You'll Never Get What You Want, Until You Ask, & Close The Deal!

Everything we do in life involves the sale of either a product or a service. While many professionals often cringe at agreeing with that premise, the reality is that in some manner or other, each of us need to sell either ourselves, or someone else, on either an idea, a service or a product.
Having trained salesman and marketers, as well as their managers, for over three decades, I have observed innumerable individuals who never achieve the results that others, who often appear to have less talents or abilities, end up with. Many marketers and salespersons make the mistake of painstakingly preparing and rehearsing their presentations (or "shpiels"), and often give a technically near-perfect presentation. However, often others with lesser presentations end up with far superior results.

The main reason for this often is something that is referred to as "closing," or "the close," or "the ask." When someone does not ask the person he is presenting to for some sort of commitment or agreement, he rarely will get it volunteered. Effective and productive presenters realize that one must ask something like, "Doesn't it make sense?" and wait quietly for a response before proceeding.
When these same people role play, or rehearse their technique, they nearly always do close. Then why don't they when the real opportunity comes up? At one point, I over-analyzed this situation nearly to death. I "bought into" all the philosophical "mumble-jumble" that is given by those without true experience or expertise, who have simply read or heard something somewhere. However, over time, I have come to a very simple reason why closing is not done in real-time situations. Many individuals have difficulty going outside their own personal comfort zones, to ask for the "sale" or "deal" or "agreement." When one does not ask, they almost never get to the "deal" stage.

The same is true in negotiations. I have conducted hundreds of negotiations in the last three decades. One only has a chance of getting any type of adjustment or concession during a negotiation if you ask openly for what you want.

Therefore, it is important that each of us understand that it is not the presentation that counts, as much as the "close." If you really want something, you must ask! Too many of us make excuses, and blame others when we do not achieve our objectives. Achieving objectives is very often dependent upon taking personal responsibility and doing what is necessary to get it done.

What Ever Happened to Customer Service?

In the "old days," when many stores in numerous industries were what we would consider "mom and pop" stores, whenever you entered the store, you were greeted by your name, and often you would enjoy some personal time conversing with the owner. In today's world of few small stores and many large stores, much of that personal touch is ignored, and there seems to have been a departure from the concept of serving the customer and his needs. However, this also appears to be the case in many service - oriented businesses, where digital communication has often overtaken personal service!

In my town, there are a number of cleaners, some large and some much smaller. While the larger ones are often lower priced and have faster turnaround time, I still prefer using a small "Chinese Laundry" that has been in this area since 1947. Every time you go in, they know who you are and they chit-chat just enough (Enough to be friendly and welcoming while not so much as to waste your time). As you enter, even before you hand in your Claim ticket, they are already retrieving your cleaning, and pay particular attention to detail. While I would be very hesitant to bring some of my better custom made shirts to the other cleaners, I don't hesitate to bring my shirts here. They combine superior customer service with quality.

When I go into my favorite cell phone store in town, they fully understand and cater to my needs. They are patient when I don't understand something or one of my kids invariably lose or destroy their phone. They never try to "nickel and dime" me to death, and I never hesitate to refer others to them. Contrast that with the cell phone store nightmare stories that I have heard from others where someone tells me about the great "deal" they were offered, only to vehemently complain shortly thereafter when the inevitable complication or problem occurs. I know that my store, which has been in business far longer than most in its industry, does more business, more repeat business, and is more successful than most of the others. Their commitment to their customers is what sets them out from the rest.

Many of us have heard auto mechanic horror stories, how someone was either lied to, overcharged, charged for something that wasn't needed or done, or given shoddy service. Again, in my town, I have been fortunate enough to have found an honest mechanic who stands behind his work, and goes the extra mile for his customers. While my mechanic may or may not always be the least expensive, to me having the peace of mind and honest service is far more important than shopping around simply for price. Why aren't there more like these?

When you have dealings with a Realtor, financial adviser, or consultant, do you appear to be receiving personalized service, or simply made to fit into their preferred system? How quickly are your phone calls, emails or texts, responded to? If they make excuses later, rather than responding quickly, you are probably not receiving the service you deserve!
 
All of us have gone into stores, offices, department stores, warehouse stores, etc., where we are either unable to find any assistance, or the assistance is rude, pushy or otherwise unpleasant. Smart stores, regardless of their size, understand the importance of customer service, yet few make it the priority it is. Just think about that the next time you are placed on hold with a recording that tells you to type in your account number, etc., only to be asked all that same information once you are "lucky" enough to get a live person on the other end of the line.

Those That Don't Know, Should Reserve Comment, Until They Do!

There is very little as aggravating to a professional consultant than when ill-informed individuals find it irresistible to offer their opinions on issues that they have little to no knowledge. Perhaps the most aggravating is when these individuals banter around numbers, financial figures, or analysis based on incorrect or faulty premises. One of the major "problems" with using data or numbers, is that it often follows the computer rule of "junk-in, junk-out." All too many untrained individuals either misinterpret data, or do not actually understand it, yet find it seemingly impossible to "remain on the sidelines" when they have nothing to offer.

