Developing a Relationship Strategy Emotional Intelligence

Transcription

1 Developing a Relationship Strategy Emotional Intelligence CHAPTER 4 Creating Value with a Relationship Strategy... is the capacity for monitoring our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships It is a predictor of success It can be enhanced with self-development Emotional Intelligence Emotional Intelligence We are being judged by a new yardstick; not just how smart we are, or by our training and expertise, but also how well we handle ourselves and each other. Daniel Goleman, Ph.D 1

2 HOW SAVVY ARE YOU? You are on an airplane that suddenly hits extremely bad turbulence and begins rocking from side to side. What do you do? HOW SAVVY ARE YOU? You are a customer service representative and have just gotten an extremely angry client on the phone. What do you do? A. Continue to read your book or magazine, or watch the movie, trying to pay little attention to the turbulence. B. Become vigilant for an emergency, carefully monitoring the stewardesses and reading the emergency instructions card. C. A little of both A. and B. D. Not sure never noticed A. Hang-up. It doesn t pay to take abuse from anyone. B. Listen to the client and rephrase what you gather he is feeling. C. Explain to the client that he is being unfair, that you are only trying to do you re your job, and you would appreciate it if he wouldn t get in the way of this. D. Tell the client you understand how frustrating this must be for him, and offer a specific thing you can do to help him get his problem resolved. HOW SAVVY ARE YOU? Strategic/Consultative Selling Model You are an insurance salesman calling on prospective clients. You have left the last 15 clients empty handed. What do you do? A. Call it a day and go home early to miss rush hour traffic. B. Try something new in the next call, and keep plugging away. C. List your strengths and weaknesses to identify what may be undermining your ability to sell. D. Sharpen up your resume. Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2

3 Developing a Relationship Strategy Relationships Add Value Relationships add value Partnering the highest-quality selling relationship Relationship strategies focus on four key groups Tailoring the relationship strategy Customers perceive that value is added when they feel comfortable with the relationship they have with a salesperson Certain salesperson traits help create perception of value Honesty Accountability Sincere concern for customer welfare Partnering The Highest-Quality Selling Relationship Partnering strategically developed, highquality, long-term relationship focusing on solving customers buying problems It emphasizes building a relationship Selling must be viewed as a process, not an event Three Keys to a Partnering Relationship From Wilson Learning: 1. Relationship is built on shared values 2. Both commit to same vision 3. Salesperson moves from selling to supporting 3

4 Customer Relationship Management with Technology Customer Relationship Management with Technology Customer Relationship Management (CRM) technologies enhance relationship quality Promote rapid and effective client communication Written records help avoid miscommunication Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall Effective Relationship Strategies Focus on Four Key Groups Adapting the Relationship Strategy: Transactional selling A term used to describe a sales strategy that involves focusing on achieving quick sales without a significant attempt to form a long term customer relationship. Buyers aware of needs, focus on price Relationship strategy secondary 4

5 Adapting the Relationship Strategy: Consultative selling Personal selling in which a salesperson plays the role of a consultant. He or she first assists the buyer in identifying his or her needs, and then suggesting products that satisfy those needs. Salesperson listens, defines problem, solves Impact of the relationship is important Adapting the Relationship Strategy: Strategic Alliance Selling Strategic alliance selling is often the most challenging. Very often the salesperson is working with a company team made up of people from such areas as research and development (R&D), finance, and distribution. The salesperson must build a good working relationship with each team member Build relationship with several people Thought Processes that Enhance Your Relationship Strategy Self-concept Win-win philosophy Empathy and ego drive Character and integrity Self-Concept... shaped by the ideas, attitudes, feelings, and thoughts you have about yourself that influence the way you relate to others Feelings and behavior are consistent with the self-concept The self-concept can be changed Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 5

6 Developing a More Positive Self-Concept The Win-Win Philosophy Focus on future, not past mistakes Develop expertise in selected areas Develop a positive mental attitude Customer satisfaction primary Adopting win-win is the first step in development of relationship strategy Both the buyer and seller come out of the sale with their respective best interests being served Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall Win-Win versus Win-Lose Empathy and Ego Drive Empathy is the ability to understand what a person is feeling Ego drive is an inner force that makes the salesperson need to make the sale Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 6

7 Character and Integrity Character includes personal standards such as honesty, integrity, and moral strength Integrity involves achieving congruence between what you know, say, and do Integrity has become a valuable character trait Verbal and Nonverbal Strategies First customer contact critical Quick, superficial judgments are made These impressions can facilitate or distract The image a salesperson projects can influence the customer s feelings about that salesperson Nonverbal Messages Entrance, Carriage, and Shaking Hands Silent messages communicated through facial expressions, voice tone, gestures, appearance, posture, and other nonverbal means Nonverbal messages have greater impact than verbal messages Make sure verbal and nonverbal messages are consistent Entrance and Carriage Believe and project that you have a reason to be there and something important to offer the client Communicate confidence with: Strong stride Good posture Friendly smile Shaking Hands Proper greeting, symbolizes respect Make eye contact Use firm, deep grip Duration and dryness State your name when you extend your hand Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 7

8 Shaking Hands Facial Expressions and Eye Contact Facial expressions convey inner feelings People tend to trust a smiling face Reading facial expressions fairly universal across cultures Good eye contact says I m listening Prolonged eye contact can send the wrong message Facial Expressions and Eye Contact Eye Contact 8

