Developing strong selling skills can significantly impact your success in sales

Active Listening: Pay close attention to what your customers are saying. This helps you understand their needs and tailor your approach.

Building Rapport: Establish a connection with your prospects. People are more likely to buy from someone they trust and feel comfortable with.

Product Knowledge: Be well-versed in your product or service. This allows you to answer questions confidently and highlight benefits effectively.

Questioning Techniques: Use open-ended questions to encourage conversation and uncover customer needs. This can help you position your solution more effectively.

Handling Objections: Anticipate and prepare for objections. Respond calmly and use objections as an opportunity to clarify and provide more information.

Closing Techniques: Learn different closing strategies to help guide customers toward making a decision, such as the assumptive close or the urgency close.

Follow-Up: Stay in touch with leads and customers. A simple follow-up can keep the conversation going and demonstrate your commitment.

Emotional Intelligence: Understand your own emotions and those of your customers. This can help you navigate conversations and build stronger relationships.

Adaptability: Be flexible in your approach. Different customers may respond better to different styles of communication.

Continuous Learning: Stay updated on sales techniques, market trends, and customer preferences to refine your skills over time.

1. Day 1

3. Who sells to whom?
Are you selling to the prospect?
Is the prospect selling to you?
The prospect sells to you that he can’t or won’t buy
Or…
You sell to him that he can and should buy

4. This is your Customer …

5. This is you …

6. You deal with a customer
&
This is what can happen…

7. He can make you …
… feel like this !

8. Or this !

9. But …

10. We all want to …

11. … and eat it too !
Have our cheese …

12. How can you sell to the Customer
And…
Well …

13. Still feel happy about it ?

14. “What is the discount you are
offering ?”
“A very special discount for you
Sir”
customer !
You !

15. “Oh Come on ! Your competitor is
giving…”
“Really? Sir that is out of
question”
customer !
You !

16. “I can buy it right now but I
won’t accept anything less
than …”
“You drive a hard bargain Sir. 50% is
too high. I can offer you 25%
discount ”
customer !
You !

17. “40% discount and nothing less”
“Have you noticed our new
memory dialing system Sir. I can
offer you a maximum of 30%
discount. That’s the best I can do”
customer !
You !

18. Do you feel like this ?
So why then at the end of it all …

19. It gets hurt !
Our ego …

20. You took a position
Hurt because…

21. He took a position
Hurt because…

22. Where to hide your face
Furthermore you didn’t know …

23. Where to hide his face
And he didn’t know …

24. Saving face!
It bruises the ego !

25. People lock themselves in!

26. They defend against attack!

27. They get committed!

28. Attention is paid to...
Saving position & saving face

29. Concerns …
Get thrown out of the window

30. …a contest of will
It become …

31. This is called …

33. Haggling leads to …
…a broken relationship

34. Haggling is not …
…selling

35. Haggling is not …
…Negotiating

36. If you haggle …
…This is what you will look like !

37. If you don’t want to haggle …
You must …
If you don’t want to get hurt …

38. Satisfy the need of your organisation !
&
Satisfy the need of the Customer !

39. Sales Troika Balance
Concern for the customer
Concern for the
company
Concern for
the sale
Strategic advantage
threshold
Minimum acceptable
threshold
Professional
selling skills

40. You can do this with the …
Programme

42. Are there special skills that makes
someone successful in large
sales?
Or is selling just selling whether
the sale is small or large?

43. ADVANCED SKILLS

44. THE MOST IMPORTANT SET OF
SKILLS THAT THESE PEOPLE
HAVE IN COMMON ARE
‘S P I N’ SKILLS

45. NOW WRITE DOWN FIVE
TYPICAL QUESTIONS YOU
MIGHT ASK ON A SALES
CALL

46. HOW MANY WERE FACTUAL?
e.g. How many calls do you get
per day?
HOW MANY ABOUT PROBLEMS
DESIRES
e.g. What effect might that have
on your customer response time?

48. Write 5 typical “Situational
Questions”

49. •How many people work here?
SUCCESSFUL SALESPEOPLE ASK
THEM ECONOMICALLY.
THEY DO THEIR HOMEWORK
THE MORE SENIOR THE BUYER THE
LESS THEY LIKE ANSWERING
FACTUAL QUESTIONS

50. •IMPACT: Least powerful of the SPIN
questions. Can be negative. Most people
ask too many.
SO
ELIMINATE UNNECESSARY
QUESTIONS
DO YOU HOMEWORK THOROUGHLY

51. Write 5 typical “Problem
Questions”

52. •What prevents you from achieving that objective?
A PRODUCT IS SOMETHING WHICH
SOLVES A PROBLEM
A TRANSPORT PROBLEM OR AN EGO
PROBLEM
THINK OF FIVE PROBLEMS THAT YOUR
PRODUCT SOLVES

53. •IMPACT: More powerful than Situation
Questions. People ask more as they become
more experienced.
THINK OF YOUR PRODUCTS IN
TERMS OF THE THE PROBLEMS
THEY SOLVE FOR BUYERS- NOT
THEIR FEATURES.

54. Write 5 typical “Implication
Questions”

55. •PROBLEMS
•PROBLEMS
•PROBLEMS
•PROBLEMS
•PROBLEMS
BUYER
. . . but what are the implications?

56. ???
INEXPERIENCED
SELLER

57. Solution
Solution
Solution
Solution
Many experienced
sellers link solutions
to problems too soon

58. Implied needs are a statement
of wants and desires?

59. No???

60. A customer with a large
problem is ready to accept a
solution?

61. No???

62. One may have a …
Problem. Difficulty. Dissatisfaction

63. But the buyer must be ready to
perceive that he has the a need
and that his problem is serious
enough to justify the cost and
hassle of finding a solution.

64. So the seller must establish and build
the pain by Implication Questions

65. YOU HAVE BUYER THINKS
SOLUTION NOT WORTH COST
•Our design software
allows you make
design revisions much
faster
•IMPLICATIONS
•New products slow to
market
•Higher design costs
•Lose best designers

66. POSSIBLE IMPLICATION
QUESTIONS
oWhat will you do if your telephone lines are
down for 72 hours?
oIf you receive a long distance call and cannot
hear clearly then how do you feel?
oHow do you feel if you have to make ten
complaints to rectify your phone and after
that to bribe the linesmen to make it happen?

67. •IMPACT: Most powerful of all SPIN
questions. Top salespeople ask lots of
them..
THESE ARE THE HARDEST TO ASK
AND MUST BE PLANNED CAREFULLY
BEFORE KEY CALLS

68. Write 5 typical “Need pay-off
Questions”

69. •How much business would you loose if your phone
did not work for 24 hours?
UNLIKE THE OTHER 3 THEY FOCUS ON
SOLUTIONS.
THEY GET THE BUYER TO TELL YOU ABOUT
THE BENEFIT YOUR SOLUTION OFFERS
YOUR FINAL PRESENTATION CAN BE
FOCUSSED ON ACKNOWLEDGED NEEDS

70. •IMPACT: Constructive questions always
used by top sales people and have positive
affect on buyer.
BUYER SHOULD DO THE TALKING
AND BE ALLOWED TO CONVINCE
HIMSELVE

71. THE SPIN PROCESS
WHAT IS YOUR
G:S
RATIO?

72. SEEKING IS MORE PERSUASIVE THAN GIVING.
SEEKING MEANS
ASKING QUESTIONS
GETTING TO KNOW YOUR CUSTOMER “NEEDS”
UNDERSTANDING CUSTOMER “PROBLEMS”
UNDERSTANDING HOW YOU CAN SOLVE HIS PROBLEMS”
UNDERSTAND HOW YOU CAN “BENEFIT HIS NEEDS”

73. Preliminaries
?
Demonstrating
Capability
Obtaining
Commitment
Which stage is missing?

74. Preliminaries
INVESTIGATING
Demonstrating
Capability
Obtaining
Commitment

75. INVESTIGATING!!
•Has direct influence on your success
•This stage will most impact your success
•The key purpose is to uncover implied needs
•Investigating is done through questions

76. The objective is to
Move…
Implied Needs
into
Explicit Needs

77. HOW?

78. …Grow that need!