As a professional negotiator and conference/ convention/ event planner/ organizer for more than three decades, it is even more aggravating dealing with these types of individuals, because their momentary lapses in judgment, are so often extremely detrimental to achieving optimum results. A quality, professional negotiator understands, almost to a science, what needs to be negotiated, and what is realistic and fair to ask for. Asking either too much or too little can be potentially equally disastrous to getting the best results in a negotiation. The opinions and interference caused by often well - intentioned, yet nearly clueless individuals regarding conference/ convention/ event planning and organization, can cause poor planning, lack of preparedness, efficient time utilization, etc.
Prompt responsiveness is essential in many aspects of various dealings. While professionals generally understand and appreciate this necessity, others often procrastinate or delay, which in many instances, causes cost overruns, inadequate or proper planning, and lack of necessary and proper attention to detail.

One of the most overused terms by these types of individuals is "micromanagement." It seems that whenever someone tries to explain away a lack of preparedness, they say they don't want to micromanage. To make it even worse, many of these individuals become "defensive" and object to receiving input, because they claim that they "refuse to be micromanaged." What does that mean? If one does not give feedback that is necessary to remedy and correct errors, the professional is neglecting his duties. Yet, the same individuals that are so woefully inadequately prepared in terms of understanding necessary issues, will complain that giving them input is micromanaging.
If all volunteer leaders were so well prepared in all necessary aspects, then there would be no need to utilize the services of a professional consultant. Unfortunately, however, most individuals that ascend to positions of organizational leadership are often not prepared. While it might be considered somewhat harsh to refer to many of these people as "clueless," that is often the case. Many of these well - intentioned individuals are in way over their heads.

This will continue to happen as long as organizations do not recognize that training is so essential for leaders. Organizations using professionally designed and administered leadership training programs generally experience far better leaders, and evolve successfully.

"Selling," & "Being In Sales," Are NOT The Same!

Carefully observe, and beware of anyone that responds that he is in sales, when asked what he does for a living! It is important to understand that there is a significant difference between selling and merely being in sales. While many individuals are in positions of sales, they are not all actually selling in a professional and impactful manner. If you are involved in any form of sales (and remember that nearly everything we do is selling, either a product, a service, or ourselves), you should ask yourself some pressing questions: 1. Are you prepared?; 2. Are you a closer?; 3. Is your technique professional? One of the best salespersons I have ever met had a cartoon pasted on the back of his office door, that he referred to constantly. It showed a man badly in need of a shave and looking disheveled, and the caption was, "Selling is like shaving. If you don't do it every day, you're a bum!"

1. Professional sales means committing to preparation, thus enhancing and potentiating one's techniques and seamless efforts. When this is done, it often does not even appear to be selling, but becomes second nature, seems effortless, and is automatic. Mere selling means trying to make a sale, often appears desperate or pushy, and often looks merely robotic, somewhat forced and generally artificial and scripted.

2. Are you a closer? This means do you consistently ask the other person for a commitment, some action or commitment? Being a closer often means that you close your presentation merely by saying something like, "Doesn't it make sense?," and waiting for a response and "writing up an order." Are you able to transform a high percentage of your presentations to sales (or commitments, etc.)? Is your closing percentage better than average, and are you able to close the deal while others often are unwilling to persevere?

3. How is your sales technique? Is it technically sound? Do you seem confident without appearing either smug or overly pushy? Do you look forward to handling and responding to objections and/ or concerns expressed by those you present to? Does your presentation move forward like a quality story does, with a beginning, middle and end, that begins by making others interested, motivating them to listen and care more, and then transform that to taking the action you desire? In other words, is your presentation both impactful and meaningful enough that others "see the light"?

Don't think that simply holding a position in sales mean you are involved in selling! While being in sales merely describes your position, selling involves a proactive, strategically arrived at, position!

Do You Create Your Own Stress?

There is adage that we are often our own worst enemy for a very important reason, which is that it is all too often true! While many will say that stress is often unavoidable, it should be understood that one person treats and reacts to as stress, another views as merely one of life's challenges, and decides not to permit these obstacles to get in his way. More often than not, we let potentially stressful circumstances control us, rather than maintaining control over them. Personal stress is often intensified because many spend more time and effort worrying about what might go negatively, or what might go wrong, than focusing on best alternatives, methods, and approaches. Indeed, it is our perception that often creates our attitude, and when negativity out - battles our positivity, we resort to debilitating behaviors and fixations. Those that dwell in possible negatives inevitably bring on what they most fear.

1. What is achieved by dominating worrying? Instead of being helpful and productive, when we permit our worry control our mindset, we shrink away from taking timely, needed and production action. While the adage that whatever our mind can conceive of and believe in, it can achieve, the opposite is generally also fact. Therefore, when our mind focuses on our fears and what might go wrong, we generally open up the floodgates for it to come pouring through.

2. Our level of harmful or debilitating stress is related to our personal attitude. The more we approach life from the positive, the better we are capable of handling and growing from our stresses. When the Nobel Prize Winner Dr. Hans Selye discussed stress, he referred to debilitating or harmful stress, which is non - productive, versus eustress, which is when we use things that happen or might occur, learn from them, and become even better and stronger. Strength of character is nearly always directly related to the level of our positivity of attitude.

3. Avoid dwelling on the negatives! Instead of being a victim of the paralysis of reality and perceptions, our best and most productive approach is invariably focusing on ways to get things done, and overcome obstacles, rather on how those negatives and potentially stressful scenarios might cause problems. The strongest individuals never perceive problems, but rather believe in challenges that the right alternative and approach will overcome and defeat.

