5 Traits customers want to see
by Ken Dooley of Business Brief
Here are the five characteristics of salespeople that customers ranked in order of importance in a recent survey:
1. Integrity: 96% of customers say that the No. 1 thing they look for in salespeople is integrity. People want to do business with those whom they trust.
2. Empathy: This is a salesperson’s ability to view life from the customer’s point of view. There isn’t a problem that aggressiveness will get you into that an equally strong measure of empathy won’t keep you out of.
3. Initiative. This is the habit of being proactive. It’s everything you do without someone telling you that you must do it.
4. Knowledge: Customers report that what they want most in a solution is to deal with salespeople who are knowledgeable. If knowledge is power, then what you don’t know holds great power over you.
5. Courage: This is not the absence of fear – it’s the management of fear. Value-added salespeople feel the fear and do what they know they must do to overcome it.
Value and price
Value added salespeople are skilled at directing the conversation towards value, not price. They uncover the customer’s need, analyze the costs associated with that need, and translate features of the product into what it will do for the customer.
Two dimensions of value
Some salespeople assume that all their customers are interested in the same type of relationship. But there are two dimensions of what customers value:
1. Need for relationship. Customers with a high need for relationship place high value on the salesperson’s ability to understand them, their needs, strategy and challenges and their future plans. Buyers who are less experienced with the product they are buying will place a high value on this type of relationship.
2. Need for information. Salespeople who are able to provide easy access to information save their customers time and effort and make it easier to do business with them. These customers are usually sophisticated and sometimes know more about the products and services being offered than the salespeople themselves.
Customer interaction preferences
The first step in value added selling is to understand clearly what your customers value. Each customer has his or her own perspective on value, usually falling into one of the following categories:
1. The transactional buy. Customers here have low needs for a relationship and low needs for information. They just want the right product at the right time at the lowest price.
2. The relationship buy. Customers have high needs for a relationship. They need salespeople who have an in-depth understanding of their situation.
3. The information buy – customers have a high need for information and a low need for a relationship. They know what they want, and want to be informed and educated.
4. The partnership buy. Customers have a high relationship need and a high information need. They want a salesperson who understands their company and their needs.
Here are the five characteristics of salespeople that customers ranked in order of importance in a recent survey:
1. Integrity: 96% of customers say that the No. 1 thing they look for in salespeople is integrity. People want to do business with those whom they trust.
2. Empathy: This is a salesperson’s ability to view life from the customer’s point of view. There isn’t a problem that aggressiveness will get you into that an equally strong measure of empathy won’t keep you out of.
3. Initiative. This is the habit of being proactive. It’s everything you do without someone telling you that you must do it.
4. Knowledge: Customers report that what they want most in a solution is to deal with salespeople who are knowledgeable. If knowledge is power, then what you don’t know holds great power over you.
5. Courage: This is not the absence of fear – it’s the management of fear. Value-added salespeople feel the fear and do what they know they must do to overcome it.
Value and price
Value added salespeople are skilled at directing the conversation towards value, not price. They uncover the customer’s need, analyze the costs associated with that need, and translate features of the product into what it will do for the customer.
Two dimensions of value
Some salespeople assume that all their customers are interested in the same type of relationship. But there are two dimensions of what customers value:
1. Need for relationship. Customers with a high need for relationship place high value on the salesperson’s ability to understand them, their needs, strategy and challenges and their future plans. Buyers who are less experienced with the product they are buying will place a high value on this type of relationship.
2. Need for information. Salespeople who are able to provide easy access to information save their customers time and effort and make it easier to do business with them. These customers are usually sophisticated and sometimes know more about the products and services being offered than the salespeople themselves.
Customer interaction preferences
The first step in value added selling is to understand clearly what your customers value. Each customer has his or her own perspective on value, usually falling into one of the following categories:
1. The transactional buy. Customers here have low needs for a relationship and low needs for information. They just want the right product at the right time at the lowest price.
2. The relationship buy. Customers have high needs for a relationship. They need salespeople who have an in-depth understanding of their situation.
3. The information buy – customers have a high need for information and a low need for a relationship. They know what they want, and want to be informed and educated.
