Face to Face

On meeting a partner, prospect, client, or any other professional contact, through the irony of selfishness, our focus should include helping that person where possible.

Always be on the look out for opportunity to profit personally from servicing others. That is the nature of honest business. Solving problems where they exist.

However…

"Getting me to acknolwedge that there is an opportunity or a problem won't necessarily be easy, because I'm suspicious of your motives. First you must make me feel comfortable. Perhaps ask what's going well. Give me some new information. Tell me what my competitors are up to. Tell me what you've been doing for other companies like mine. Find a way to be helpful to me." David Maister

More notes from David Maister…

Give me an education… Don't be afraid to float high-risk ideas early (just an idea). Demonstrate your creativity.

While I want you to know my industry, don't patronize me by trying to tell me what's going on in my busines. Instead of saying 'Here's the three most important things happening in your industry, say 'our experience suggests that these are the three most important hings. Do you agree?' If I agree with you, fine. If I disagree, we can have a conversation. To avoid coming across as arrogant, partonizing, and pompous (common experience with professionals), turn your assertions into questions. By doing so, you convert possible signs of asssertiveness into evidnece that yu'll repsect my opinions, inovle me in the thinking process, and be sensitive to the need for a congenial relationship.

If you say it, I can and will doubt you. If I say it, it's true.

The key talent in good selling is being good at getting me, the client, to reveal my problems, needs, wants and conerns. If I'm talking, telling you about my compay and my needs, you're ahead: If you're talking you're losing. Porfesionals talk to o much. Ask good questions and listen.

Demonstrate your sensitivity. don't ask me 'what are your problems'. Ask me 'what don't you have time for?'.

Don't rush to give me a singular, concrete answer as to 'your firm's approach'.

Give me reasons and reasoning I can use when I consult with my superioris and colleagues. Instead of reasing for a sale every meeting, make your objectives one of making progress in our relationship.

The sale will be made in the face to face time we spend together.

I give great weight to how flustered you get when I ask hard questions.

I want you to prove that you can listen, and the ability to depart from yoru script when I throw a curve ball (and I'm going to).

Don't tell me I shouldn't be concerned about that: I've just told you I am converned. Acknolwedge what I said as a valid concern.. I'll let you rephrase and soften it, but make sure you check for my acceptance of your rephrasing. Then give me an answer, and ask me whether I accept your answer.

There is an old saying about doctors that they 'get fascinated with the disease, but are not interested in the patient'.The key is empathy – the ability to enter my world and see it through my eyes.