Don't live your life as a victim of what might be! Instead, move forward by planning and taking productive steps to determine your own destiny.

Being A Good Team Player, Does NOT Mean Blindly Following & Obeying

There is an adage that "there is no I in team," and while an over-simplification, is often the essence of effectively getting a project done, and done well. Many people confuse being a "good team player" with not taking any individual initiative. "Team players" that follow that kind of behavior rarely benefit their team of organization, but merely are often using the "team player" concept as a justification for not doing what's expected or needed of them. A good "team player" works with others in the group toward a common goal or vision, and each individual works either alone or with others toward the satisfactory completion of certain goals. However, being a "team player" certainly does not mean that an individual should "blindly" agree with others, if he has good reason to believe that he is right, and that their decision is neither well thought-out, nor beneficial to the organization.

In order to be a good "team player," one must understand the organization's needs, mission and vision. The individual must listen carefully and fully "buy into" the organization's significance. This individual must subordinate his own ego to the good of the group, and use his abilities to help the group. If the individual disagrees with the way the organization is going about achieving its goals, either believing the current methods being used are either incomplete, ineffective, or could be improved using another technique, it is the responsibility of that individual to respectfully approach the group and voice his concerns. This does not mean blaming anyone and certainly does not mean bead-mouthing anyone or anything. It means effectively explaining his case, and why changing the approach will improve the effectiveness and ability to achieve the organization's goals.

Unfortunately, all too often, individuals will accuse someone who disagrees with them of not being a good "team player." Very often, there is nothing further from the truth! If one really cares about an organization's mission, he will attempt to improve its ability to successfully achieve its goals, rather than simply following the less effective "status quo."

There is a big difference between trying to improve an organization to make it more effective, and making radical changes that changes the organization's identity, often abandoning the mission (or reason for being) of that organization. There is a clear and distinct difference between evolution and revolution. All organizations need to evolve and adapt to changing times, by improving the way certain things are done. Organizations that do that live on for a very long time, and continue to achieve and merit belonging. As I've evaluating numerous organizations over the last three decades, I have noticed that in most cases, organizations that follow the "revolutionary" approach nearly always fail, because many of their most loyal and fervent followers and supporters feel a sense of abandonment, and the reason (justification) for the organization's existence (which is its mission) no longer continues in a recognizable form.

Organizations need "team players," while nurturing leaders who have the vision to work with members for the common good of that organization!

If You Want Your Goals To Make A DIfference, Write Them Down!

Most of us have repeatedly been instructed that it is necessary to have an essential dream, a personal vision, and create important and relevant goals, if we wish to be successful and to achieve. However, simply having goals is not enough, but rather it is necessary to have a mechanism in place to transform goals into reality, by taking action. Many studies indicate that the vast majority of individuals perform and achieve better when there is a visual aspect to their learning, commitment, habit and behavior. It is for this reason that most great achievers have dreams that they visualize and which motivate them, create goals and an action plan, and don't simply think about or try to memorize what they wish to do and how, but rather, put these goals down in writing and refer to them often and repeatedly. Brian Tracy stated, "Committing your goals to paper increases the likelihood of achieving them one- thousand percent."

1. Even the most important and far- reaching dream fails to yield results unless it motivates the dreamer to commit to specific goals, which he then designs an action plan to achieve. In order to optimize one's results, write the goals down, first in broad thoughts, and then in specifics. Explain in writing your reasons for why these goals are so important. Then put them in a priority order. Then put them down with a time table or timeline for when certain actions need to be taken, and why. Create this action plan in such a way that you think your ideas through thoroughly, and you decide upon a first or preferred course of action, as well as numerous alternative or contingency approaches to achieving your most essential goals. Commit to these thoroughly and review these notes and ideas on a very regular basis. This will both motivate and refresh you on your personal journey.

2. Never forget that you must believe in yourself in order to achieve these goals. In the majority of cases, a most effective tool is the use of affirmations. Affirmations must be personal positive statements regarding matters that are most important to you personally. They must always be stated in both the positive/ affirmative as well as in the present tense. For example, if you feel you need to become a better speaker to achieve your goals, an affirmation might be, "I am an enthusiastic, stimulating speaker that audiences enjoy listening to." Note that the statement is specific, positive and in the present tense. Try this with items that you feel you would like to personally pay more attention to, or get better at.

Most of us find visual learning the most effective. Some use this method in conjunction with others, while many find it to be their preferred methodology. Write down what you want to achieve and what you need to do. Make sure your goals are your personal ones, and not merely something you perceive others want to hear. If you don't identify goals that matter to you, they won't inspire or motivate you in any sort of positive manner!

Always Learn the Basics, & Use The Fundamentals!

Most of the best managers and leaders do not find it necessary to reinvent the wheel to be effective managers and leaders. Rather, they study and learn, and train themselves to fully understand and appreciate all the basics and necessities of leadership and being an effective and competent manager.
The best athlete generally is the one who has best learned the basics, and repeats those fundamentals, over and over again. When you hear a commentator say that a golf has such great form, or a great swing, it is generally not accidental, but rather stems from continuous repetition and training, and using the basics to the optimum degree and benefit.