4. The partnership buy. Customers have a high relationship need and a high information need. They want a salesperson who understands their company and their needs.
7 Interview Questions to Uncover Corporate Culture
So ask these questions upfront to uncover what’s really going on!
By Scott Ginsberg
You're not the only person being interviewed. In fact, your perception of a company is equally as important as their perception of you.
Here's the reality: You can't work where you don't feel comfortable. You can't thrive where you don't feel at home. And you can't grow where you don't feel welcome.
Therefore, the culture of the company you're applying for carries tremendous weight on your decision to work there.
Today we're going to explore seven questions to ask about corporate culture, along with an explanation of what makes them work. Consider asking a few of these on your next interview:
1. If you could describe your corporate culture in three words, what would you say?
This question accomplishes several goals. First, it's creative. That positions you as a thinker, not just another résumé. Second, it challenges the interviewer to boil down the essence of their workplace in only a few words. Finally, your interviewer's response isn't as important as how they respond. Watch her body language. Check their posture. And keep an eye on their facial expressions. Look for consistency between actions and words to get the true description of the culture. Because someone's body never lies to you.
2. If you were going to give public tours of this company, what stops would the guide make?
This is another creative question to challenge your interviewer. What's more, her answers will represent the "greatest hits" of the company's culture. This delivers invaluable insight into what they perceive as the leading attributes of their company. After all, you wouldn't make it a stop on the tour if it didn't symbolize a core component to the company's culture, right?
3. If the local paper were going to run a four-page article about your company's culture, what would be impossible not to include?
Creative, challenging and counter-intuitive. Also positions you in a positive light, regardless of the answer. And, similar to the tour question, this allows your interviewer to put her company in the best light. The secret is, by suggesting a newspaper article it reveals the parts of the company's culture that she would want the public to know about. Transparency is key.
4. What's the best part about working in this environment that I won't be able to see from just a walk around the office?
This question digs deep into the true value of working in a particular company environment. You learn the culture behind the culture, as some workplaces are quite different once you've been employed there for a few months. This might be helpful in eliciting a little candor in your interviewer about the reality you'd be working in. Sometimes culture is hard to discern from a brief walk-through or few weeks of work.
5. What are the most common complaints employees make about your company culture?
Although you want to keep your interview as positive as possible, throwing a monkey wrench into the interview gears might not be a bad idea. Especially because it's an unexpected question. The cool part is, by discovering the negative aspects about a company before working there, you know what to expect. Like visiting Portland during wet season (September through May) before deciding to move there. At least there's no sugar coating.
6. May I speak with a few of your veteran employees or new hires?
Some companies will already schedule this experience into the interview process. On the other hand, some companies will not allow you to contact existing employees. Either way, asking such a question — and, if you're lucky, getting an affirmative answer — will provide the best insight into corporate culture, as it comes from a team member himself. If you can make it happen, you'll be glad you asked. Because behavior is the broadcaster of attitude, and attitude is the reflection of culture.
7. What do you love best about the culture here?
Finally, try getting personal. Find out what brings your interviewer back to work every day. Find out what prevents her from leaving the company and going somewhere else. This example is your best tool as a "final" question to ask toward the end of the interview. Just be sure not to ask it too early. Wait until you've created a connection and built rapport with the interviewer. That way you'll be guaranteed an authentic answer.
Remember: Company culture is everything. You can't work where you don't fit.
Ask a few of these questions on your next interview, and you'll be sure to find the organization that's the right environment for you.
Let me ask ya this …
How would you describe your ideal workplace environment?
By Scott Ginsberg
You're not the only person being interviewed. In fact, your perception of a company is equally as important as their perception of you.
Here's the reality: You can't work where you don't feel comfortable. You can't thrive where you don't feel at home. And you can't grow where you don't feel welcome.
Therefore, the culture of the company you're applying for carries tremendous weight on your decision to work there.
