Dear Mark: What is this prospect actually telling me?

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November 17, 2022 | Mark Altman

Most people remember “Dear Abby”.  If you don’t, “Dear Abby” is a column in a newspaper or magazine where people have written in requesting advice or help when caught in a difficult or troubling situation.  At MindsetGo, we are excited to introduce you to, “Dear Mark”!

The problems “Dear Mark” solves are related to:

  • Communication issues in the workplace
  • Trouble advocating for yourself or your team
  • Leading teams
  • Assertiveness when managing up, down, or sideways
  • Sales prospects not committing, going cold, or close to closing
  • Customer Service challenges

If you have a topic not listed, it doesn’t hurt to ask!

How do you get your questions answered?

Submit the following information to info@mindsetgo.com:

  • First and last name
  • Company
  • Email
  • Phone
  • Issue you are experiencing related to the topics above
  • How you would like Mark to help

We will not use your name or information in any public posting or contact your company of employment.

 

 

Context: You get an email from a prospect who is close to finalizing a business transaction with you. The first thing that goes through your mind is, “YES! A response!” – but hang on for a second. There are so many hidden messages in emails and below you will see how to interpret those messages and, in turn, how to proceed with your prospect as a result.

Prospect Email Example:

Hello,

I have looked over the proposal – and shared it with my partners. We will be soliciting other proposals – in order to do our proper due diligence when it comes to fees and services. I am still waiting for final and official word from the other company as to what their plans might be. I sense there may be some hesitation on their part.  I will absolutely circle back to you once I have some information I can act on – and will share what I learn from the process. In my mind, your proposal makes the most sense for us to work with given your intimate knowledge of the building and knowledge of our market. The relationship extends beyond a simple client and customer arrangement. My partners do not necessarily share my opinion – preferring to explore working with a larger firm. So, I will do both to make sure they are armed with the best information to make the final decision.

The Problem: Wow! What an emotional rollercoaster of an email. The problem is, where do you stand with a deal like this? Will the deal close? Will it be lost? Let’s dissect the email and determine what is going on. Put yourself in the shoes of the person receiving this email.

  • “I have looked it over – and shared it with my partners.”
    • Reflective Questions
      • Did you know there were others involved?
      • Was there a missed step in the sales process where the question, “Who else will be involved in the decisions?” was not asked?
    • Positives
      • They felt comfortable enough to put their name behind your proposal.
  • “We will be soliciting other proposals – in order to do our proper due diligence when it comes to fees and services.”
    • Reflective Questions
      • Is this the first time they are telling you they will be exploring other options?
      • Is this their normal due diligence and part of their process?
      • Why do they feel the need to look at competitors? Did you establish a clear value proposition?
      • When they said services – what else are they looking for? Are they comparing apples to apples?
      • Are they planting a seed to eventually negotiate with you on price against other competition?
    • Positives
      • They felt comfortable telling you there are other proposals they are reviewing.

  • “I am still waiting for final and official word from another company as to what their plans might be. I sense there may be some hesitation on their part.  I will absolutely circle back to you once I have some information I can act on – and will share what I learn from the process.”Potential Theories
      • It appears that you have a bigger issue that may get in the way of this deal as another company needs to sign off.
    • Reflective Questions
      • Were you aware of the potential obstacle with the other company?
      • Are you clear on a timeline for when this will get resolved?
  • “In my mind, your proposal makes the most sense for us to work with given your intimate knowledge of the building and knowledge of our market. The relationship extends beyond a simple client and customer arrangement. My partners do not necessarily share my opinion – preferring to explore working with a larger firm.”
    • Reflective Questions
      • Are they advocates for you and assertive enough to represent you with the other partners?
      • If so, what could you provide them with as far as a talk track or email template to prepare them for the conversation with their partners?
    • Positives
      • This person may be a potential advocate for you.
      • They are telling you how they value your previous work.
    • “So, I will do both to make sure they are armed with the best information to make the final decision.”
      • Reflective Questions
        • What are the partners’ fears about using your company?
        • Does your contact person/advocate know how to speak to those fears?
        • Are you able to get a meeting with all the partners so you can make your case and not have to depend on someone else?

