Session in the Dojo (part 1) – “I hear voices!”

Your meeting with your newest prospect begins and you’re having a great conversations. That is not a typo. Whether you are aware of it or not, in every meeting there are at least three conversations taking place. You and the prospect. You with you. The prospect with himself.

Since you were a child, and through college, we have been programmed to listen to our inner voice to answer teacher’s questions, think of questions and in general participate in class to improve our grade. Now that we are in the business world, our well trained “inner voice” keeps participating.

During meetings with prospects and clients, we listen intently to two voices; that of the prospect and our inner voice. “I know the solution!” “You have examples of success! Tell him about the Samurai Capital account!”  “Stop talking so I can tell you all the great things we have done!”  “OOO, pick me, pick me I have the answer!”

The prospect’s inner voice is also talking to him. “Man, this is going to blow out our budget?” Won’t this guy shut up so I can tell him what I really need?” “I wonder when Sue and Tim are going to lunch.”

So what’s a “parent” to do and can we learn to control or just live with this “child?”

First, as Sensei Dan Kreutzer of the Samurai Business Group pointed out, there are three, distinct levels of participation by our inner voices. As programmed, your inner voice takes over. You are distracted from what the prospect is saying. You are spending more time listening to the inner voice, and only hear pieces of the valuable information the prospect is sharing.

The second level is when the inner voice keeps interrupting with answers to the prospects needs, but you are able to quickly return to listening to the prospect. And third, you’ve told the inner voice to “shut up and be quiet.” You continue to focus on the prospect and what he has to say.

So the solution is to just have a conversation. Huh? Leave the sales mode. And just talk. It sounds simple. But if you simply shut up and focus on listening and having a normal conversation, you can move the prospect from the fear of “being sold” and into discussing his compelling reasons. Then you will gather the information needed to present solutions at a follow-up meeting.

OK, now you’re saying it can’t be that simple. Alright, here are a couple of tricks I use to maintain focus on the prospect. First, I invite my inner voice to join the conversation (“Right, are you off your meds?”). I have my inner voice repeat verbatim what the prospect is saying. To do that takes real focus. The other trick is to write down the questions and key points my inner voice wants to ask. When the prospect has finished talking, I ask questions, confirm key points and satisfy my inner voice.

For further details on the buying model, please contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

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