Just as very few people are born professional top athletes,even fewer individuals are born leaders. Competent, able and effective management, and responsible, action oriented leadership, stems from someone learning the basics, and practicing them repeatedly until they become second nature. Often, the difference between the most successful, effective manager, and the also-ran is merely that one trained and learned and incorporated those basics into is everyday performance and behavior, while the other did not.

Different business organizations have approached management development in different ways. While some strongly believe in advancement from within, others seem to favor going outside their organization for their top leaders. In my three decades of training leaders and consulting to businesses, I have come to believe that when a business consistently seeks top leadership from outside its organization, that is, at least to me, an admission of failure in its own management and leadership development and training program. If a quality management and leadership training program were intact and fully operational, wouldn't it make sense to move people up the organization, firstly as a motivational tool, but even more importantly, because someone from within an organization should have a better understanding of the organization, and the transition would seem to be far more seamless. Organizations that seek outside top managers often explain that away by saying that they are seeking the most qualified individual, and someone from outside the organization might bring a fresh perspective. However, what does that say about the organization, if the need for a fresh perspective outweighs developing one's own leaders.

This is especially true for sales representatives, or service professionals, such as Real Estate professionals. How can you possibly explain to a potential client or customer, and make him feel comfortable, if you don't have a clear - cut handle on the basis, and the ability to apply those usefully, effectively, and consistently? 

The actual reason, I believe that many organizations seek outside leaders is often political, and not necessarily in the best interests of the organization. Some of the most successful of today's businesses, such as Google, often give large bonuses to their employees to insure maintaining their top people. That is the same reason that many brokerage houses have traditionally given such large year-end bonuses to their top people.

Effctive Salespeople Are Developed - NOT Born!

Becoming a proficient sales professional takes a commitment to excelling at the skills necessary to maximize results. Contrary to what some people say, almost no one is a "born salesperson," and most people need to learn and then hone the necessary skills. While many claim they have the "secret formula," the most effective way to be successful in sales, is to practice proper techniques. Excelling at sales can be compared to excelling at sports - - it requires first learning the proper and best techniques to get the desired results, and then practicing. Either fortunately or unfortunately, there is no short cut.

One cannot learn how to sell merely by attending classes, reading, or observing others selling. While all of those are important in the orientation and training process, becoming good at sales requires practice and repetition. However, this becomes complicated because if an inexperienced, ill-trained, and unprepared individual attempts to sell before he is ready, often times he "blows" the opportunity with the individual he gave a less than ideal presentation to. For that reason, as well as others, it is essential to develop and use other training and practice methods and techniques.

The best way to be trained and to practice one's sales presentation is by "role playing." Role playing requires the assistance of a trained and proficient sales professional, to oversee the process, and to assure the technique being used is excellent. Just as a tennis player constantly practicing using poor form, or a golfer constantly repeating a less than ideal golf swing, or a baseball player practicing a bad swing, role playing practice is only effective if the technique used is good.

The first step in role playing is that one first assume the part of the customer or client, and that the experienced, proficient sales professional present to him, while one attempts to make it difficult for the professional. After repetition, discussion, and practice, the roles should be reversed, and the new person should now do the presenting to the seasoned individual. It is essential to realize that this is not a one- time role playing practice session, but must be repeated on an ongoing basis, initially multiple times per day, then daily, then perhaps weekly, etc. Even the most seasoned professional must role play on a regular basis, in order to assure that he has not developed habits that weakens his performance. If one thinks about it, that is why actors use writers and directors - - to guide them to their optimal performance.

The first step is to effectively learn everything necessary to sell either the product or service. That includes necessary technical information, introductions, script, listening skills, consultative selling techniques, etc. I recommend reading my many articles on these topics to assure success. Then, one must learn how to answer and overcome any possible objections. For a review of that techniques, one can review my previously published article on Ezine articles. An effective salesperson also develops the techniques and skills needed to successfully use the fall-back strategy of knowing how to recreate need and give yourself another opportunity.

After all that is learned, re-learned, practiced and re-practiced using role playing effectively, and one is confident in his abilities and techniques, then "a salesperson is born."

How Does Your Website Reflect on You?

A large proportion of companies, consultants, professionals or even other individuals today have some sort or form of website. Some pay large sums of money to have these prepared and created by professional companies, or do so internally via their IT department. Others use one of many companies where you can create your own Website, and obviously that can be done and maintained for a far lower dollar cost. There have been many disputes and differing frames of mind/ perspectives about what is needed, and the more expensive creators of these sites will always insist that there will be many additional benefits to using their fancier and more professional site. On the other hand, many companies (especially smaller ones), professionals and independent sales individuals question whether the ROI (Return on Investment) will makes sense with their far lower budgets.

Regardless of which course one follows in the development and maintenance of these sites, the key is often what is referred to as the SEO (search engine optimization) is optimized, or in other words, how the site may be found when people search for it via major search engines (such as Google, Bing, etc.). When one creates his site, regardless of the cost, it is important to focus on these four areas: 1. Philosophy; 2. Niche; 3. Objectives and Goals; and, 4. Quality and qualities.

1. When someone looks at your site for the first time, what does it say to them? What is your philosophy? Is it stated in a clear, emphatic, empathetic and meaningful manner? Does your Website indicate and clearly state the main message you are trying to say? Since studies show that people browsing the wen generally spend only a short time before determining whether to remain on the site, that first page (also known as Home page) must whet their appetite and attract them to stay on your site.

