Rescuers complex.

In the beginning the client had a concrete set of images in their mind.  The sales person job is much like a lawyers. The client is like the jury members both waiting and needing to be swayed.

Through the use of  multi-media animation built up from photographs and videos that superimpose a graphic image into the mind of the client the animation gives the client a clear illustration of both the current situation and

• what may occur without your companies intervention, products or a design change.
• what might have actually happened. 

Either way the client goes the sales person follows up with a lead that takes the client through the opportunity door.

Just to practice 

1. Choose a picture from the newspaper. 
2. Draw a ring around some thing that may not be right, could go wrong or looks better with your product there.
3. Attach the picture to the reflective glass or an actual mirror surface you are standing in front of. 
4. Look into your eyes and practice saying out loud 

                               "Of course with these products this has changed, that would have been different, cost

                                factors verses compensation or insurance damages.... "

How would you feel when someone points out little things that leave niggling doubts. Now  that sales person sends you information to help you. Ahh! the rescuers complex in action.  

Close the sale now. Make a follow up date - to be confirmed of course. Move on to the next appointment. 

Your appearance

Your dress code, demeanour, posture, the presence you radiated? Was what you were carrying, clean cut, crisp and well presented?

It will be better with this!!

What trigger is associated with
 this warning?

There are times when the salesperson becomes aware the client disbelieves that the sales persons product will be of benefit to them or their business.

At this point ask the client to show you why their system is working for them. As an external observer the client may actually begin to trip over their own beliefs. As the client is engaged in showing the sales person the five basic requirements [how, what, who, when and why] something is good for them subliminal messages as to why something did not work, or is troubling a staff member begin to pop up in the conversation. The sales person is utilizing the self-perception theory where the clients triggers either or a sub-subliminal; or sub-conscious memory results in an window need for the sales person to close the sale on..

The clients attitude has begun to change because they

• are aroused and beginning to feel the discomfort of dissonance.
• attribute the cause of their discomfort or disbelief to their own behaviours and attitudes.

Open the eyes the clients eyes
 to 'see' associated triggers that
 close the sale for you?

Through the external justification the 'triggers' have the client now beginning to talk themselves into needing what the sales person is selling. Further to this the sales person offers to send a follow up file with additional information.

When the client has a strong view on something the sales person calls the view into doubt by giving discomforting examples. Fast food sales staff are good at this when taking your order. How often have you been asked chips with that?  Yet you know the calories present, even know your glucose level will not be good after it.  But suddenly there they are and there's you eating them too! Or you are asked if you would 'Upsize'.  You pay more for the unwanted economy of a bigger meal that you may have not wanted in the first place. Chips and all. All you really wanted was a hot drink!

From here the sales person leads the client back through the cognitive dissonance sales to the closure or straight into the closure of the sale.

Interacting and communicating with others

Having gained, practised and put into place effective people skills takes time, commitment and effort. Interacting with your business, employment or those who are you target audience challenges and expands these skills still further. Using these skills to communicate with people, while they in turn have a base to form trust from, is a method successful used effective sales people.

To the point - to gain successful sales means that the sales person has to use effective people skills, backed up through supported decision making processes. Backing management allows the new sales person to reach a decision on their own, implement that decision, take responsibility for the outcomes from that decision, move forward having learned from the actions and counter reactions.

 Primarily for the sales person to obtain the help that enables them to further develop confidence, communicate well and establish a rapport with other people, an initial stepping stone should be implemented. This could be as simple as using the introductory and handshake phase to garner the control of the situation. to have this control stabilised and past through to others the whole time you are their selling.

Once the people skills go up, the sales go up. Confidence is given by both parties. People like the way business is handled.  They become relaxed. The people skills go up to a new bench mark level.

The ass way of doing things

Adopting a dualistic approach to building a successful business just does not work.  Effectively disharmony crashes in through the door when a business is trying to work at two poles apart. If the primary head of the business wants to work with two polarities, on the one vision, then there is a wide gap between all facets of the business. What must happen is that the range of activities either comes closer merging in a mediocre nature [of the middle line] or the diversification must slow down while one pole of activity is built, then the other. Mildly putting it - either way the owner of the business will not be satisfied. Diversionary tactics must be unleashed so that the owner will get out of your hair while you correct up the mess and deal with the other problems.

Communication is a form of 'art'. ...An art form.   Just try and explain to someone who is used to seeing their world from one perspective how to change what and how they see things - through the eyes of another.  That person knows about  what is out there.  They may be very aware of how everything fits into place.  What that person has not yet experienced is how to use their 'learned' knowledge into something of use to them.to fit into  this present situation.

For instance a person dealing in sales may have a retail certificate.  Yes they know how sales are conducted after the point of choice being confirmed. What they do not yet have is the practical working knowledge of how to use this retail certificate theory in  another work related sales area.  For instance a sales staff member re-learning their trade to become part of a Sales Markets sweep team.  One that goes from business to business 'drumming up business'. Rather than working together to overcome a "knowledge argument" qualia the two 'sides' involved in the performance argument get into the non- progress mode and will not address conflict.  One yell at the other and lets off steam, the other does not perform well with their tasks. Now they are in trouble.

While helping to diversify base line of the business I am working with a needs analysis was complied.
The following was found:

Primarily links between teams was of a low to very poor level.

• There was no sales coming in. The reasons were various, hard hitting. Overall this issue needed to be dealt with while simultaneously creating anew and building another sales team up.
• Other than a practically non-existent sales team the main thrust of the business did not know how business is garnered.
• The main business source of the income were simply being mismanaged by people with hidden agendas.
• In house training appeared one sided as performance issues were not being resolved.

In summary there was a conflict occurring.  The resolution became clear when the situation was viewed from outside the "box".  Since not everyone could, or wanted to, become position C it meant that everyone coming in would go through Position A, then be on- trained trough to B or C, or D e.t.c. The rational is that with everyone knowing exactly how hard the "drumming of the business was to get" the people in the original position C, as well as the expanded positions B, D, E... would better appreciate their role in building the business business up.  In short the professional performance would be better benchmarked to. While this better performance was adhered to other business would come through as customers would benefit and refer on in a positive word of mouth format. 

The practical side of this is that the business sales team has grown. The new ones are being mentored by those with various skills and now sales experience.  The person in head of sales has begun to coordinate where the base sales team are going each day, they have a follow up-sheet presented to them that was collated from the knock back lists the day before.

During the week those in sales communicate by phone, text, knock back sheets, follow up sheets and in house dialogue.

Once a week there is a sales team meeting. All issues and strategies are open for dialogue. 

Developing the strategy, while implementing the logistics of having a functioning, creative and active sales team as part of the in-house training has already see positive effects. 

The way to go

"Create your own path in life and make sure you stick to it is something to live by".

As a mantra self repeating this every day will be useless.  There is not defining edge to the saying.  Nothing to hang onto while pulling your self up from the tumbles of life.

Take time to make significant points through your life where things can be measures, progress measured from.  While the mantra becomes a platform for leaping off in blind faith having an open mantra is not the way to go .