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 – 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 – 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.

What Do You Expect from a Guy with a Wooden Leg?

The most formidable barrier to success is low expectations based on a restrictive self image. These perceptions about yourself and your abilities limit what you will ultimately achieve. And you will always find a way to avoid taking responsibility for what happens to you.

As a Sales Manager, if my people were not delivering results, I always asked why. An amazing assortment of excuses often poured out, everything from the competition to the weather. I once was standing on the corner of 34^th and Park Avenue in New York City and was told “We don’t have enough leads.” I looked around in stunned disbelief at the towering office buildings, packed with prospects, knowing that another of our sales groups, located in Des Moines Iowa, would bring in 50% more revenue.

It’s human nature to rationalize what happens to us. And when things go badly, it’s easy to blame everyone and everything except ourselves. The problem is that when it’s someone else’s fault, you have no reason to change, to improve. You feel trapped by circumstances beyond your control. You have a self-defeating mindset.

It’s human nature to rationalize what happens to us. And when things go badly, it’s easy to blame everyone and everything except ourselves.

Recognizing Your Mindset

How many of these traits do you recognize?

• Self-defeaters play the blame game. The other guy is just lucky. Besides, he has a better territory and is the boss’ pet.

• Self-defeaters lack confidence. They low-ball proposals, only close small deals, and never meet with C-levels (CEOs, COOs, CFOs, etc.), just purchasing agents and managers.

• Self-defeaters take business personally. Rejection that’s just a normal part of the game becomes an indictment of who they are. “Nobody likes me” or “I’m just not good at this” are part of their repertoire.

While interviewing a guy for a sales job in St. Louis, I asked him how much he would like to earn that year. He should have been thinking $100-125K. He tells me that he was making $45K as a programmer, so he hoped to make $50K. I immediately knew we had a problem. His image of himself was a $50K guy and he would behave in a way that would get him there, but no further. That would reinforce his image of himself, which would reinforce his behavior, in a continuous cycle.

Breaking the Cycle

Dr. Benjamin Bloom of the University of Chicago studied one hundred extraordinarily successful young athletes, musicians, and students. He was surprised to find that most of the young prodigies didn’t begin by showing great flashes of brilliance.

Instead, most received careful attention, guidance, and support, and then they began to develop. The belief that they could be special came before any overt signs of great talent.

It’s the same with any great result. You have to internalize your image as a winner before you can truly become one.

Developing Your Image

Here are three proven ways to build a winner’s mindset:

• Do something that burns a positive image of yourself in your mind. Go out of your way to help someone, volunteer in your community, spend more time with your family, whatever would make you feel good about yourself. Rinse. Repeat.

• Develop a support team that roots for your success. Find even just one person who cares about you and tell them that you want to change your mindset. It could be a mentor, a relative, a friend, anyone who will listen and encourage your efforts.

• Make a conscious choice to believe in yourself. Start every day with a positive statement of what you will accomplish. Whenever you catch yourself in negative self-talk, stop and substitute a confident message. For example, if you’ve made cold calls all day, but didn’t get a single appointment, say: “I did a great job calling 20 people today. It’s taken me that much closer to my next sale.”

Winning Attitudes Win

A lack of confidence devastates sales. It doesn’t matter if you think you will win the deal or lose the deal, you’re absolutely right. If you don’t believe that you are as valuable a human being as the executive across from you, she’ll reject you instinctively. The only way to not let them smell your fear is to have none.

To win at sales, develop the attitude of champions—confidence in yourself. And by the way, if you’ve got a wooden leg, show it off. Be creative. Think of a way to turn it into a sales asset. That’s how winners do it.

Until next time…

Putting the Win Back In Your Sales-

Dan

DAN KREUTZER is an accomplished sales executive, sales trainer, author, speaker, and a Partner of Samurai Business Group, LLC. He has extensive expertise in business development, product and service marketing, and strategic leadership. Dan is a sharp and intuitive student of human behavior, and has fused his observations with a deep knowledge of sales culture to design the Samurai Sales Mastery™ programs. His book, “How to Put the WIN Back in Your SALES,” seeks to shatter the myths associated with traditional selling, and raise the level of professionalism in today’s salespeople.