79. Problems
Difficulties
Dissatisfactions
A solution here has little impact.
A strong need, your solution will have
impact!
It begins in the form of
Problems, difficulties or dissatisfactions.
These are Implied Needs.
Clear, Strong
Wants and Desires
When needs have developed into
Wants or Desires
we call them Explicit Needs.

80. Needs
Need to…
Outweigh c
o s
t
s!

81. Buy
Don’t Buy
Explicit Need
Explicit Need
Explicit Need
Perceived value
Buyer
Hassle
Risks
Hidden Extras
Cost
The cost of the
solution

82. CONTINUATION & ADVANCE
S IM P LE V S C O M P LE X S A LE S
S A LE
O R
RE FU S A L
TO B UY
C O N TIN U ATIO N
D iscussion
continues
no action
A D VA N C E
A greem ent
on action which
m oves sale forward
S A LE S
CA LL
P ossible
O utcom es

83. CONTINUATION OR ADVANCE?
oI liked your presentation. Let’s meet again
sometime and discuss further.
oI cannot make this decision, but I’ll arrange
for you to meet our Operations Manager.
oWe would have to see the system in action.
Can you arrange a demonstration?

84. A customer states a problem
You can solve it!
Should you… immediately
offer your solution?
No !

85. Implied needs!
Implication questions demonstrates
Concern on the effect that the
problem is having
Understanding of the issues and their
consequences

86. The timing…
Situation Qs. first
… Establish the key facts
Problem Qs. next
… Uncover the implied needs
Implied Qs. last
… Develop and extend implied needs

87. Ensure your solution
has maximum impact !
Implication Qs. They...
Build credibility and
demonstrate concern !

88. Hold back !
When you uncover an implied
need…
Develop it !
… Offer your solution
only at the very last !

89. Need payoff Qs.
Qs. which probe for Explicit Needs
… shifts attentions from
Problems to Solutions
It tells you the value of the benefit

90. PUTTING SPIN INTO
PRACTICE
•TWO KEY FACTORS
•PLANNING – Thinking through your
SPIN questions and advances and putting
them into a call plan
•PARADIGM SHIFT- Shifting your
perspective away from product and
towards problem solving e.g. Xerox Corp.

91. Situation
Questions
Problem
Questions
Implication
Questions
Need-payoff
Questions
BENEFITS
Implied
Needs
Explicit
Needs
The roadmap …

92. IMPLIED OR EXPLICIT NEEDS ?
•I need help in forecasting sales better
•I’m worried about increasing
competition
•Our customers are having to wait too
long- we’ve lost some!
•We need to be able to send messages
automatically to our sales team
•Our communications systems aren’t as
flexible as they should be
•Explicit
•Implied
•Implied
•Explicit
•Implied

93. NEEDS ACROSS FUNCTIONS
•You can increase the strength of the need
by looking at the clients entire business
process to link different functions.
•Link the needs you uncover and help buyers
to understand how needs are connected.
•Look for ways to link individual problems
into an overriding one which affect whole
organization.

94. PROBLEM OR IMPLICATION
QUESTIONS?
•Are you concerned about
increased workload?
•How has the increased workload
affected staff turnover?
•Have these staff problem led you
to lose clients?
•How have you been handling the
staff shortage?
•Problem
•Implication
•Problem
•Implication

95. WHAT GOES INTO GOOD
IMPLICATION QUESTIONS?
•Planning- they do not flow automatically so don’t ‘wing’ it!
•Business knowledge- You have understand why a problem
might be important to the buyer and what the business issue
are
•Application knowledge- You must able to make the link
between your product and their problems to be able to select
the right Implied Needs
•Divert the buyers attention from problems you can solve
from problems you can’t solve
•Timing. Always before introducing solution to Explicit
Need.

96. NEED- PAYOFF QUESTIONS
•They probe the Explicit Needs
•Reduce objections because cause buyer to
explain solution
•Move discussion forward towards action
and commitment

97. NEED-PAYOFF QUESTIONS?
•How much would you save annually
if we could eliminate your seasonal
overtime costs?
•Are you worries about the
unreliability or your current system?
•Has staff shortage caused you to
miss important calls?
•How important is it to double your
response time?
•Need-payoff
•Problem
•Implication
•Need-payoff

98. BE AN I.C.E. MAN (OR MAIDEN)!
D e velop m en t of N e ed -p a yo ff Q u es tion s
IDENT IFY
How useful w ould it be
to have a
faster system ?
CLARIFY
Is speed im portant to
be able to handle
m ore clients?
EXT END
Could a faster
system free your people
up to do other things?
ST RENG TH OF YOUR PRODUCT
e.g. faster
Ask these questions after developing the seriousness
of problem through Implication Questions but before
describing your solution.

99. Roleplay, videotaping &
feedback

100. Understand the value of closing the sale
Learn it !

101. “Close”
It starts with a “C”
C stands for conviction
Take C out and you have Lose

102. The heart of your sales career

103. Selling is a transference of feeling
In order to transfer feeling
You got to have the feeling
Believers are closers !

104. The “believer’s” close
… we believe so deeply. So completely. So fervently
in what we are selling that we can’t understand why
other people don’t buy

105. A belief base needs to be…
Tied directly to the heart
The shortest route is from the heart into the
customer’s pocket

106. Closers own what they sell
The critical step is the step of honesty
Your total conviction, your belief that it is truly the
best buy

107. Can’t afford it
Unless you own it you can’t sell it
Own a 747? Well not exactly !
Be loyal to the product. Be loyal to the company

108. Encouraging closure
Put yourself in the other party’s shoes
Understand what might be preventing him

109. Encouraging closure
Emphasise benefits
… show advantages not previously considered

110. Encouraging closure
Avoid a win lose situation
…look for acceptable outcomes

111. Split the difference!
… partly yours & partly mine
Closure

112. Closure
Or Or
Suggest acceptable alternatives

113. Closure
Be assertive not aggressive!

114. Closure
If not satisfied do not sign!

115. Closure
Does he have full authority?
??

116. Closure
If...
If we came up…
If I reduce the…
If I give you…
First make a hypothetical proposal
Hypothetical proposals are not commitments
Test the issues important to the opposition

117. Some closing techniques…

118. The picture close…
Been to a 5 star Hotel recently ?
Asked for a …Green salad ?
No ! We don’t have that on the menu !
You can however order …
“A sensuous salad. A painter’s palate. A colourful array of fresh
spinach leaves mingled with ripe red tomatoes. Shredded
cucumber topped with onion rings and tossed with their superb
white sauce dressing !”
Yes Sir ! Hotels are word merchants
They know how to throw their words around to describe their food

119. The picture close…
Roleplay
Situation
In colouful words describe how you would sell the
benefit of a trouble free telephone connection to the
customer

120. The fear close…
You walk into a petrol station
The attendant lifts the hood of the car. He checks the oil
“My G-o-d ! You need 3 litres of oil”
“ 3 litres?”
“Is there no oil in the engine at all ?”
The attendant turns around and tells you …
“The oil in the car is awfully dirty. It will damage your engine. It
won’t take 5 minutes I can change it for you.”
The attendant has put the fear into the mind of the car owner. The
car owner can ignore the attendant but damage the car engine.
What do you recommend he does?