Multiple Challenges/Determine a Realistic Outcome

After dissecting the email, most people wouldn’t know how to feel. The person who sent you the email finds value in you, but do you trust that they can convey the information as well as you can? It doesn’t feel good to play the “I should’ve” game or the waiting game. What next steps should you take?

The Next Step

Mode of Communication: Phone Call

Lead with appreciation and acknowledge their willingness to share. Don’t be scripted; stay focused on the higher-arching communication concepts below.

Talk Track: Thank you for your thoughtful reply and for being an advocate for our previous work and longstanding relationship with your company.

Concepts: Gratitude and reinforcement for the future behaviors you seek from the client.

Make the Ask

Use the reflective questions from above and be assertive to get the information you need to guide, influence, and motivate the prospect to act, such as:

  1. If so, what could you provide them with as far as resources, a talk track and/or an email template to prepare them for the conversation with their partners?
  2. What are the partners’ fears about using your company?
  3. Would there be an opportunity to talk to your partners, so you don’t have the burden of remembering all the details about the challenges we discussed?

Content derived from MindsetGo Training Programs:

This is a sample sales emotional agility training activity we use in our MindsetGo programs. It helps salespeople improve their core competencies around written communication, self-awareness, assertiveness, and influence.

Enjoy this post? Contact us at MindsetGo to empower your leaders and teams to build confidence, develop skills, and shift mindsets and habits for lasting change.  Receive helpful tips on communication, leadership, and other topics by subscribing here.

How to Prioritize Your Time

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August 16, 2022 | Mark Altman

So many of us tell ourselves that we should focus more on our priorities and passion around our jobs. That we should spend more time with our respective teams for coaching and development. But the excuse consistently seems to be we don’t have time and are too busy putting out fires. If this is you, it’s time to stop being reactive and regain control of your time and choices to become more proactive.

If you were to have more time due to fewer meetings, more efficient time management, the additional question is how would you spend it? Have you thought about what you would do with your newfound time? Here are a few ideas:

  • Reflection time: Check in with how you are feeling. Fatigued, triggered, disengaged, demotivated?
  • Mental health time: Decompress and relax.
  • Meeting preparation:
    • Proactively mentor and coach instead of reactively catching up.
    • Review notes from your last coaching meetings and follow-up.
      • What strategies did you team try to employ? How have they been working?
      • What habits are they working on?
    • Be strategic and work on high-level problem-solving. What is the biggest problem on your plate?
  • Sales and customer service
    • Observe calls.
    • Increase customer touches.
  • Secret sauce: What techniques are you using? How are you transferring knowledge?
  • Strategic planning: Forecast and pipeline.

Enjoy this post? Contact us at MindsetGo to empower your leaders and teams to build confidence, develop skills, and shift mindsets and habits for lasting change.

Being Accountable When Disappointed

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August 3, 2022 | Mark Altman

When dealing with a sales prospect who gives you all the signals that they are going to buy, including making an actual commitment, what do you do when they change their mind or bail on you?

When you feel wronged by someone else, a person breaks a promise, doesn’t follow through on their commitment, or you are generally disappointed by someone’s actions, it’s important to reflect on what you could have controlled and what was out of your control.

You have four choices in these scenarios. Think of which one you typically choose:

A. Rationalize and tell yourself you dodged a bullet because they are showing they aren’t true to their word. This may be true but you can’t completely be sure.
B. Unreasonably criticize yourself for being fooled and second-guess whether you can trust people in general or people like them.
C. Reflect on your role in the process and consider that they may not have seen enough value in your solution OR in you to move forward and they simply changed their mind.
D. Be assertive, pick up the phone, and ask what happened.

The right choices are C and D. By choosing C and reflecting on your role, you flex your self-awareness muscle to see a potential blind spot in the sales process. By choosing D, even though the prospect/client may not respond or tell the truth to give you the closure you are looking for, asking for the truth provides an opportunity for learning and growth and perhaps how to adjust your process moving forward.

Enjoy this post? Contact us at MindsetGo to empower your leaders and teams to build confidence, develop skills, and shift mindsets and habits for lasting change.

Overcome the Loyalty Objection

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Loyalty isn’t deserved, it needs to be earned. How to overcome a prospect’s guilt regarding staying with an existing service provider.

If a prospect truly believes your service is better and would prefer working with you, then it would be a no-brainer for them to move forward right? The problem is, even when people know the right decision to make, they are conflicted by being disloyal to their current provider. The following is a good approach on how to overcome that obstacle.