2. Are you all over the place, or do you tell others how you are different than your competition? Have you indicated and identified your niche? Do you tell the viewers what advantages there are to them to use you?

3. Do you have a central objective and goals? What are you trying to say about what you do, how you do it, and why you do it better than others?

4. Is your emphasis on merely being another in a large crowd, and trying to fit in with what others are doing, or does your message show that your focus is on offering the highest quality? If someone who did not know you saw your site, would they understand your unique or outstanding qualities, and be attracted to you, wanting to get more information?

It's not enough to merely do it! Do it by emphasizing who you are, what you do, and why you are outstanding!

Why Win - Win Negotiating Is The Best Approach?

Many untrained individuals fail to realize that negotiations is a "people and relations" technique, and not a "force the other person" concept. People who enter into a negotiation simply wanting to get the most he can, without considering the needs of the other side, almost never gets an optimum result. Trained negotiators realize that it takes "give and take," and learning the needs of the other side.
An effective negotiator always does his homework about both the overall industry that the negotiation is related to, as well as the specific needs of the party that he is having his discussion with. There is an extremely delicate balance in negotiations, as well. Ask too little and one may be giving up important concessions, which may cost his side lots of money. On the other hand, ask too much, and there are a few possible scenarios. One possibility is that your "opponent" may become frustrated, or feel that you are not negotiating in good faith, or that you cannot possibly be pleased or satisfied, or that if he accepts your terms, it is not profitable and/ or worthwhile to his side. In that scenario, negotiations may break down, or be discontinued completely. Another possibility is that the other side, because of economic pressures or miscalculation, gives in to your "unworkable demands." While the latter may appear great to the negotiating novice, this second scenario is often disastrous because when "push comes to shove," the other side realizes it must "cut corners," and you end up with an inferior result.

In three decades of negotiating, I have found that the most effective technique is to be as honest as possible with your opponent from the beginning of the negotiation. Do not "spring" something on them! An effective negotiator always knows as much as possible about what the other side is capable of doing, what the margins may be, in which areas they may be more flexible, etc. An effective negotiator also realizes that, while nearly everything is negotiable, certain items are far more negotiable than others.

Effective negotiators also understand that the opposition also needs to "win," or the negotiation will not work, in the long run. An understanding of areas that may save the other side money, which might be able to be passed along, is an essential ingredient.

Organizations that want to get the best results in their efforts enter a negotiation by setting their priorities. Which of the items are the most important? What parts might be used as trade offs, if necessary? An organization must have its negotiator enter the process understanding what the budget for the needed service is, and permit a professional negotiator to have a certain amount of flexibility and leeway within preset parameters.

The greatest Real Estate professionals understand, and clearly communicate to their clients, that negotiating requires a degree of give - and - take, and that when both sides feel they've partly won, and are partly unfulfilled, the best long - term results ensue!
 
Win-win negotiations are the way to go! When both sides walk away satisfied, feeling they received a "good deal" while getting what they needed, and both sides feel they have benefited, the process has the best results. Negotiating should always be done by fewer, not more individuals. When non-professionals get involved in a negotiation, they often mess up the works.

Cmmunication Is Key to Customer Satisfaction!

Businesses and organizations spend incredible amounts of time, energy and dollars to attract potential customers and supporters, yet often neglect training their front line people sufficiently to have the skills and the abilities to deal effectively with people in often very trying circumstances. In business, we refer to these individuals generally as Customer Service Representatives, while in organizations they are generally paid staff and volunteer leadership. In over thirty years of training people in professional interpersonal business relations, I have come to realize that the best way to effectively deal with upset people is to listen to them, and let them know that someone is listening and someone cares.  Real estate professionals often wonder why some clients and/ or customers possess less than wonderful feelings toward them. An absolute commitment to effective listening, and empathetically, politely, and deeply caring, goes a very long way!

Then, if the representative knows the answer, he should calmly and thoroughly explain it so that the other person understands as well. If, on the other hand, the representative is uncertain of the information, the best thing to do is to calmly state that he is uncertain, but will get the information, and get back to the person within a specified period of time. It is then urgent that the customer representative indeed get back to the concerned party, and provide them with the information. It is always better to be open and honest, even if the answer is not what the other person may want to hear, than to fabricate an answer or avoid an answer. In addition, cliches and empty rhetoric must be avoided at all costs! Below I am going to provide a couple of examples that indicate what all too often is done, as well as try to explain what should have been done instead.

1. Several years ago, I was on a Yugoslavian Air (JAT) flight that was scheduled to fly from Athens to New York, with a short stopover in Zagreb. When the plane landed in Zagreb, we were told to deplane while the plane was to be serviced, and we would be informed when to re-board. About an hour later, we were informed that the plane needed a part, and that they were waiting for it to arrive shortly. In this extremely hot crowded terminal, no additional information was provided for hours. We continued to be told, "Soon." Finally, after about three hours (remember our original stopover was supposed to be less than an hour), I went up to a Customer Service counter, and the representative starting giving me the same rhetoric. I interrupted and said we both know that's not true, and finally said, "No more rhetoric and party lines. What's the story?"