121. The fear close…
Roleplay
Situation
You only have a limited number of connections to offer in this
territory
Use the fear closing technique to sell him the scheme

122. The post selling close…
I recently purchased a car. Less than 72 hours of bringing the car
home. This is the letter I received.
Dear Mr. Khetarpal,
This is just to thank you for your courtesy and the trust and
confidence that you placed in buying the car from Vivek
automobiles yesterday. I very much enjoyed talking to you. I am
proud that you are now the owner of a car from our showroom. I
am sure that you will be pleased with the performance of the
vehicle. I shall be in touch with you in the future to see if I can be
of any service to you. If you should need any assistance of any
kind please feel free to contact me.
Yours truly,
This letter gives assurance to me that I purchased the right car. It
also told me that the dealership appreciates my needs and will
look after my interests.

123. The post selling close…
Activity
You have just made your first sale to your customer …
What letter post sale would you write to him so that you create a
long term relationship.

124. Other closing techniques …
The “building trust” close
The “Challenge” close
The “Special occasion” close
The “emotional” close
The “opportunity” close

125. Roleplay, videotaping &
feedback

127. Look for similarities
Wait for the other party to finish
“However”
Every concession you make is a major loss to you
Seek clarification. Paraphrase before your respond
Keep the other party guessing
Ask questions. Lots of them
Volunteer information sparingly
Make counter offers immediately
Counter offer with priorities of least importance
Your response !

128. Table the issues
Bargain the substance

129. Tabling the issues
We tell you…
What are we thinking?
You tell us…
What are you thinking?
Our thinking!
Your thinking!

130. Questions. Ask many many questions
Qs

131. Uncovering needs
Turn Implicit needs
Into
Explicit needs
Uncover needs. Ask why?
Clarify !

132. Clarify
Recap
… it maintains momentum
… it ensures that you understand
… it ensures agreement
Clarifying behaviour. Use it again and again
Restate!
Summarise!
Check it out!

133. Trade concessions
Offer the smallest concession first
Judge how much you need to yield
You may not
need to go so far

134. Concede ground only if you receive something
in return
I give you...
And you give me...

135. Each concession is a
serious loss to you

136. Make major
concessions on
minor issues
Make minor
concessions on
major issues

137. Take a long term view

138. Cast doubt on the validity of opponents information
Test the validity of the opponents claim

139. Power
is in the head
Strengthen your position

140. Strengthen your position
Cast doubt on validity of opponents
information

141. Strengthen your position
Look for errors of logic. Omissions of
fact.

142. Strengthen your position
Don’t attack individual personalities
… specially competitors

143. Strengthen your position
Show emotions. Convey feelings!

144. Strengthen your position
Test the validity of the opponents claim

145. “The price is too high? ”
Prospect forgets price but
remembers quality
Good things are not cheap !
Cheap things are seldom good !

146. But…You must still close
There is a fear factor
Fear of making a mistake
Are you the right kind of person
Is it the right product?
Using the right technique
With the right motive
Well… you have a good chance!

147. Closing is a learned skill
Not a natural one
Skill can be acquired
Are you willing to make the effort?

148. Implementation
On reaching the agreement
Put it into your report
Draw up an action plan
Put the plan into effect
Schedule the implementation
Monda
y
Tuesday
WEDNESDAY
Thurs
day Frid
ay
SATurday

149. Breakdown
The longer the breakdown
The more bitter it becomes
The harder it is to restore it
Reestablish communication
If all else fails. Use a mediator
Someone who can think laterally
Action is vital to prevent a situation
becoming irretrievable

150. The value adders !
Show him sales turnover
Talk about inventory holdings
Talk about working capital
Show him the customer pull
Tell him about customer loyalty

151. Are you able to raise the value of the
product In the prospects mind?
The minute...
Value equals the price
Value exceed the price
You now have...
“A hot prospect”

152. Or

154. The more the features describe
The more likely the sale ?

155. No!

156. Features!
They are the characteristics of your
product
They are neutral
Not very persuasive
They create low impact
…to be used restrictively!

157. Advantages!
Show how your product or service can
help the customer
Are more persuasive than features
Can have high impact early in the cycle
Impact dilutes with the sale progress
…to be used with caution!

158. Benefits!
Show how the product meets an explicit
need
It is the final step in the need development
process
The most powerful of sales behavior
… To be used only after need
has been expressed

159. FEATURES. ADVANTAGES. BENEFITS.
Hi
Impact on
Customer
(high impact always)
(initially high but
quickly falls off)
(low impact always)
Benefits
Advantages
Features
Contact Contact
Hi
Lo

160. Features lead to price concerns
Advantages result in objections
Benefits receive…
Support & Agreement

161. Commitment !
More often you use the closing
technique
The more likely customer will buy?

162. No!

163. Commitment !
Ask for the commitment … but only
after you have built the value

164. Roleplay, videotaping &
feedback

165. Bharti Telenet Limited
Indus Corporation
Day 2

166. “HI IMPACT SELLING”
DAY# 2
09:30-10:00a.m. Icebreaker
10:00-11:15a.m. Customer profiling
11:15-11:30a.m. Tea/Coffee
11:30-12:15p.m. Role plays, video taping & feedback
12:15-1:00p.m. Objection handling
1:00-1:45p.m. Lunch
1:45-2:45p.m. Communication skills & roleplays
2:45-3:15p.m. Empathy
3:15-3:30p.m. Tea/Coffee
3:30-4:15p.m. Active listening & roleplays
4:15-5:30p.m. Lead Management

168. • The fatalist
The exasperator
The appraiser
The relator
The love motivated
The sales person type !

169. The silent listener
The critical examiner
The friend
The aggressive client
The competitor’s friend
The client type !

170. CLIENT BEHAVIOURS
•Result/assertive
•Takes risk
•Open, honest, confident
•Technology conscious
•Seeks value
•Highly knowledgeable
•Aggressive
•Wants best deal
•Self focussed
•Low loyalty
•Conservative
•Egoistic
•Avoids risk
•Takes time
•Solicits others opinions
•Goes for tried & tested
products
•Price is important
Characteristics
Professional
Bargaining
Security
Types Behavior
•State purpose
•Be honest & open
•Seek permission to go
ahead
•State purpose
•Tell benefit
•Check for
understanding
•State purpose
•Assure
•Clarify & go ahead

171. CLIENT BEHAVIOUR MODEL
P
B
S
Closed
Sub dominant
Open
Dominant

172. CUSTOMER PROFILING
Hostile Warm
X
The behavior measurement !
Somewhat more warm than hostile?
The problem...
“Do not have adequate information to read
customer behavior”

173. CUSTOMER PROFILING
…a better alternative
Hostile Warm
Dominance
Submission

Status

Autonomy

Recognition

Power

Self esteem

Self actualisation

Achievement

Power
Constitutional

Belonging

Nurturing

Security

Security

Basic/psychological


Affiliation

Security

Security

174. CUSTOMER PROFILING
Indicates movement when
motivational needs are
threatened or denied
…satisfaction moves behavior to the
upper right quadrant

175. CUSTOMER PROFILING
Hostile Warm
Dominance
Submission
…towards
aggressiveness &
unpleasantness
…towards mistrust
& avoidance of
commitment
…towards
agreeableness but
with insecurity &
inability to fulfill
commitments
…towards
assertiveness, pursuit
of quality, open to new
ideas. Improved
process & result
I
II III
IV

176. PERSONALITY PROFILING
Dependent Independent
High Directive
Need
Low Directive
Need
Personable
Dynamic
Risk taker
Impatient
Manipulative
Caring
Enthusiastic
Sensitive
Impracticall
Indecisive
Precise
Thorough
Consistent
Risk-
avoider
Withdrawn
Determined
Practical
Insensitive
Critical
Aloof
SOCIABLE
DEVOTED
DETAILED
HARD-
DRIVEN
Recognition Winning
Helping Being Right
Hot button