  1. Be empathetic. This is where Emotional Intelligence comes in and why I prioritize this set of competencies above all else in sales and leadership. Validate their concerns and be curious to why they value the existing relationship as it will give you a perspective on what they fear they would lose in addition to qualities they would want to maintain in their next relationship.
  2. Let them know an authentic story where you were faced with the same challenge and how you overcame it.
  3. Share a story about a previous prospect and how they were able to move forward and overcome this fear of disloyalty. There are three types of stories that may apply:
    • If it’s not allegedly broken, don’t fix it story – a former prospect who several months later recognized specific benefits despite having a fabulous relationship with their previous supplier. If your prospect talked to his client, they would say “Thank Goodness I made this change.”
    • I didn’t know what I was missing story – because people fear change, they don’t actually take the time to assess or evaluate their current service provider instead they make choices based on emotion. This would be a story of how you came in and did a diagnostic, assessment, or consult to show the benefits of change and why despite their loyalty to their current provider, the prospect should have made this change a long time ago.
    • Proactive vs Reactive story – A prospect who kept postponing because of their guilt over being disloyal and then had to change reactively because their current provider couldn’t deliver, didn’t have the knowledge or experience, or didn’t have the resources to solve their newfound problems.
  4. Don’t Defend and Justify – whenever salespeople are faced with an objection there is a tendency to want to defend it or justify why you/your company approaches it the way they do. I coach the opposite. Instead of wanting to prove the prospect wrong, use discovery and inquiry methods to find out what is really going on. When a prospect says they are conflicted about changing vendors and they are going to stand pat, you can ask the following questions to gauge what level of dissatisfaction they actually feel. *Remember tone is very important when conveying these questions.
    • If you are feeling conflicted about changing, what prompted you to bring us in here in the first place? (Remind them why they asked you to come in as their guilt might have distracted them)
    • When is the last time you tried an alternative or did an apples to apples comparison to ensure you are getting the best solution?
    • If you were to make a change, are there specific aspects of service, quality, performance, etc. you feel like you would be losing?
    • If you had a magic wand and your current provider could improve on a few things, what would you tell them?

Often prospects need an alternate perspective because it is an innate human quality for many people to anticipate or fear the worst. Remember, if you are dealing with someone who is conflict-avoidant, their fears might be irrational, but without an alternate perspective they will never know.

To address this, I ask “If you told your contact you had found a better solution, what would you be worried that they would say? Once the prospect articulates their concern, I turn the tables and ask “If the roles were reversed, what would your expectation be? In other words, if someone you had a solid relationship with came to you and said they were switching from using your product or service and had practical and tangible reasons to do it, would you hold that against them? The answer would typically be no. Unless you have a signed contract, there is no obligation to stay with a vendor purely out of loyalty. It’s your job to help your prospect identify what really matters in choosing a service provider and recognize that loyalty only goes so far.

As a final thought, I close this technique by acknowledging to the prospect a core value of mine to reinforce that I would expect and hope to be held to the same standard if I was the vendor and a competitor attempted to replace me.

To learn more about our Sales Emotional Intelligence program, or to learn more about the various MindsetGo offerings, please visit MindsetGo.

​​Do Sales Assessments Really Help?

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One of the most interesting challenges I face when training and coaching people is when I encounter two kinds of people. The first kind I refer to as a “Yeah But”. Yeah But’s are people who when learning something new are stubborn and resistant and default to a fixed mindset. The Yeah But’s proudly exclaim why these new techniques and methods wouldn’t work as opposed to why they would. You know the glass-half-empty type. The second kind of person is the one who when learning instinctively responds or thie body language indicates “I already knew that”. The interesting question I propose back is, if you already knew it, how come you aren’t doing it, or how come you haven’t developed the habit to execute this strategy consistently?

This brings me to the importance of sales assessments and the critical importance of knowing how to gauge and properly self-assess where you need help and are falling short. The ability to be self-aware is something very few people know how to do, are inclined to do, or fear that they will be exposed. Sales assessments should be used in three ways. First, for hiring purposes. Second, to ascertain where people’s skills or competencies fall short. Third, to understand where salespeople have become complacent or need a refresher to remind them of what made them successful in the first place.