9 Effect of Appearance Effect of Voice Quality and Relationships Simplicity Appropriateness Formal Business casual Quality Visual integrity Avoid rapid-fire speech Vary speed of your delivery Sound upbeat and energetic, but not phony Convey enthusiasm in your voice Try to sound relaxed Avoid bad speech habits Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall Effect of Etiquette on Relationships Avoid temptation to start on first name basis Avoid offensive comments or jokes Recognize the importance of punctuality When dining, avoid discussing business before meals are ordered, unless customer initiates When leaving voic messages, leave a clear, concise message Avoid cell-phone contempt Conversational Strategies That Enhance Relationships From Dale Carnegie: Become genuinely interested in other people Be a good listener Talk about interests of others 9

10 Conversational Strategies That Enhance Relationships Listen with your ears, your eyes, and your heart. Conversational Strategies That Add Value From Andrew Gallan, Abbott Laboratories: Use the CARE model to add value Customize Appreciate Respond Execute Become a trusted, respected, and invaluable partner to the customer Stephen Covey Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall Artifacts Application Strategies for Self-Improvement The self-selected objects that surround a person are called artifacts What can you learn from: Pictures in an office? Objects on a person s desk? The type of car customers own? Set goals Use visualization Use positive self-talk Reward your progress 10

11 Developing a Relationship Strategy Communication Styles: An Introduction to Adaptive Selling CHAPTER 5 The patterns of behavior that others observe can be called communication style. Adaptive selling can be defined as altering sales behaviors in order to improve communication with the customer. Communication Styles: A Key to Adaptive Selling Today Communication-Style Bias Adaptive Selling Most frequently occurring form of bias Not commonly understood A state of mind that is difficult to explain Develops when we have contact with another whose communication style is different from our own Describes training programs that encourage salespeople to adjust their communication style to accommodate styles of their customers More than 7 million have completed Wilson Learning s adaptive selling program titled The Versatile Salesperson 11

12 Communication-Style Principles Communication-Style Principles 1. Individual Differences Individual differences exist and are important Each person displays individual array of verbal and nonverbal characteristics 2. Communication Style as a Way of Thinking and Behaving A preferred way of using one s abilities Ability is how well you can do something Style is how you like to do it 3. Individual Styles Tend to Be Stable over Time Based on hereditary and environmental factors Our style tends to remain rather constant through life The ability to flex can be enhanced 4. There Is a Finite Number of Styles Most people display one of several behavioral clusters We can often label a person s preferred communication style Communication-Style Principles 5. Get in Sync with Styles of Others Communication style differences can be source of friction Develop an ability to adapt to another person s style Improving Relationship Skills First goal: understand your own preferred communication style Second goal: develop greater understanding and appreciation for different styles Third goal: manage selling relationships by adapting style (style-flexing) 12

13 Communication-Style Model Dominance Continuum Low dominance Cooperative Let others control Low in assertiveness High dominance Like to control Initiate demands More aggressive Sociability Continuum Low Control feelings Prefer solitude More reserved More formal High Express feelings Prefer interaction More outgoing More informal Framework for Communication Style Classification 13

14 Emotive Style Emotive Style Traits Appears quite active Takes social initiative Encourages informality Expresses emotional opinions Directive Style Directive Style Traits Appears quite busy May give the impression of not listening Displays rather serious attitude Likes to maintain control 14

15 Reflective Style Reflective Style Traits Controls emotional expression Displays preference for order Tends to express measured opinions Seems difficult to get to know Supportive Style Supportive Style Traits Appears to be quiet and reserved Listens attentively Tends to avoid use of power Makes thoughtful decisions in deliberate manner 15

16 Popularity of Four-Style Model Many training and development companies offer training programs that present the Four- Style Model Comparison of Styles Minimizing Communication-Style Bias Salespeople often focus too much on the content and not enough on the delivery of their sales presentation It can be a barrier to sales success One must work with people from all four quadrants Become highly adaptable Adaptive Selling Requires Versatility Versatility describes one s ability to minimize communication-style bias Adapting to the customer s preferred style can enhance sales performance Move toward a more mature style Strength-weakness paradox Intensity zones 16

17 Intensity Zones Versatility Through Style Flexing Style-flexing: the deliberate attempt to adjust one s communication style to accommodate others needs Learn about each customer s style during preapproach stage Do not become preoccupied with identifying style during sales calls Analyze call afterward for style clues Selling to Emotives and Directives Selling to Reflectives and Supportives Selling to Emotives Be enthusiastic Don t be too stiff or formal Take time to establish goodwill/relationships Maintain eye contact Be good listener Selling to Directives Keep as businesslike as possible Be efficient, time disciplined, organized Identify their goals Ask questions and note responses Selling to Reflectives Use thoughtful, wellorganized approach Present information in deliberate manner Provide documentation Never pressure for quick decisions Selling to Supportives Take time to build the relationship Listen carefully to their opinions and feelings Provide assurances for their views Have patience, give them time to comprehend 17

18 Words of Caution Do not let labels rule behavior Labels make people feel boxed in or judged Acquire additional information Do not classify people per se, classify their strengths and preferences Do not let labels justify your inflexibility Words of Caution 18