177. CUSTOMER PROFILING
Quadrant IA Hostile - Dominant
Key motivation: Desire for security
Motivation satisfaction strategy:
“Attack is the best form of defense”
People characteristics
•
•
•
•

178. CUSTOMER PROFILING
Quadrant IA
Hostile Dominant
PEOPLE CHARACTERISTICS
• Brag incessantly
• Drop impressive names & misquote “authorities”
• Interrupt impatiently and often
• Are unreasonably stubborn
• Are argumentative without calls
• Make broad generalisations & sweeping statements
• Are dogmatic & opinionated
• React without hearing the whole story

179. CUSTOMER PROFILING
HANDLING TECHNIQUES
• Be courteous but firm & assertive
• You have nothing to lose
• Ask closed questions frequently and keep control
• Avoid justifying yourself, your product or idea
• Stick to demonstrable fact whenever possible
• Test every gross assertion politely but firmly
• Expect to meet resistance to closing
• Expect exaggerated objections
Quadrant IA
Hostile Dominant

180. CUSTOMER PROFILING
Quadrant IB Dominant - Hostile
Key motivation: Need for status & autonomy
Motivation satisfaction strategy:
Precision and outward indicators of power
People characteristics
•
•
•
•

181. CUSTOMER PROFILING
QuadrantIB
Dominant-Hostile
PEOPLE CHARACTERISTICS
• Are cold and detached
• If angered remain cool but biting
• Are angered if status is underestimated
• Make precise statements when making a complaint
• Are easily offended
• Hold on to their evaluation of their own worth
• React negatively when they perceive personal slight
• Avoid sarcasm
• Demand efficiency & respect

182. CUSTOMER PROFILING
HANDLING TECHNIQUES
• Stress benefits which offer prestige & recognition
• Expect “I don’t need you” response-temporary rejection
• Show conviction and strength
• Not aggression
• Be courteous
• Precede all questions with a benefit
• Only ask for information you really need
• Never use leading questions
Quadrant IB
Dominant-Hostile

183. CUSTOMER PROFILING
Quadrant IIA Hostile-Submissive
Key motivation: Security express through
abnormal demands for protection
Motivation satisfaction strategy:
“What if” concerns
People characteristics
•
•
•
•

184. CUSTOMER PROFILING
Quadrant IIA
Hostile-Submissive
PEOPLE CHARACTERISTICS
• Express doubt about any statement made
• Think up unlikely scenarios of what could go wrong
• Demand totally unreasonable guarantees
• Niggle and complaint
• Doubt the validity of any new idea
• Ask questions many of which are impossible to answer
• Give little if any information in return
• Ask you “Why you want to know”
• Use aggressive body language but weak in behavior

185. CUSTOMER PROFILING
HANDLING TECHNIQUES
• Remain patient even in the phase of disbelief
• Assure and reassure to illustrate safe application
• Give guarantees in writing where possible
• Stress benefits which provide stability and low risk
• Show genuine concern for customer’s needs
• Spend time exploring the buyers key objectives
• Ask safe closed questions until they begin to open up
• Quote prestige users of your service or ideas
Quadrant IIA
Hostile-Submissive

186. CUSTOMER PROFILING
Quadrant IIB Submissive-Hostile
Key motivation: Fear of becoming
committed or involved
Motivation satisfaction strategy:
Avoidance, withdrawal
People characteristics
•
•
•
•

187. CUSTOMER PROFILING
Quadrant IIB
Submissive-Hostile
PEOPLE CHARACTERISTICS
• Maintain physical distance from others
• Move away from those in authority
• Tight-lipped if questioned
• Say nothing unless sensitively probed
• Avoid commitment by any possible means
• Are reluctant to take even minimal risk
• Appear ill at ease when in company
• Refuse new ideas without listening to arguments
• If forced to chose will pick low risk options

188. CUSTOMER PROFILING
HANDLING TECHNIQUES
• Approach slowly
• Offer help as an opportunity to get into conversation
• Ask safe closed questions
• Keep away from personal questions
• Stress benefits which minimise risk
• Leave no doubt that benefits are without risk
• Ensure ideas are accepted before moving on the next
• Avoid aggressive body language
• Expect silence and wait for responses
Quadrant IIB
Submissive-Hostile

189. CUSTOMER PROFILING
Quadrant IIIASubmissive-Warm
Key motivation: These people want to be
loved. Affiliation to the extreme
Motivation satisfaction strategy:
Tries to be all things to all people
People characteristics
•
•
•
•

190. CUSTOMER PROFILING
Quadrant IIIA
Submissive-Warm
PEOPLE CHARACTERISTICS
• Become falsely enthusiastic about any idea
• Ramble incessantly. Talk at length on unrelated subjects
• Respond quickly and positively to any suggestions
• Cause confusion and claim any role or authority level
• Avoid raising objections
• Are readily convinced but takes time to close
• Have time for anything but the job in hand
• Promises anything but rarely keeps promises
• Despite signed contracts are likely to go back

191. CUSTOMER PROFILING
HANDLING TECHNIQUES
• Use closed questions
• Don’t get sucked into irrelevant discussion
• Stress benefits seen as doing something for others
• Focus on the business and leave limited room for
gossip
• Personalise the discussion use first name and often
• Be firm but make it feel like support
• Show that the two of you are operating as a team
• Probe for hidden objections
Quadrant IIIA
Submissive-Warm

192. CUSTOMER PROFILING
Quadrant IIIB Warm-Submissive
Key motivation: A desire to do maximum
good for maximum people
Motivation satisfaction strategy:
Actively pursues for welfare of others
People characteristics
•
•
•
•

193. CUSTOMER PROFILING
Quadrant IIIB
Warm-Submissive
PEOPLE CHARACTERISTICS
• Are intent on being pleasant
• Respond positively to suggestions which do not
threaten others
• Try to pick out the benefits of neutral ideas
• Will procrastinate rather than reject repugnant ideas
• Give impression of agreement despite strong
reservations
• Sometimes take on more than they can fulfill
• Are at the forefront of social activities

194. CUSTOMER PROFILING
HANDLING TECHNIQUES
• Present ideas and benefits that help other people
• Maximise opportunities for personal interaction
• Monitor and supervise implementation of that which is
impersonal and important
• Do not assume lack of opposition means agreement or
commitment
Quadrant IIIB
Warm-Submissive

195. CUSTOMER PROFILING
Quadrant IVA&B Warm-Dominant-Warm
Key motivation: A strong desire to do a good
job
Motivation satisfaction strategy:
To produce a quality output
People characteristics
•
•
•
•

196. CUSTOMER PROFILING
Quadrant IV A&B
Warm-Dominant-Warm
PEOPLE CHARACTERISTICS
• Express views clearly & frankly
• Reject political solutions
• Ask pertinent and searching questions
• Admit their lack of understand and knowledge
• Concentrate attention on what can be achieved
•Place high demand on others values and principles
•Demand high levels of achievement
• Avoid blaming others
• Are comfortable to own a problem

197. CUSTOMER PROFILING
HANDLING TECHNIQUES
• Prolonged searching for ideal solutions when the
acceptable is at hand
• A tendency to delegate rapidly followed taking over “to
show how it is done”
• They will change your best ideas to improve them-but at
the least they were acknowledge the idea as yours
Quadrant IV A&B
Warm-Dominant-Warm

198. YOUR BEHAVIOR STYLE
THE GAME

199. THE 5 BEHAVIOUR PATTERNS
1 Accommodating
2 Avoiding
3 Collaborating
4 Competing
5 Compromising

200. #1 Accommodating
You are wrong. You allow a better position to be heard
Issues are more important to others than to you.
To satisfy others & maintain cooperation.
To build social credits for later issues.
To minimize loss when you are outmatched and loosing.
When harmony and stability are especially important.
To allow subordinates to develop by learning from their
mistakes.
5 Behavior Patterns

