place : sydney time : september 2011 facilitator : jim wilson developed by the authors of smarter...
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Place : Sydney Place : Sydney Time : September 2011Time : September 2011Facilitator : Jim WilsonFacilitator : Jim Wilson Developed by Developed by
the authors ofthe authors ofSmarter Selling Smarter Selling
Becoming the Trusted Adviser Becoming the Trusted Adviser through …through …
… … Smarter SellingSmarter Selling
A Preview Session for A Preview Session for The Junior Print Executives of NSWThe Junior Print Executives of NSW
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Three Propositions ???
I love to buy, but I hate being sold to !!
People buy, I don’t sell !!
If I help someone buy well (in terms of their outcomes), then that will do more to help establish and build a trust-based relationship than anything else I might do in ‘selling’ terms !!
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Three Questions ???
What does it mean to be the trusted adviser ?
Why is this important and relevant ?
So … if we can agree on what it means and why it is important – how do we become THE trusted adviser ?
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Maister et al measure Trust as follows:
Q.1 = The Trust Equation
Source: The Trusted Advisor, David H Maister, Charles H Green and Robert M Galford
T = Trust(worthiness) - the trust quotient
C = Credibility - you are recognised for your technical competence
R = Reliability - you do what you say you will do
I = Intimacy - you build relationships skillfully, you demonstrate care about and concern for your client
S = Self-orientation (a lack of)
T = Trust(worthiness) - the trust quotient
C = Credibility - you are recognised for your technical competence
R = Reliability - you do what you say you will do
I = Intimacy - you build relationships skillfully, you demonstrate care about and concern for your client
S = Self-orientation (a lack of)
T = C + R + I
S
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Q.2 = Client / Customer loyalty drivers
Source: Customer Experience Diagnostic: Sales executive council research
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Q.3 = Aim of the workshop
The overall aim of the workshop is to enhance your ability to differentiate your professional service offering
– through your behaviour –
by developing valuable and sustainable business relationships.
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Behavioural approach
The Trusted Advisor, Maister (2002)Smarter Selling, Dugdale & Lambert (2007)
Productknowledge
Consultative approach
Strategic Selling, Miller & Heiman (1988)SPIN Selling, Rackham (1988)
Evolution of advisory approaches
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The changing role of the adviser
"For some years I've felt that classic models … rely too heavily on selling solutions to problems.
Today, the most dynamic growth opportunities come from divergent offerings.
People following problem-based and technical models often fail to uncover opportunities until very late, - if at
all.
What is needed is an approach that encourages discussion of opportunities much earlier in
the relationship process."
Neil Rackham, 2005 Neil Rackham, 2005
Source: Selling is Dead, Marc T. Miller and Jason M. Sinkovitz
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The Journey to Trusted Adviser
A journey that is about :
Helping and advising, not selling.
Asking, not telling.
Focussing on people and their needs.
Developing opportunities to share ideas, rather than pushing solutions in search of problems.
Engaging with, not being disengaged or disconnected from our clients.
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Why is it important?
Business contacts talk to me more and tell me more.
We enjoy meeting and working with our clients.
Mistakes are forgiven.
We feel good about ourselves.
We make more money.
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Our Approach
1. Understand the mindset.– The I Owe U approach
2. Explore the concepts.– Relationships – The OctagonTM
– More effective conversations
Apply the skills, tools & techniques.