Only then did the representative admit that the part and the mechanic both had to be flown in and their flight was not scheduled for hours, and that she did not know how long the repair would take. At that point, I suggested that passengers deserved some sort of consideration, if only a meal voucher, and that they deserved to know the truth. Miraculously, within about fifteen minutes, they came around and distributed meal vouchers (although you don't really want to eat the food at Zagreb airport), and made an announcement explaining the facts, and that they would make hourly announcements. A great start, but then when an hour passed without any further announcement, I reminded the nice customer service people that they needed to make the announcement. The lesson to be learned is that proper and competent customer service would have been to communicate openly and fully from the start, not make any promises that they could not keep, and always keep the promises made.

2. Several years ago, an extended power outage in my area, became not only an annoyance, but a customer service fiasco. There had been very limited communication of any sort, and most of what has been communicated has either been contradictory or inaccurate. We were never given a straight answer by the Long Island Power Authority, as to what to expect and when! Is that effective customer service?

3. Buying and selling a home is often an extremely stressful experience! Your real estate professional must be in constant contact, answer all your questions thoroughly and to your understanding, return missed calls, respond instantly to emails and texts, and figuratively, hold the client's hands.
 
Most people get somewhat upset when something goes wrong, but almost all handle it far better when they are provided accurate and caring customer service, than when the service is spotty at best. This is an essential lesson for all businesses, and all organizations to learn from!

Using A Mirror To Enhance Your Phone Skills or Become A Better Telemarketer

For over thirty years, I have both personally transacted business on the telephone and trained telemarketers, customer service people, and both inbound and outbound phone sale people, as well as organizational leaders, on how to obtain optimal results using a telephone. I have discovered many interesting things about phone selling, not the least of which is that one can be great on the phone and awful face to face, and vice versa. Selling and transmitting business on the telephone takes specific skills and actions, and is something that nearly anyone willing to be trained, can be taught to do.
I am a major proponents of using two small tricks to help with phone success. The first is to employ the phone's mute function, and to only disengage the mute when you are prepared to speak. That keeps you from blurting out something without due consideration, or interrupting the other person. However, while many people use the mute function, the employment of a small table mirror is even more helpful. Whether the point of your phone calls is to sell a product or service (or yourself), make an appointment, introduce yourself, etc, how effective you will be, often depends on your skills, and confidence.

Studies show that many people can sense the mood or attitude of the person on the other end of the phone, either by their voice, their attitude, their tone of voice, or factors such as politeness and patience. Since we often do not hear ourselves as others do, I suggest that someone place a small table mirror directly in front of them while they are on the phone. Look in the mirror at yourself as you are communicating on the telephone. What is your facial expression? Are you smiling, "smerking," or moping? Do you look like you are enjoying yourself? Do you appear as if you are getting angry (turning red or changing facial expression) based on what is happening on the call? Do you look like someone who doesn't want to be there? Do you have the same expression on your face as you would if you knew the other person could see you, as in the face to face scenario? How about your posture? Are you sitting up rigidly, or sitting comfortable? Are you sitting erect or slouching into your chair? Are you focused on what is being said to you?

Only by knowing what you have been doing mostly subconsciously, will you be able to address it. Using a mirror is an easy aid, and a helpful one. I have seen telemarketers increase their closing ratios on the telephone exponentially just by paying attention to these details. Similarly, I've observed businesses Customer Service satisfaction rate rise dramatically when these unconscious negative acts stop bringing down the perceived sincerity level.

In many cases, when I have done Leadership Training for leaders of organizations, I have gotten the feedback that they were far more able to motivate their members when they addressed their own personal telephone body language.

Even in today's digital and electronic age, there is an important need to be professional and caring on the telephone. Simply by thinking about how we look in the mirror and addressing those things, we can enhance our performance significantly.

Interpretations: Facts - Based, versus Emotional?

Every day, we all need to make certain judgments or take certain actions, based on our personal interpretation of certain facts. While ideally that interpretation should be open-minded and based on facts, often it is simply an emotional reaction, based on little more than our own personal bias or point of view. This is true in personal matters, civic decisions (such as how we vote and who we vote for), who we do business with (and why), and how businesses, business - leaders, and self - employed individuals, such as Real Estate professionals, are perceived, and perceive potential clients and customers.
 
The ideal way to interpret any information is by carefully reviewing all the facts given, and then reviewing them for factual accuracy. The next thing to do is review the raw data, rather than someone else's interpretation of that data. Of course, this takes developing an expert skill-set whereby one becomes capable of interpreting raw data. Interpreting data means first understanding where the actual data comes from, how it was supplied, and what methodology was used. If it is some sort of "sampling," it is important to know the size of the sampling, who gathered the data, how it was collected and collated, and what the "statistical error" is for that particular sampling (that is usually stated as being plus or minus a specific percentage). The next thing to do is to look at the actual questions or categories examined, and whether the way the question may have been worded could have been a possible factor in the skewing of the data. Then, one must analyze what the significance of this data is, or if it is relevant to what you are examining at all.