201. # 2 Avoiding
When an issue is trivial or more important issues are pressing.
When you perceive no chance of satisfying your concerns.
When potential disruption outweighs the benefits of resolution.
To let people cool down and regain perspective.
When gathering information supersedes immediate-decision.
When others can resolve the conflict more effectively.
When issues seem tangential or symptomatic of other issues.
5 Behavior Patterns

202. # 3 Collaborating
To find solution when both sets of concerns are too important to
be compromised.
When your objective is to learn.
To merge insights from people with different perspectives.
To gain commitment by incorporating concerns into a consensus.
To work through feelings which have interfered with a
relationship.
5 Behavior Patterns

203. # 4 Competing
When quick, decision & action is vital (emergencies)
On important issues and unpopular actions
On issues vital to company welfare when you know you’re right
Against people who take advantage of non competitive behavior
5 Behavior Patterns

204. # 5 Compromising
When goals are important, but not worth the effort.
When opponents with equal power are committed to
mutually exclusive goals.
To achieve temporary settlements to complex issues
To arrive at expedient solutions under time pressure.
As a backup when collaboration or competition is
unsuccessful
5 Behavior Patterns

205. Behaviour styles
Competing
Shark
Collaborating
Owl
Compromising
Fox
Avoiding
Tortoise
Accommodating
Teddy bear
Uncooperative Cooperative
Unassertive

Attempting to
satisfy one’s own
concerns
Assertive
Attempting to satisfy others’ concerns

208. Objections are the signs of interest
And therefore …
A good thing???

209. Sorry!
Objections are a sign that there is a
mismatch

210. Objection handling
If you hear a negative reaction
Is it an objection?

211. Objection handling
Value objections …
What is the
Worth or Usefulness
of your product?

212. Objection handling
Capability objections …
What is the
Capability & Capacity
of your product?

213. If you can’t meet a need …
Ask why?

214. Unimportant
Low
Perception
of need
Perception of
capability
Important
High
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OBJECTION HANDLING

215. types of objections 4
•Value objections
•Capability Can objections
•Capability Can’t objections
•Non issues

216. Value objections
•Use SPIN
•Build value before solution offer
•Upgrade the need which has been
devalued or denied
•Avoid stating the solution capability

217. Capability Can’t Objections
•Acknowledge if you don’t have it
•Use need payoff questions and benefits
•Increase the value of the need you can meet
•Trade off against the first

218. Capability Can Objections
•Acknowledge the concern
•Demonstrate your capability
•Show proof dispel doubt

219. Non issues
•Don’t explore these!
•You risk turning them into real objections

220. Price objection !
“That price is ridiculous !”
… virtually every sales person encounters this
Directly or indirectly
The prospect suggests that the product is
A little out of line
Is ridiculously and unreasonably over priced

221. Price objection !
How do you deal with that?

222. Price objection !
A suggestion …
Challenge the prospect !
Ask him?
“The price (pause) is ridiculous?”
(Your voice inflection…make it sound like a question)

223. Price objection !
The challenge…
You are forcing him to defend his statement
Instead of you justifying the price
Quite a difference!
What?
One puts you in defense
The other puts you on the offence
The results can be substantially different

224. Price objection !
“The fear of loss close”
The fear of loss is greater than the desire for gain
Establish in his mind that he is safe in dealing with you
That he won’t lose money or face
But…
He will lose the product benefits
If he doesn’t buy

225. A buy of cosmetics !
“You or your spouse...”
Do you have unused cosmetics?

226. A discount sale !
“Worth it ? ”
Should you have paid the regular price?

227. “What is the price you paid? ”
What did it cost you?
“Cheap”!
It costs more !

228. “We’ve decided…it is easier to explain
price one time than…to apologize for
quality for ever ”

229. “Prospect has said no, he wont pay you
more for the product or service than he
feels it is worth ! ”
You persist!
Will he buy ?
You cant change or lower the price
But…you can dramatically the value

230. “Roleplays”

231. Counter strategies 9

232. 1
2
Know your walk away…
When under attack listen…
Counter strategies 9
Your price. Your terms. Your deliberables
… The least you will accept
More the variable ‘U’ have. More the options
… The better your options to close the deal
Focus on price &
…. ‘U’ increase animosity.
If custoemrs have locked into a position
Your brilliant arguments are of no good
When under attack.
Do no defend or counter attack.
It will generate heat.

233. 3
Keep the customer talking
Recap frequently
4
Assert your company’s needs
5
Counter strategies 9
New info will room for movement
Listening without defending will defuse anger
If ‘U’ are listening you’re not making concessions
Summarise helps maintain momentum
New issues are not raised at the last moment
It reassures customers ‘U’ are listening
Too much focus on customer needs
It can work against you
Bargaining requires dual focus
Solve the problem to satisfy both parties
Failure to assert company needs leads to
unnecessary concessions

234. 6
Commit a solution if it is certain to work
7
Save the hardest for the last
Counter strategies 9
Don’t dig into a position. Suggest hypothetically
Invite customers to search for the solution together
Don’t definitely agree unless overall deal make sense
… agree to ‘X’ provided ‘U’ agree on ‘Y’ & ‘Z’
Don’t start with the toughest
Resolve the easy issues it creates momentum
Discussing easier issues will cover additional variables
Customer may see value of exploring new approaches

235. 8
Start high concede slowly
9
Don’t get emotionally blackmailed
Counter strategies 9
Start with something ‘U’ can afford to lose.
Let them win. Praise his skill
Don’t be candid ‘U’ will get cleaned out
For every concession given get something in return
Begin by giving what customer values highly
but incremental cost to ‘U’ is low
Customisation. Quality. Convenience.
Preferred treatment. Credit. Service.
Concede in small increments. Take time.
Not taking time is money
Buyers use anger
3 ways to counter
Withdraw
Listen silently but do not reinforce
React & shift to non emotional issue

236. “I insist on” …try not to lay down the law !
Remember…

237. “An eye for an eye” …avoid it !
Remember…

238. “The wheels of diplomacy turn on the grease
of ambiguity”
…a little ambiguity may enhance a proposal !
And finally…
Main objective … not be conceded !
Small points …accommodate !

240. RESPONSIBILITY
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Personal
Organisational
Step 5
The acid test
Step 1
Step 2
Communication
options
Step 3
Communication
process
Listening
Step 4
EFFECTIVE COMMUNICATION MODEL
Communication
effectiveness

241. LORD GANESH JI
Lord Ganeshji’s big head inspires us to
Think big and think about the customer
The big ears prompt us to
Listen to the needs of the customer
The narrow eyes point to
Deep concentration to do what the
customer wants well and quickly
The long nose tells us to
Poke around inquisitively to learn
what the customer wants
The small mouth reminds us to
Speak less and listen to the customer
Worship Lord Ganeshji
Learn to worship your customer

242. COMMUNICATION
Quotable quotes…
“God gave us two ears and one mouth
It might be…
He intended us to listen twice as much as we speak”
The difference between you and me is only one of hearing
Where you hear a door close I hear a door open
The more noise a man or motor makes
The less power there is available
A soft voice is heard long after the shout
Gentleness is stronger than anger
The face, specially the eyes and the heart account for almost half of our
communication
If someone remembers your suit and not your smile then…
You didn’t smile enough

243. PERCEPTION

244. A matter of perception...
Young or old?

245. FLY
Do you see the arrow pointing downwards?
Can you see the monster?
THE PERECEPTION GAP !

246. Chicken? Lion? Dog?
Your perception

247. Perception & understanding of others
There has been a bad car
accident. The driver of the
car parked carelessly,
taking up two spaces, had
driven to the drug store to
get to a telephone to call an
ambulance and the police.
Any change in feeling? How
about your attitude toward
the driver?
It is a rainy night. But there are two
parking places directly in front of
the store that are occupied by just
one driver. The driver has left the
car at an angle with part of it in both
places.
Was the driver being considerate?
What are your feelings? What is
your attitude towards this driver?