UnderstandUnderstandUnderstandUnderstand
ExploreExploreExploreExplore
ApplyApplyApplyApply
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Relationships
Social
Technical Ad-hoc
Partner
UnderstandUnderstand
Yourself (Octagon™)
Relationships
Buyers
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Your relationship types
UnderstandUnderstand
Yourself (Octagon™)
Relationships
Buyers
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Maister et al measure Trust as follows:
The Trust Equation
T = C + R + I
S
Source: The Trusted Advisor, David H Maister, Charles H Green and Robert M Galford
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Maister et al describe Trust as follows:
The Trust Equation
Source: The Trusted Advisor, David H Maister, Charles H Green and Robert M Galford
T = Trust(worthiness) - the trust quotient
C = Credibility - you are recognised for your technical competence
R = Reliability - you do what you say you will do
I = Intimacy - you build relationships skillfully, you demonstrate care about and concern for your client
S = Self-orientation (a lack of)
T = Trust(worthiness) - the trust quotient
C = Credibility - you are recognised for your technical competence
R = Reliability - you do what you say you will do
I = Intimacy - you build relationships skillfully, you demonstrate care about and concern for your client
S = Self-orientation (a lack of)
T = C + R + I
S
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Relationships
Types of relationships we CAN have
Types of relationships we have CURRENTLY
How to shift relationships
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Shifting relationships
Discuss specific things you can do to:
move a social relationship to a partner relationship
move an ad-hoc relationship to a partner relationship
move a technical relationship to a partner relationship
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Who you are
Specific actions
Behaviour patterns
Personality
EssenceEssence
UnderstandUnderstand
Yourself (Octagon™)
Relationships
Buyers
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OpportunityOpportunity vs vs FearFear
Free flowing Free flowing vs vs OrganisedOrganised
FeelingsFeelings vs vs FactsFacts
Big pictureBig picture vs vs DetailDetail
TrustTrust vs vs ControlControl
Your needsYour needs vs vs My needsMy needs
My bestMy best vs vs Better than youBetter than you
LeadingLeading vs vs FollowingFollowing
Introducing the OctagonTM
UnderstandUnderstand
Yourself (Octagon™)
Relationships
Buyers
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NO Definitive Profile, however a Trusted Adviser might …
Display the confidence the LEADLEAD, when necessary
Show a tendency to embrace OPPORTUNITIESOPPORTUNITIES
Display a strong desire to TRUSTTRUST a person or a process
Demonstrate a preference for focussing on the NEEDSNEEDS of others
Show a sensitivity to FEELINGSFEELINGS and social milieux
Display a tendency to allow things to FIND THEIR OWN FIND THEIR OWN COURSECOURSE, without too much firm direction or intervention
Exhibit a desire to be the BEST YOU CAN BEBEST YOU CAN BE, for and on behalf of your client or business partner
Demonstrate a preference and aptitude for working with the ‘BIG PICTUREBIG PICTURE’
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0
45
90
135
180
A relationship building profile
OpportunityOpportunity vs vs FearFear
Free flowing Free flowing vs vs OrganisedOrganised
FeelingsFeelings vs vs FactsFacts
Big pictureBig picture vs vs DetailDetail
TrustTrust vs vs ControlControl
Your needsYour needs vs vs My needsMy needs
My bestMy best vs vs Better than youBetter than you
LeadingLeading vs vs FollowingFollowing
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Specific example … What type of person do we have here ?
0
45
90
135
180
“But, however, to be realistic….” O/F
“I think that, report back, make sure..”
T/C
“This is what we will do…” L/F
“That is not perfect….”BP/D
“But I think that, I know that….”
MB/BTY
“What is the plan, agenda, time-frame…”
FF/O
“Lets be sensible, logical, obviously…” Fe/Fa
“I need you to…” YN/MN
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SHAPE
Our aim : to give value in every conversation, meeting or interaction
by
focussing only on those things that are important to the client.
Discover & Apply Discover & Apply
SHAPE
Focus-5
Spicy Questions
Levels of Thinking
SHAPE
Facts
Next steps
Challenges
Outcomes
People provide us with …
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SHAPE
How can we respond with good questions that open up the
conversation and take it to a more strategic level …
… for our client ?
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SHAPE
Facts
Next steps
Challenges
Outcomes
SS urface
HH unt
AA djust
PP aint
EE ngagewww.ioweu.com 27
Other person provides…Questions you ask…
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Sample Client Statements / Questions
The process seems very slow.
This stuff is taking up too much of my time.
I don’t see how the value justifies the fee.
Shouldn’t you have told me this before?
Why should I use XYZ - can’t we take care of this ourselves?
Why didn’t you do what I suggested?
Which SHAPE questions will you respond with? Why?
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How to become a ‘trusted adviser’ ?
Understand business relationships and what drives them.
Build rapport and earn trust
– by understanding ourselves and those behaviours that foster trust-based relationships.
Use your conversational control skills to help clients articulate and achieve THEIR goals
– when we help them, they entrust their business to us and invite us to work with them on other issues not because of WHAT we know, but, rather, HOW we think and WHO we are !!
Becoming the Trusted Becoming the Trusted Adviser through … Smarter Adviser through … Smarter
SellingSellingThank you for joining us on this journey.Thank you for joining us on this journey.
For more information, please contact For more information, please contact Jim Wilson Jim Wilson 0409 7743800409 774380
[email protected]@wsmservices.com.au
Developed by Keith Dugdale and Developed by Keith Dugdale and David Lambert, the authors ofDavid Lambert, the authors ofSmarter Selling. Smarter Selling.