One thing that has always baffled me when assessments are used for hiring purposes, is when you identify the shortcomings of a potential candidate, yet still hire them, why a coaching plan isn’t developed and implemented as early as the onboarding process to address those development areas. If a candidate is worth the hire and has flaws, which they all do, why not capitalize on what you’ve identified and act on it.

When it comes to gauging skill or competency gaps, MindsetGo has developed custom assessments to gauge a salesperson’s verbal and written communication abilities, presentation skills, habit and goal development,  and sales emotional intelligence skills related to assertiveness and dealing with rejection.

Have your sales leadership and members of your sales team take the respective assessments below and receive a feedback session and a suggested plan on how to maximize the potential of your team and your investment in them.

Sales Leadership AssessmentSalesperson Gap Assessment

I Don’t Know

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What is so hard about those three little words? Is it that we assume people will question our knowledge? Or our credibility? Maybe it is what those words tell us about ourselves that makes us so uncomfortable. The good news is that being able to say “I don’t know” speaks more to your ability to be self-aware and honest, rather than being an indictment of your self-worth. In sales, prospects want to deal with people who are authentic and won’t BS them. The second you articulate “I don’t know”, prospects care more about what you’ll do to find the right answer and whether those resources are reliable. For all the reasons or excuses salespeople provide for why deals fall through, the last time I checked, none of them included “I lost the deal because I couldn’t instantly answer a question.” So what are your options when you’re stumped?

Qualifying

The simple answer is you can start your response with qualifiers like, “That’s a good question, I have never been asked that before, or Here’s what I can tell you now….” Follow the qualifier by communicating how and from whom you will find THE answer and when you will let them know. This leads me to the resources you have at your company.

Many young salespeople rely on their boss or their colleagues to jump on calls with them or to fill in the gaps they are still feeling unsure about. It is an outstanding way to get accurate information and it could also be an obvious indicator, that this person needs more training, either in general or in a more specific area. Additionally, in a sales leader’s haste to manage their workload, they may miss cues when a salesperson brings them isolated questions in hopes of not stalling a potential deal.

Admitting you don’t know something doesn’t destroy trust; it builds it

Ironically, I find those three words have often had a positive impact and created trust in the early stages of a relationship. When a prospect asks me how I can help or what they need to do differently, many times I answer, “I don’t know” because I would need to know more information and then convey that we can craft a solution together. This gives the prospect peace of mind that I am not offering a quick-fix, templated approach and is also consistent with the core values I practice.

Close Encounter of A Different Kind

You are going to encounter new questions all the time and frankly, if you don’t know the answer, there’s a good chance someone on your team doesn’t either. It’s hard enough to admit that you don’t know something to a prospect but admitting it to a sales leader who believes s/he has already trained you on these details is an uncomfortable proposition. What about asking this question in front of the team and opening yourself up to potential ridicule? As daunting as this sounds, it is likely many of your sales colleagues will be happy you asked because not only were they also uncomfortable asking that question, it’s often the one they wished they had the courage to ask themselves.

Ignorance is Bliss

The best sales leaders create a workplace culture where not only are their direct reports comfortable asking questions directly to them, but also in front of the group so everyone can benefit. I also recommend to sales leaders that they aggregate these questions into an internal FAQ for scaling and onboarding purposes because if one person asks, most likely others will have the same question down the line.

If you chose sales as your profession, you are most likely competitive and ideally seek every bit of information you need to be successful. By giving incomplete or inaccurate answers you risk your reputation, success, and as important, a potential customer’s trust. We need to spend less time being ashamed of what we don’t know, and more time taking the initiative to increase our knowledge base. There is no harm in being uninformed, only in pretending not to be and not doing something about it.

To learn more about virtual, employee, or client engagement contact us at 978-206-1535 or info@mindsetgo.flywheelsites.com.

Winner’s Circle: The Power to Perform; Achieve Professional Goals and Create Extraordinary Results

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WINNER’S CIRCLE

THE POWER TO PERFORM; ACHIEVE PROFESSIONAL GOALS AND CREATE EXTRAORDINARY RESULTS

Launch & Learn, 2 hours, half-day

OVERVIEW

In this four part series, MindsetGo breaks down the major components of sales through building both technical, industry-driven knowledge and emotional intelligence skills.