Today we're going to explore seven questions to ask about corporate culture, along with an explanation of what makes them work. Consider asking a few of these on your next interview:
1. If you could describe your corporate culture in three words, what would you say?
This question accomplishes several goals. First, it's creative. That positions you as a thinker, not just another résumé. Second, it challenges the interviewer to boil down the essence of their workplace in only a few words. Finally, your interviewer's response isn't as important as how they respond. Watch her body language. Check their posture. And keep an eye on their facial expressions. Look for consistency between actions and words to get the true description of the culture. Because someone's body never lies to you.
2. If you were going to give public tours of this company, what stops would the guide make?
This is another creative question to challenge your interviewer. What's more, her answers will represent the "greatest hits" of the company's culture. This delivers invaluable insight into what they perceive as the leading attributes of their company. After all, you wouldn't make it a stop on the tour if it didn't symbolize a core component to the company's culture, right?
3. If the local paper were going to run a four-page article about your company's culture, what would be impossible not to include?
Creative, challenging and counter-intuitive. Also positions you in a positive light, regardless of the answer. And, similar to the tour question, this allows your interviewer to put her company in the best light. The secret is, by suggesting a newspaper article it reveals the parts of the company's culture that she would want the public to know about. Transparency is key.
4. What's the best part about working in this environment that I won't be able to see from just a walk around the office?
This question digs deep into the true value of working in a particular company environment. You learn the culture behind the culture, as some workplaces are quite different once you've been employed there for a few months. This might be helpful in eliciting a little candor in your interviewer about the reality you'd be working in. Sometimes culture is hard to discern from a brief walk-through or few weeks of work.
5. What are the most common complaints employees make about your company culture?
Although you want to keep your interview as positive as possible, throwing a monkey wrench into the interview gears might not be a bad idea. Especially because it's an unexpected question. The cool part is, by discovering the negative aspects about a company before working there, you know what to expect. Like visiting Portland during wet season (September through May) before deciding to move there. At least there's no sugar coating.
6. May I speak with a few of your veteran employees or new hires?
Some companies will already schedule this experience into the interview process. On the other hand, some companies will not allow you to contact existing employees. Either way, asking such a question — and, if you're lucky, getting an affirmative answer — will provide the best insight into corporate culture, as it comes from a team member himself. If you can make it happen, you'll be glad you asked. Because behavior is the broadcaster of attitude, and attitude is the reflection of culture.
7. What do you love best about the culture here?
Finally, try getting personal. Find out what brings your interviewer back to work every day. Find out what prevents her from leaving the company and going somewhere else. This example is your best tool as a "final" question to ask toward the end of the interview. Just be sure not to ask it too early. Wait until you've created a connection and built rapport with the interviewer. That way you'll be guaranteed an authentic answer.
Remember: Company culture is everything. You can't work where you don't fit.
Ask a few of these questions on your next interview, and you'll be sure to find the organization that's the right environment for you.
Let me ask ya this …
How would you describe your ideal workplace environment?
Busy bosses are less effective leaders
by Scott Eblin
Lots of leaders are so busy doing things that they don’t see what needs to be done.
One of the things I do on a regular basis is speak to groups of new and high potential executives about what they can do to succeed in bigger jobs. In the run-up to those sessions, I often ask them to complete a short self-assessment on how they think they stack up on some of the leadership behaviors outlined in The Next Level.
In their self assessments, most of the leaders I’m working with think they’re doing a great job on action oriented behaviors. They give themselves relatively high marks on things like taking accountability, making timely decisions and being clear about communicating desired outcomes.
Don’t get me wrong. That’s good stuff. Effective leaders demonstrate those strengths. You know what they say about strengths, though. A strength when overused can be a weakness. That’s where the lowest ranked behaviors in the self assessment come into play. There are five of them that really stand out and, collectively, they’re signs that you’re so busy doing things you may not really see what needs to be done.
How do you stack up on these behaviors?
Lots of leaders are so busy doing things that they don’t see what needs to be done.
One of the things I do on a regular basis is speak to groups of new and high potential executives about what they can do to succeed in bigger jobs. In the run-up to those sessions, I often ask them to complete a short self-assessment on how they think they stack up on some of the leadership behaviors outlined in The Next Level.