248. COMMUNICATION

249. How well do you
communicate?

250. EFFECTIVE
COMMUNICATION
…Establishing the communication gap !

251. EFFECTIVE COMMUNICATION
Sender’s feelings
Were you understood?
Receiver’s feelings
Did you understand?
…your frustration level!!
You can not ask questions! You can not clarify!
How do you feel?

252. INFORMATION & PERCEPTION
Your brain…it is bombarded by...
Experiences Dreams
Expectations Desires
Hopes Fears
...Learning experiences
What you think you see is perception It is determined
by your state of mind
Influenced by…
Alert / fatigue
Angry / calm
Drunk / sober

253. LEARNING EXERCISE
Imagine a good communicator
...List his/her characteristics
Need development…..Excellent
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
1 2 3 4 5 6 7
1 2 3 4 5 6 7
1 2 3 4 5 6 7
1 2 3 4 5 6 7
1 2 3 4 5 6 7

254. Communication consists of…
COMMUNICATION
YOUR MESSAGE YOUR BODY
LANGUAGE
YOUR LISTENING
ABILITY
-CLOTHES YOUR WEAR
-GESTURES
-EYES EXPRESSION
-TONE OF VOICE
-BODY LANGUAGE
13% + 80% + 7%

= 100%
It is not what you say but how you say it!

255. Communication
Your body language!

256. NON VERBAL
COMMUNICATION
NON VERBAL BEHAVIOURAL ASPECTS
Eye contact
Hand shake
Environment
Body space
Body
posture
Facial
expressions
Gestures
Voice
Dressing
style
Timing

257. The Eyes
Dilated pupils signify:
Little light, great interest, honesty, frankness, openness, sexual interest,
consumption of alcohol, relaxation and well being
Contracted pupils signify:
Lack of interest, distrust, hatred, hostility, dissatisfaction, fatigue, stress, sorrow, hang
over, consumption of certain drugs.

258. Head and shoulders
A raised head
A raised head signifies openness, interest, winner attitude, control over the situation
A lowered head
A lowered head indicates
doubt, defeat, contempt,
dissatisfaction, fear and
insecurity.
A tilted head
A tilted head side ways
means interest, curiosity
or flirtation.

259. REMEMBER…
If you are reading the customer’s body language
The customer is reading your body language
If you
Raise your shoulders
Blow your hair
Seem impatient
Speak with a tired or bored voice
The customer can easily think that you are not
interested in your job
If you don’t control the situation
You are not likely to make the sale

260. Read the face
The face is the most expressive part of a person.
The shape of the mouth and the angle of the eye brows are expressions of
Moods, feelings, sorrow, happiness, anger, hostility, doubt.
Are you a good face reader?
What are the feelings and moods?
A B C D E
F HG I J

261. Read the face
Answers
A B C D E
F HG I J
Indifferent Very sad Happy Childish Poker
Sad Very angry Naughty Bored Suspicious

262. RESPONSIBILITY
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A
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Personal
Organisational
Step 5
The acid test
Step 1
Communication
effectiveness
Step 3
Communication
process
Listening
Step 4
EFFECTIVE COMMUNICATION MODEL
Communication
options
Step 2

263. A
U
D
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O
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Y

L
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LEARNING PREFERENCE
SEEING
HEARING
DOINGIDENTIFY YOUR STYLE!

264. LEARNING PREFERENCE
Find the one that best describes you
I learn best when…
1. I can watch a video
2. I hear a lecture
3. I get on the job training
I can assemble something best when...
1. I have printed directions
2. I can listen to a tape of directions
3. I watch someone else assemble the item first.
I am most successful with a new computer function when...
1. I can read the manual
2. There is music playing during class instruction
3. An instructor lets me try it several times
When driving I like to...
1. Look at my surroundings
2. Listen to music or tapes
3. Enjoy the experience of driving
I often hear myself saying...
1.” I see what you mean.”
2. “This sounds great.”
3. “I feel good about this.”

265. RECOGNISE LEARNING PREFERENCES
How to recognise the visual learner.
V
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•“I see.”
•“Please show me.”
•“May I read the instructions?”
Tips for connecting with the visual learner
•Build reading or viewing into the presentation
•Have printed directions (job aids)
•Provide documentation
•Follow up with a written letter
•Use:
-Printed lists
-Graphics
-Charts
“Visual learners take in a lot of information but may not be able to do anything
with it unless a written or very structured action plan is shown to them.”

266. RECOGNISE LEARNING PREFERENCES
How to recognise the auditory learner.
•“I hear you.”
•“This sounds great.”
•Notice this learner listens to a lot of music
•This learner notices and enjoys rhythm.
Tips for connecting with the auditory learner
•Use lectures and discussions
•Make sure the presentation content is clear
A
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267. RECOGNISE LEARNING PREFERENCES
How to recognise the kinesthetic learner.
•“How do I do this?”
•“I feel…”
•“Could I try this now?”
Tips for connecting with the kinesthetic learner
•Use “on-the-job” training
•Minimise use of printed materials
•Include hands-on activities and role-plays
•Have patience with errors
K
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268. RESPONSIBILITY
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Personal
Organisational
Step 5
The acid test
Step 1
Communication
effectiveness
Listening
Step 4
EFFECTIVE COMMUNICATION MODEL
Communication
options
Step 2
Communication
process
Step 3

269. SENDER ENCODING
CHANNEL
FEEDBACK RECEIVER DECODING
M
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MESSAGE
MESSAGE
MESSAGE
Message received is rarely sender intended!
THE COMMUNICATION PROCESS

270. SENDER
Knowledge
Skill
Attitude
Social-cultural system
MESSAGE
Content
Codes/symbols
DISTORTION
APPREHENSION
Undue tension and anxiety
about oral/written or both
RECEIVER
Prejudices
Perceptual skills
Knowledge
Attention span
Attitude
Social-culture
Accent
CHANNEL
THE COMMUNICATION PROCESS

271. THE DISTORTION FACTORS...
•Choice of symbols
•Content
•The channel
•Prejudices
At sender point:
Knowledge Cultural background
Skill Perceptions
Attitude
Through the medium:
Visual Written reports
Oral E-Mail
Whilst Encoding & Decoding:
Retranslation
At receiver point:
Knowledge Cultural background
Skill Perceptions
Attitude
•Knowledge
•Perception
•Attention plan

272. CHOICE OF CHANNEL CONTD.
The rich! The poor!
The richest channel
“Face to face”
It transmits the maximum amount of information
Words Intonations
Posture Immediate feedback
Facial expressions Personal touch
Gestures
The poorest channel
“Bulletins”
Impersonal written media
This is the poorest form !