In examining the dynamics of not-for-profit organizations for several decades, I have observed that after a meeting, seminar, etc., many organizations feel the necessity to use some sort of questionnaire. It seems that these organizations feel that the feedback received via these questionnaires will be valuable in understanding the success or failure of the meeting. However, it has been found repeatedly that the wording of the questionnaire, the excitement of the group dynamics (especially right after a meeting), etc. unduly influence responses to these forms. In addition, many attendees cannot adequately identify the true needs that needed to be addressed by this seminar, so they are really simply stating whether they liked or disliked the meeting. If a meeting or seminar was goal-oriented and action-directed, the responses to these questionnaires are even less valuable, because how can an attendee who is not an expert on a particular subject, evaluate how well that topic was discussed.

There is nothing wrong with using questionnaires for obtaining certain types of limited information. Certainly, political organizations and candidates can use polling as a guide toward what their constituents want. However, if the purpose is measure how well someone learned information, most individuals are not the best judges of their own progress, especially when they are not perhaps sure what they needed to know, in the first place.

Real estate professionals must take care to avoid prejudging their potential customers, either in terms of their needs, concerns, tastes, abilities, etc. They must ZTL (zip their lips), and ask pertinent, relevant questions, to better understand the factors that are most essential!
 
One must understand that their is a basic difference between something that is data-based, and something that is merely emotional. Unfortunately, most individuals are not equipped adequately to properly understand all the nuances.

How To Select A Consultant?

Many individuals represent themselves as qualified consultants. These people often represent themselves as experts in specific fields of endeavor, with special skills, knowledge and expertise that makes paying their sometimes exorbitant fee justifiable, and even a necessity. Many so - called experts are simply trying to set some product, service or program that often benefits the consultant to a greater degree than the organization. Regardless of what you seek, whether it is someone who will guide you, in a personal endeavor (such as selecting the right Real Estate Professional for you), a service advisor, or an organizational (or perhaps, events - based need), you should proceed with your eyes wide - open, and know what you want, need, and your priorities.

If one is searching for a consultant, I would strongly advise staying away from any consultant who insists on using a one size fits all approach. A good consultant is an effective listener, who thoroughly listens before making any recommendations or proposals. I have witnessed far too many so called consultants who made self serving recommendations that ultimately are harmful to their clients. In my three decades plus of consulting, I have worked hard to develop a reputation for always placing my clients first. I steadfastly object to those that soil the reputations of all consultants by acting in unscrupulous manners, and hurting the image of the many honorable and reputable consultants.

When considering retaining a consultant, it is essential to get recommendations from others. However, like so many other times, the individuals given for recommendations are either friends or others that are certain to only give glowing recommendations. Consultants should dedicate themselves to their clients, and serve the need of their clients.

It is the responsibility of a consultant to listen thoroughly before making any proposal. Each organization (and/ or individual) has a different ethic and culture, different needs, different financial considerations, different demographics, and different membership and leaders. Professional consultants have learned to always collect their fee up front, because otherwise it may be difficult to give an unbiased and honest opinion. After observing and listening thoroughly, a consultant must help the organization to create a risk/ reward chart, and be certain that the leadership of the organization fully understand and appreciates the complete ramifications of all actions. Consultants must also be able to explain that doing nothing is in and of itself, taking an action. I believe that a good consultant needs to explain to an organization's leadership that taking no action very often has far more dire and adverse results that even taking the wrong action. Far too many organizations do many things less than optimally. They often budget incorrectly, do not see the big picture, spends too much on certain items and too little on others, and almost universally, spends an inadequate period of time effectively training its leaders.

Many organizations (and individuals) can benefit from using the services of a consultant, but it must be the right consultant. Choose wisely.

Budgets Only Matter, When They're Used Properly!

Almost every organization, whether it is a not - for - profit, business entity, or government/ civic group, uses some sort of budget at some time or another. Unfortunately, many do so only to give the appearance of completely the financial process properly, while really ignoring many of the important reasons to use an effective budget. This is also true for each of us in our personal lives, as well as the way, individuals such as Real Estate professionals, should conduct their businesses, and lives.

Obviously, no one can accurately predict the future, especially financially, one hundred percent of the time. What a budget should do however, is be a guide to fiscal responsibility. It should be prepared in a worst case scenario, by underestimating the anticipated revenues, while looking at expenses from a standpoint of the worst that might happen. Organizations should never be satisfied going through the motions, and then just fudging the numbers to come up with whatever picture the want to portray. Doing that is merely an exercise in futility, and a waste of time. Organizations should rarely count on substantial fund raising increases to balance a budget, or make up for a deficit.

In the budget process, formulators should look at all expenses, and evaluate the value received from each, and whether or not there might be a better or more cost- effective method of achieving the goals, while reducing costs. A properly formed budget is a balance between the needs, goals, mission and objectives of an organization, and fiscal responsibility. Budgets must be constantly monitored through their active period, to assure compliance with the budgetary guidelines. I have served on, and observed, far too many organizations Board of Trustees or Board of Directors, where budgets are passed, and then the Board just continues passing addendums to the budget throughout the year, that render the budget useless.

Budgets should always be created using "zero-based" budgeting. This concept means that merely because an organization spent monies previously in a certain manner, that this cost is not merely carried over from cycle to cycle. Each expenditure should be examined and considered based on cost/ value basis, and various methodologies and alternatives should be examined. In my three decades of working on organizational budgeting, one of the thought processes that has disturbed me the most, is when I hear someone say that cutting a "small amount in" a particular area "won't make any difference." That reasoning is what I refer to as partially correct reasoning. If a small cut was made in only one area, it might not "make a dent," but if a series of small savings are discovered in numerous areas, the overall result might be substantial.