Part 1, Formulating a Winning Mindset, focuses on combining product knowledge with a customer-driven ethos to be more proactive, and looking inward to understand participants’ own motivators so they can better cope with success, challenges, and disappointment.

Part 2, Relationships Before Revenue, is a comprehensive evaluation of the perception of oneself and others in order to maximize the ability to connect, accelerate success, and engender trust in relationships.

Part 3, Influence, Motivate, and Inspire, centers on building advocacy skills, confidence, assertiveness, and influence by understanding what motivates others throughout the decision making process and leveraging those factors to secure commitment.

Part 4, Outplay, Outthink, Outperform the Competition, teaches participants how to differentiate themselves and their organization from the first interaction verbally and virtually, using motivational interviewing, win-win negotiation templates, and demonstrating value over benefits and features.

  • Fear of rejection
  • Non-returning or one-time customers
  • Slow to achieve buy-in and commitment
  • Buyers’ assumptions shape their agendas, inability to connect with clients and understand needs
  • Passive communication styles rather than assertive and confident

  • Body Language Reading
  • Active Listening
  • Storytelling
  • Self-awareness
  • Motivational Interviewing
  • Building Trust

  • Determine, forecast, measure and embrace outcomes
  • Develop resiliency skills to maintain confidence
  • Adapt your approach, communication style, level of detail, pace, etc. based on customer expectations and interactions
  • Connect to clients through emotional intelligence, reading body language, and active listening
  • Relationship building: communicate values to build trust
  • Storytelling: weave a compelling story about your brand, product, or yourself within your sales pitch
  • Self-awareness: identifying challenges that may be detracting from effectiveness

PHNjcmlwdD4KdmFyIHggPSBkb2N1bWVudC5nZXRFbGVtZW50c0J5Q2xhc3NOYW1lKCJmdXNpb24tcG9zdC10aXRsZSIpOwp4WzBdLnN0eWxlLnZpc2liaWxpdHkgPSAiaGlkZGVuIjsKPC9zY3JpcHQ+Download Workshop PDFRequest Additional Information

DELIVERY OPTIONS

Webinar

On-site

eLearning

WHO SHOULD ATTEND

Social Influencers

Changemakers

High-potentials

Those who struggle to be assertive

Learning and Development Personnel

No formal sales training

Outdated sales training

First time leaders through seasoned managers

No formal leadership training

Managers who need higher performance from their team

Back To TopicsBack To Sales

Prioritization and Task Management

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PRIORITIZATION & TASK MANAGEMENT

Launch & Learn, 2 hours, half-day

OVERVIEW

Most professionals are bombarded every day with a constant stream of emails, unforeseen pop-ups that “only you” can fix, and interruptions that can derail your entire day. If you have ever left the office with your To-Do list partially completed, or been frustrated with projects that are passed due but you cannot seem to spend enough time on, this course can help alleviate some of that pressure.

With MindsetGo’s mindfulness and process-based strategies, you can separate your emotional response from stress and tackle your workload confidently and effectively.

  • Not enough time to address long term projects with day-to-day tasks in the mix
  • Difficulty effectively focusing on projects with constant emails, meetings, and other interruptions
  • Unsure how to prioritize varying projects and daily tasks
  • Inability to say “no” to additional assignments when your workload is maxed

  • Self-awareness
  • Stress management
  • Process building
  • Resiliency and adapting to change
  • Critical thinking and problem solving
  • Time management
  • Accountability

  • Critically examine a normal day and discover routine obstacles/interruptions and how to overcome them
  • Evaluate varying time management strategies against your own strengths, weaknesses, and workflow to determine what works for you
  • Set long-term and short-term goals using personalized time management templates and share those goals with an accountability partner, group, or supervisor
  • Reflect after completing a task, analyze your processes, success, and challenges and identify ways to improve
  • Establish a routine and maintain your new habits

PHNjcmlwdD4KdmFyIHggPSBkb2N1bWVudC5nZXRFbGVtZW50c0J5Q2xhc3NOYW1lKCJmdXNpb24tcG9zdC10aXRsZSIpOwp4WzBdLnN0eWxlLnZpc2liaWxpdHkgPSAiaGlkZGVuIjsKPC9zY3JpcHQ+Download Workshop PDFRequest Additional Information