273. CHANNEL CHOICE DEPENDS ON…
•The message
•Complexity
•Urgency
•Its importance
•Formal or informal
•Intimacy
•Anxiety
•Fear
•Your emotional expression
QUALITY TRANSMISSION DEPENDS ON…
•Skill
•Attitude
•Knowledge
•The social cultural system

274. Pitch
VOLUME
Tone & Tune
Pace
Vary it
Keep it up !
A flat tone puts people to z z z z z
A mumbling delivery
…makes you seem unsure

Turn up the amplitude dB and frequency Hz
VOICE
 

275. VOICE
Speak too softly
Swallow your words
Running out of breath
Audible pauses
Speak too rapidly
Unwavering voice tone
W H I S P E R
“Umms” “Errs” “Well”
Þßæ

Þßæ


“What I mean is…”

 
THE DON’T’S

276. ACTIVITY
Starting with Monday
Recite the days of the week aloud
Starting with January
Recite the months of the year
Inject as much colour as you can
Monday
Tuesday
WEDNESDAY
Thursd
ay Frid
ay
SATurday
SUNDAY
> Speak louder
< Speak softly
// Long pause
/ Short pause
Emphasise the point

277. Alertness
Expressions
Naturalness
Pleasantness
Distinctness
A good voice...

278. Alertness: Show that you are wide awake,
ready to help
Expressions: Talk at a moderate rate and
volume, but vary the tone in your voice.
This will add up to what you say.
Naturalness: Use simple language. Avoid
technical terms (jargon) and slang.
Pleasantness: Put a smile in your voice
and sound welcoming
Distinctness: Speak clearly and concisely
Send a positive attitude by the
SOUND OF YOUR VOICE
Qualities of a good voice

279. •Articulation
•Clarity
•Warmth
•Friendliness
•Courtesy
•Charm
•Persuasiveness
USING THE SPOKEN VOICE: THE CRITERIA

280. USING THE VOICE FOR IMPACT
The 4 P’s
Project your voice
Pronounce carefully
Pause frequently
Pace varied

MERK
Modulate the tone
Emphasise certain parts
Repeat key words
Keep eyes away from notes

281. ACTIVITY
...How would you invite someone
•Who you don’t like?
•You disagree with?
•Who’s boring?
•Who’s interesting?
COMMUNICATIONS BARRIERS AND
MEDIUMS

282. RESPONSIBILITY
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Personal
Organisational
Step 5
The acid test
Step 1
Communication
effectiveness
EFFECTIVE COMMUNICATION MODEL
Communication
options
Step 2
Communication
process
Step 3
Step 4
Listening

283. LISTENING

284. ACTIVITY
THE CHINESE WHISPER

285. A Road Accident!
“A car was travelling from Delhi to Agra.
A bus was coming from the opposite
direction. The bus hit a culvert and then
the car on its right side. The car wen off
the road and hit a electric pole. The driver
fractured his left leg. The bus hit a truck
coming from the other side. The bus
driver died on the spot. The truck driver
was rushed to hospital.”

286. +
-ve listening
ve listening
Or

287. Writing
9%
Listening
40%
Talking
35%
Reading
16%
LISTENING-THE MOST IMPORTANT
Most often used for learning
More than reading, writing or speaking

288. Writing
9%- 12 years of training
Listening
40%-0-1/2 years of training
Talking
35%-1-2 years of training
Reading
16%- 6-8 years of training
LISTENING
We receive almost no formal training in how to listen

289. THREE LEVELS OF LISTENING
Empathetic
listening
Hearing the
words
Tuning in and
tuning out

290. LEVEL 1 OF LISTENING
•Listen in spurts
•Somewhat aware
•Pays attention to self
•Listens, no response
•Fakes attention
•Thinks about unrelated matters
•Makes judgements
•Forms rebuttals or prepares advice
•Thinks of what she wants to say next
•Displays a blank stare
•Wants to talk not listen
Tuning in and
tuning out

291. •Stays at the surface level of communication
•Makes little effort to understand what the speaker really
means
•Listens logically
•Listens with concern about content but not feeling
•Remains emotionally detached
•Leads to dangerous misunderstandings because listener is
only barely concentrating on what is said.
… Appears to be really listening
LEVEL 2 OF LISTENING
Hearing the
words

292. •Conveys listening ability both verbally and non verbally
•Does not judge the talker
•Puts self in the other person’s place
•Is caring
•Tries to see things from the other’s point of view
•Is aware
•Is in this moment
•Pays attention to the person’s total communication, including
body language
•Suspends own thoughts and feelings and listens completely
… Listens from the heart
LEVEL 3 OF LISTENING
Empathetic
listening

293. What is your most common level of listening ?
___________________________________________________________________
___________________________________________________________________
What can you do to improve your listening?
___________________________________________________________________
___________________________________________________________________
THREE LEVELS OF LISTENING-ACTIVITY
How often do you listen at level 1?
__________________________________________________________________
___________________________________________________________________
When?
__________________________________________________________________
___________________________________________________________________

294. The verbal content
Receiver
The narrow
band
The wide
band
Posture, facial expression
Hesitations, silences
Emphasis, inflexions
Tone and pitch of voice
Things left unsaid
Emotional undercurrents
Sender
LISTENING ON THE WIDE BAND

295. ACTIVE LISTENING
What’s in a name?
You meet a person…
Why do you forget his name?
Distraction
…wondering what sort of person he is
•Physically attractive or unappealing
•Bright or unintelligent
•Interesting or dull
•Likes us or not
•Attracted to us or not
These messages distract
Distraction prevents you from remembering
Introduced only moments ago
And you forget his name

296. LISTENING
When I ask you to listen to me…
And you start giving advice
You have not done what I asked.
When I asked you to listen to me…
And you begin to tell me why I shouldn’t feel that way,
You are tramping my feelings.
When I asked you to listen to me…
And you feel you have to do something to solve my
problem,
You have failed me-strange that may seem.
Listen! All I asked was that you listen
Not talk or do-just hear me.
Advice is cheap

297. Perhaps …
That’s why prayer works,
Because God is mute, and He doesn’t yell
But he DOES listen!
So…
Please listen and just hear me.
And if you want to talk, wait a minute for your turn
And I’ll listen to you.
LISTENING

298. LISTENING ASSESSMENT EXERCISE
Your colleague is speaking to you. He requires a response. Tick the
response that comes closer to what you would say in the situation.
You are not looking for right response or how you would like to
respond, but how you would, in fact, respond to people in these
situations.
.‘I don’t know what I’m going to do. I’m making all kinds of mistakes, and I know my
boss is unhappy with me. He’s already shouted at me twice.’
a) ‘Why do you make mistakes?’
b) ‘Why don’t you tell your boss how you feel?’
c) ‘It’s unpleasant to have someone shout at you when you make mistakes’
d) ‘Perhaps you boss has good reason to shout at you. You should do something about making so many
mistakes.’
.‘The company policy is supposed to be to hire from within the company. And now I
find out that this new guy is coming in to replace my boss. I had my eyes on that
job; I’ve been working hard for it. I know I could prove myself if I had a chance. Well,
if that’s what they think of me, perhaps I’m not wanted.’

a.)‘It can be disappointing when the company seems to have forgotten about you hiring outside the
company, especially when you put a lot of hard work into your job.’
b.) )‘May be your qualifications don’t compare with those of the new man’.
c) I would make sure they know your view and let them know your interest in advance.’
d) )‘Did they discuss it with you at all?’

299. .“My superior often makes mistakes and has me handle the situation for him. This way he
avoids confronting the issue directly. To add insult to injury, he says to me, “It’s your fault,
you should watch for these mistakes,’ but they are really his errors…’.
a.) ‘I wouldn’t let anybody treat me in that way’.
b.) ‘You deeply resent the way your boss passes the blame to you for his mistakes, but you’re not sure what exactly
you should do about it.’
c) ‘What kinds of mistakes does he ask you to cover up?’
.“My superior often makes mistakes and has me handle the situation for him. This way he
avoids confronting the issue directly. To add insult to injury, he says to me, “It’s your fault,
you should watch for these mistakes,’ but they are really his errors…’.
a.) ‘I wouldn’t let anybody treat me in that way’.
b.) )‘You deeply resent the way your boss passes the blame to you for his mistakes, but you’re not sure what
exactly you should do about it.’
c.) ‘What kinds of mistakes does he ask you to cover up?’
.‘It happens every time the manager appears in my department. He just takes over as if I
weren’t there. When he does something he doesn’t like, he tells the employee what to do and
how to do it. The employee gets confused, I get upset and finally he leaves. I’m responsible
to him, so what can I do?
a.) ‘You should discuss your problems with your boss.’
b.) ‘When did this start to happen?’
c,) ‘The boss must be the boss, I suppose, and we all have to learn to live with it’.
d.) ‘It upsets you that your manager takes over and gives conflicting directions. You’re not sure what would be the
best way to confront him, on this matter.’