Budgets must be considered far more than mere exercises. Used correctly, a budget can be one of the most important documents an organization ever creates. The extra time and effort of using zero-based methods, is well worth it!

What To Do, When You Hear That Dreaded, "I Want to Think About It"?

Many of us have been in a scenario similar to this one. You have just given what you feel is a great presentation, and given numerous compelling reasons why someone should avail themselves of a particular service or product, and the person you are speaking to says to you, "I want to think about it."

One of the biggest errors that most presenters do at that point is "let the person off the hook," by responding that you'd like them to think about it, and you'll get back to them, or they should get back to you. In most sales- type situations, your greatest chance to "close the sale or deal" is when you are giving the presentation, because at that moment, you possess more control over the situation than at nearly any other point. How you react to their "I want to think about it" often makes all the difference.

A time-proven and effective technique is to calmly respond, "I can perfectly understand that, but what exactly is it that concerns you that you need to consider?" The next step, however, is the most crucial. Instead of anxiously continuously and trying to immediately respond, force yourself to "zip the lip" (Z.T.L.) The Z.T.L. method states that the next person to speak is in the weaker situation, and the one that keeps his lips zipped, generally ends up victorious.

Often, after a delay, the other person will respond something indistinct like, "I'm just not sure." If that, in fact, is the response, then your response should be a calm, "What may I clarify for you? What questions do you need answered?" Of course, it is then imperative to resume your Z.T.L. strategy.
Human nature, being what it is, makes this a far more difficult thing to do than it sounds like. We are all tempted to over-explain, and interrupt. Many of us fear questions, because we often lack confidence in our ability to explain an issue in detail.

Regardless of what the objection might be, one should always follow some variation of the following five steps:

(1) Repeat the objection to be sure you understand it. Say something like, "In other words, you're concerned about... "

(2) Then it is essential to empathize. Empathy is putting yourself in the other person's "shoes," as compared to sympathy which is feeling sorry. Never sympathize at this stage, but empathy is essential. The easiest way to do that is by stating, "I can perfectly understand the way you feel. I felt like that and most people I know felt the same way, until they realized a few things."

(3) Many people tend to try to skip this next step. You now must have listened effectively to the other person's concerns, so that you can now able to give the most compelling reasons why it should be the other person's priority.

(4) Once you've given your reasons, you must recreate the need, by stating, "In light of the reasons we've just discussed (and list them),"

(5) Finally, you must re-close the deal, by saying, "Doesn't it make sense to...?"

If all else fails, and you have done all the above steps, there is one additional thing to attempt. Calmly ask, "May I make a suggestion?" Again, Z.T.L., and Make a compelling, yet brief restatement of your case.

These are easy techniques to follow, but like all other things, requires practice and confidence, and then, finally, doing it.

5 Components of Marketing Yourself

Most would agree that marketing is perhaps the most, if not one of the most essential ingredients for success in nearly every field of endeavor. Why do you think that the largest and most successful corporations spend so much time, effort and resources on marketing themselves, and attempting to create a specific and unique brand, that creates an attractive niche and compelling story? Since all of us, regardless of what we do, are involved in some sort of selling, it is important to understand what is needed to successfully market ourselves. Whether someone is a doctor, lawyer, salesperson, teacher, or stay - at - home mom, success requires selling every day. We either sell a product, a service, or ourselves, but we do sell! Since the advent and increased popularity of the internet, however, many people have abandoned the previous fundamentals of marketing, and begun to rely exclusively on the Web. However, success means using a broad - based, multi - media campaign, where we maintain a common focus throughout, in order to distinguish ourselves, thus creating a niche that develops our personal, quality, respected brand. While there are many possible components, those who seek to effectively market themselves should both understand and utilize these five components listed below.

1. Don't abandon direct mail and snail mail. There are still many individuals who prefer being contacted that way, and effective mailing pieces that enhance our brand, are key. However, cost containment requires doing this wisely, so make sure that you study the best and most effective way to use this, including your mailing list, types of piece, etc.

2. Use email and texts judicially and wisely. Under - utilization will have no impact, and overuse will strike many as a form of spam. Make sure that you use these forms when appropriate, but don't become overly reliant on them.

3. While a strong Social Media presence is wise and needed, don't fall into the trap of assuming that because you posted something here, there is widespread communication going on. The most effective usage is generally having links to compelling information, so that others will be interested. Don't either over or under - post, and remember that you must use these in coordination with the overall brand you wish to create and develop.

4. What is the feeling someone gets when they look at your Website? How easy is it to locate, and what does it say about you? Does it enhance your brand? Does the message being sent say what you are trying to communicate? Have you looked into SEO (Search Engine Optimization)?

5. Far too many individuals today build artificial walls by relying too heavily on these methods, while ignoring or nearly ignoring the all - essential methods of professionally using the telephone, and getting out and being face - to - face, with your potential constituents, stakeholders or desired audience. Therefore, it is very important to become professional in these methodologies.
Don't use one of these components, while overlooking others. Those that want to market themselves to their fullest potential, and thus get the best results, need to use the discipline to use all of these.