DELIVERY OPTIONS

Webinar

On-site

eLearning

WHO SHOULD ATTEND

Social Influencers

Changemakers

High-potentials

Those who struggle to be assertive

Learning and Development Personnel

No formal sales training

Outdated sales training

First time leaders through seasoned managers

No formal leadership training

Managers who need higher performance from their team

Back To TopicsBack To Sales

Negotiation & Budgets

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NEGOTIATION & BUDGETS

Launch & Learn, 2 hours, half-day

OVERVIEW

Lower the price and risk not making enough or stick to your price and risk losing the sale? You can avoid making that choice. Be more effective getting paid full price and handling price objections. Apply the skills and knowledge to Influence your buyer’s perception of cost, value and benefits.

This 3 part series focuses on negotiating to create win-win solutions, understanding how and when to talk about money, and being resilient through pressure from pricing and competition.

  • You feel as though you’re being used as a comparison or “price point” in order to get a better deal with someone else
  • Lack of confidence under competitive pressure
  • Poor negotiation and conversational skills
  • Not effective in communicating value or what makes your products/services “different”

  • Negotiation and Communication Intelligence
  • Customer Service
  • Differentiation
  • Self-Awareness
  • Empathy
  • Inquiry Skills

  • Negotiate the best win-win solutions that keep profits, margins, and customer satisfaction high
  • Transition negotiation into a joint problem-solving session.
  • Turn “price” and “cost” conversations into “value” and “ROI” conversations
  • Determine when and when not to submit a proposal without a budget
  • Deal with diminished budgets and requests for discounts
  • Avoid feature-to-feature combat and motivate your prospect to see your solution as a custom fit

PHNjcmlwdD4KdmFyIHggPSBkb2N1bWVudC5nZXRFbGVtZW50c0J5Q2xhc3NOYW1lKCJmdXNpb24tcG9zdC10aXRsZSIpOwp4WzBdLnN0eWxlLnZpc2liaWxpdHkgPSAiaGlkZGVuIjsKPC9zY3JpcHQ+Download Workshop PDFRequest Additional Information

DELIVERY OPTIONS

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On-site

eLearning

WHO SHOULD ATTEND

Social Influencers

Changemakers

High-potentials

Those who struggle to be assertive

Learning and Development Personnel

No formal sales training

Outdated sales training

Back To TopicsBack To Sales

Prospecting

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PROSPECTING

Launch & Learn, 2 hours, half-day

OVERVIEW

Buyer attention spans are short, decision makers are hard to reach, there’s 100 times more noise and clutter than just a few years ago, and it takes more than networking, referrals, and repeat business to maintain a healthy pipeline of qualified leads.

Our Prospecting program trains participants to influence the gatekeeper, disqualify the non-buyer with the right questions, and apply tactical problem solving on phone calls, face-to-face interactions, over email, and on LinkedIn. The program also teaches resiliency skills to overcome what holds people back from making the calls, and how to deal with rejection and disappointment when leads fall through.

  • Fear of rejection
  • Inability to motivate oneself to make sales calls
  • Exhausted sales network
  • Unhealthy one-time buyer to returning customer ratio
  • Sales call templates that just don’t work

  • Networking
  • Critical thinking and problem solving
  • Confident communication and phone skills
  • Discerning underlying assumptions, reservations, and motivators
  • Active listening
  • Overcoming fears and bad habits

  • Overcome roadblocks and convert leads
  • Qualify the buyer
  • Improve customer interactions with active listening, inquiry-based discovery,
  • Increase cross-selling opportunities
  • Be assertive with outbound prospecting
  • Identify new networks and sales pools

PHNjcmlwdD4KdmFyIHggPSBkb2N1bWVudC5nZXRFbGVtZW50c0J5Q2xhc3NOYW1lKCJmdXNpb24tcG9zdC10aXRsZSIpOwp4WzBdLnN0eWxlLnZpc2liaWxpdHkgPSAiaGlkZGVuIjsKPC9zY3JpcHQ+Download Workshop PDFRequest Additional Information

DELIVERY OPTIONS

Webinar

On-site

eLearning

WHO SHOULD ATTEND

Social Influencers

Changemakers

High-potentials

Those who struggle to be assertive

Learning and Development Personnel

No formal sales training

Outdated sales training

Back To TopicsBack To Sales

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