300. HEARING VS. LISTENING
What’s the difference?
Hearing is… Listening is…
A purely physical function
A mental and emotional experience
…uses logic and feelings
A simple activity
…you just hear sounds
A complex activity
…requires analysis, interpretation,
translation
Automatic; doesn’t take effort
Requires dedicated effort attention
and long-term concentration
A natural function
…unless hearing is impaired
A learned skill
Can take in all sounds
combined
Isolates sounds, looks for specific
meanings and ideas
Easy Can be difficult and tiring
Everyone who can, hears Few people are excellent listeners
A prerequisite for listening.
It has no intrinsic value
Listener enjoys what’s being said.
He gets valuable information from it
Yields personal and career benefits

301. Its not about what you say
Its about how you say it !

302. Hear what the prospect is saying
Not just what he says

303. The same words but with a change in your
voice inflection you can make those 8
words say different things

304. So…
Did you?
Hear what the prospect is saying
And…
Not just what he said

305. One sentence …
The same 8 words
can mean 8 different things !
“I did not say he stole the money”
That’s a simple factual statement

306. “I did not say he stole the money”
Implies that it was said, but by someone else

307. “I did not say he stole the money”
A vigorous denial that you said it !

308. “I did not saayy he stole the money”
Hints that you might have implied it
But you did not say it

309. “I did not say he stole the money”
Implies that someone other than the accused stole
the money

310. “I did not say he stole the money”
You hint that the accused might have “borrowed”
the money but he didn’t actually steal it!

311. “I did not say he stole the money”
Implies that he might have stolen some money but
not the money

312. “I did not say he stole the money”
Suggest that he might have stolen something but
certainly not the money !

313. SOME TIPS...
Always follow the order …
Hear, Understand, interpret and respond
Don’t jump from ‘Hear to Respond’
Focus on understanding someone’s meaning
Formulate your response only thereafter.
Avoid interrupting people.
Wait until they have finished making their point
Ask open-ended questions
Draw out the person’s thoughts and feelings
Use phrases beginning with ‘what’, how’, ‘explain’.
Attend to the feelings and the content of the
message.

314. Avoid close-ended questions
Answered with a “yes” or a “no”
Use your knowledge of non-verbal behaviour.
Assess the person’s feelings
Sit or stand squarely facing the other person.
Lean forward to show interest.
Look and be interested.
SOME TIPS...

315. WHY SHOULD YOU LISTEN?
Learn
Win friends
Solve problems
Resolve disagreements
Better work and more cooperation
Make better decisions
Help you perform better
Prevent potential trouble
Time to think
Convey: I love you,… I respect you,… I accept you,
… You are important
Nature has intended us to listen twice as much we talk

316. Not just hearing
•Resist distractions
•Suspend judgement
•See the customer’s point of view
•Understand the customer’s feelings
•Show that you are listening
•Remember what the customer says
SEE
UNDERSTAND

317. •Maintain eye contact
•Be in receptive posture. Lean forward.
•Stop talking! No interruptions.
•Put the talker at ease
•Look and act interested
•Do not criticise
•Empathise
•Ask questions
•Have patience
•Paraphrase
Good listening tips...

318. Listen. Ask questions. Restate.
•Understanding skills help you see the
customer’s point of view
•We need to understand before we provide help

319. ‘RED BUTTON’
Strong emotions. They are barriers.
If you are…
Angry
Anxious
Upset
…It will tie your tongue and block your ears
This is the red button effect
It triggers an emotional reaction
A powerful reaction.
A reaction which overwhelms you.

320. GREEN FLAG
Flattery! It appeals.
The WIIFM factor
An emotional trap!
People will…
Praise you
Complement you
Flattery…
It will lower your defense guard
Make you misinterpret the communication
Postpone listening to emotionally charged messages.
Calm down!

321. DISMISSIVE LISTENING
•Make up your mind
What is the other person trying to say
•You pay attention only to information
Information which confirms your impression
You dismiss everything else as irrelevant

322. JUDGMENTAL LISTENING
You pass judgement on somebody’s message
much before it has been said
Judgmental listening it prompts us to fit people
into convenient pigeon holes

323. DIAGNOSTIC LISTENING
Identify…
True feelings
Motives
Needs
Pay attention to…
Voice tone
Expressions
Gestures
Postures
Use the PIN approach
‘P’ – Focus on the Positive
‘I’ – Focus on the Interesting
‘N’ – Negative aspects only come last

324. Repeat what you have just heard
Reconfirm what you have understood
It will avoid errors
Clarifies implications
REFLECTIVE LISTENING

325. Put yourself in the other person’s shoes
EMPHATIC LISTENING

327. Empathy
Put yourself in the customer’s shoes

328. Empathy
It is an action of understanding

329. Empathy
It is … being aware of

330. Empathy
It is … being sensitive to

331. Your empathy: Express it !
Let them know …
•You hear and understand their feelings
•Express feelings when the customer is frustrated or anxious
•Paraphrase customer concerns
•Demonstrate a focus on the customer’s problem
Use phrases like…
“I understand…”
“I am sorry that you…”
“I would be frustrated too if…”

332. When expressing empathy
The Feel Felt Found Method
Say …
“I understand that you feel …frustrated, angry etc.”
“I felt that way when I was in a similar situation”
“I found that if you … (start directing the customer to a solution)”
Empathy does not mean…
•Agreeing with the customer’s opinion
•Apologising for yourself
•Giving customers whatever they want.

333. When expressing empathy
The Feedback Method
Ask the customer for a feedback
Example:
“How does that answer your questions?”
“How’s that going?”
“Is that clear?”
“Are you familiar with that?”
“Have you done this before?”
“Any questions about what we talked so far?”

334. IMPACT OF FEEDBACK
Negative and positive feedback will result in…
DEFENSIVE
•Denial
•Rationalisation
•Projection
•Displacement
•Quick acceptance
•Withdrawal
•Aggression
•Humour
•Competition with authority
•Cynicism
• Intellectualisation
•Generalisation
•Pairing
CONFRONTING
•Owning
•Self-analysis
•Empathy
•Exploration
•Data collection
•Expressing feelings
•Help seeking
•Concern
•Listening
•Positive critical attitude
•Sharing concern
•Experimenting
•Relating to group
Results in a Results in an
conflicted self integrated self

335. THE BARRIERS...
# 1 Your message contains errors
Pronunciation of words
Wrong usage of the word
Improper understanding of the facts
These can significantly alter your intended message
# 2 Your message contains ambiguities
Words have more than one meaning
Some typical newspaper headlines…
George Fernandes flies back to front
Does George Fernandes know how to fly!
Can he fly back to front!
American tourist critical…
If the American had been critically injured
He would not have been critical, he would be furious!

336. # 3 Messages is misinterpreted
It is not so much the words which lead to message misinterpretation
It is the context in which it is spoken
# 4 Message is misunderstood
You incorrectly assume that your listener has knowledge of a vital piece of
information. Lacking this information they can not understand your
instructions.
# 5 Key points are forgotten
What you say first and what you say last gets most remembered.
Key points in the middle get lost.
# 6 Message interpretation
Listeners hear not what was said but what they thought was said. Their
experiences, backgrounds, biases and emotional state influences their
ability to interpret.
THE BARRIERS...

337. Finally…
COMMUNICATION & REMEMBERANCE
WHAT I WANT TO SAY
YOU NEVER GOT TO SAY
WHAT YOU WANT TO SAY
THIS IS WHAT YOUR
CUSTOMER HEARS
THIS IS WHAT HE
UNDERSTANDS
THIS IS
WHAT HE WILL
REMEMBER AFTER
I AM GONE