In their self assessments, most of the leaders I’m working with think they’re doing a great job on action oriented behaviors. They give themselves relatively high marks on things like taking accountability, making timely decisions and being clear about communicating desired outcomes.
Don’t get me wrong. That’s good stuff. Effective leaders demonstrate those strengths. You know what they say about strengths, though. A strength when overused can be a weakness. That’s where the lowest ranked behaviors in the self assessment come into play. There are five of them that really stand out and, collectively, they’re signs that you’re so busy doing things you may not really see what needs to be done.
How do you stack up on these behaviors?
- Pace myself by building in regular breaks from work.
- Manage workload so that I have time for unexpected problems or issues.
- Give others my full presence and attention during meetings and conversations.
- Regularly take time to step back and define or redefine what needs to be done.
- Build a network to stay connected to the market and gain fresh perspective.
It doesn't matter what you sell
by Bob Marx
It doesn’t matter what you sell. After years of conversations with salespeople from every imaginable industry there is a common theme. Salespeople don’t ask. Ask if there is any interest, ask the tough questions, ask what is really going on, ask if they are still interested…..and ask them to buy.
How many sales careers have died after years of agony simply because they couldn’t get themselves to ask strangers if they would be interested? Think of all they technology available today specifically designed to help salespeople ask – while avoiding rejection. E-mail campaigns, web pages, and direct mail – the list can go on as long as you have the patience to put it together.
How much time has been wasted by those of us in sales working with prospects that are simply looking around without any intention of buying? Why does the idea of asking early in the process if their intention is to buy make so many uncomfortable? Because we may scare them away? Or is it because the thought of asking such a direct question could make us uncomfortable because we believe it will make them uncomfortable?
How many resources are squandered creating bids, quotes or proposals designed solicit interest with some magic combination of words? Think about saying to a prospect upfront, before you get into the specifics… “Biased on my experience were probably looking at a price between x and y…is this in the realm of what you are expecting?” In your mind’s eye, picture yourself asking this upfront – Does the thought make you feel uncomfortable?
Do you believe you deserve answers to these questions? Every salesperson I’ve ever spoken to says yes… Take a look at your behavior. Do you ask these direct no-nonsense questions? It’s not unusual to answer no. If we can be honest and agree we deserve to ask and get answers then we can be honest enough to ask the real question…why don’t I?
Let your competition hide behind technology and waste time being too polite to ask the hard questions.
You get real with the reasons you don’t ask – and get over it. You work for a living and you deserve to get paid for your efforts. Ask, and then keep asking.
It doesn’t matter what you sell. After years of conversations with salespeople from every imaginable industry there is a common theme. Salespeople don’t ask. Ask if there is any interest, ask the tough questions, ask what is really going on, ask if they are still interested…..and ask them to buy.
How many sales careers have died after years of agony simply because they couldn’t get themselves to ask strangers if they would be interested? Think of all they technology available today specifically designed to help salespeople ask – while avoiding rejection. E-mail campaigns, web pages, and direct mail – the list can go on as long as you have the patience to put it together.
How much time has been wasted by those of us in sales working with prospects that are simply looking around without any intention of buying? Why does the idea of asking early in the process if their intention is to buy make so many uncomfortable? Because we may scare them away? Or is it because the thought of asking such a direct question could make us uncomfortable because we believe it will make them uncomfortable?
How many resources are squandered creating bids, quotes or proposals designed solicit interest with some magic combination of words? Think about saying to a prospect upfront, before you get into the specifics… “Biased on my experience were probably looking at a price between x and y…is this in the realm of what you are expecting?” In your mind’s eye, picture yourself asking this upfront – Does the thought make you feel uncomfortable?
Do you believe you deserve answers to these questions? Every salesperson I’ve ever spoken to says yes… Take a look at your behavior. Do you ask these direct no-nonsense questions? It’s not unusual to answer no. If we can be honest and agree we deserve to ask and get answers then we can be honest enough to ask the real question…why don’t I?
Let your competition hide behind technology and waste time being too polite to ask the hard questions.
You get real with the reasons you don’t ask – and get over it. You work for a living and you deserve to get paid for your efforts. Ask, and then keep asking.