Drew StevensDrew Stevens PhD (118)    Drew Stevens PhD    Getting to the Finish Line How to Present without Fear - PRACTICEPosted Monday, July 14, 2008 (6 days 5 hours ago.) Viewed 4 times. Overcoming fear is similar to athletic competition- one must practice before competition. Research with hundreds of clients shows that when individuals practice speaking they become confident and unrestrained. Presentations are not as difficult as they seem; they require structure and framework. Get help with your next presentation with PRACTICE©. Preparation - No presentation can begin or even end properly without proper preparation. All speakers require a framework that must include 1) your audience analysis, 2) your purpose or motive for the presentation, 3) your 3 or 4 main points 4) any stories or statistics required 5) your call to action. These five components are essential to every presentation. Meetings today are run too haphazardly. Productive meetings must have purpose. Rapport - Some presentations are succinct and do not enable much time for your to build audience rapport. You can overcome this hurdle with consistent interaction. More importantly, adult participants desire becoming part of the presentation. When possible, stop for questions, engage participants with case studies, exercises, charts, etc. If you relax your audience you too will relax. Attention - It is important to understand that you will never capture the attention of an entire audience. People filter during presentations are think about a myriad of items other than you. However, to ensure you capture an audience majority it is best to use metaphor, statistics, and even self-deprecating humor. Participants enjoy hearing new information especially that which is memorable. Conviction - Passion and empathy are keys for presentation success. Avatars of the speaking world capture audiences with charisma. The best speakers include King, Kennedy, Robbins, Clinton and many others. Participants even in business meetings enjoy listening to those passionate about the subject. Timely - Presentations must be time honored. Research proves that business meetings and classroom training are too long. Keep meetings succinct and agenda bound. No meeting should last longer than 45 minutes to one hour. Information -Dependent - The best meetings have agendas and stick to them. Every meeting must have an opening three to four main points and closure. Do not offer similar bromides others do. If you want to run an effective meeting then you must honor the framework of an agenda with only three to four main points. This framework keeps meetings focused and energetic. Close - Our work over 27 years proves that over 82% of meetings have little if any closure. Every meeting must have a summary of key points and a call to action. For a keynote presentation this is imperative, a classroom breakout- a return on investment and for the general business meeting- completeness of task. Evaluation - On completion of any meeting take a few moments to digress your presentation for evaluation. Never focus on the rote "smile sheets" handed to participants, simply review your work and areas that you believe might need improvement. There is no such thing as a flawless presentation. Even the "best" professionals mar their performances. The key is to not worry, remain relaxed and most important- have a conversation. The best presenters have a plan, know their purpose, speak with passion and hold their presence. Yet, the most imperative tool for any speaker is practice. So, for your next speech remember to PRACTICE Your Presentation©. Now make it happen! Copyright (c) 2008 Drew Stevens PhD -------- Drew Stevens assists organizations to dramatically accelerate business growth. Visit http://www.drewstevensconsulting.com to download FREE "Sales Effectiveness" White Paper or his newsletter Split Second Success. 
Permalink Comments (0) The Issues with Sales Training - Achieve ROIPosted Wednesday, July 09, 2008 (11 days 3 hours ago.) Viewed 5 times. A recent report by Selling Power indicates that corporations spend over seven billion dollars per year on sales training. The vital issue, with an investment this large many companies do not provide a means to understand whether it leads to a return on investment. And, many sales representatives do not adopt the sales methodology! In present economic times, the cost of capital is to high not to have measures. Our firm has spent over 25 years in the field and we have seen this trend too often repeated. There is simply no reason to measure productivity, manufacturing and talent management, and not measure training return on investment. When the concern is for both sales and growth there is a vital need to form a link. We have found that there are several issues that break the connectivity: - The sole metric used is new sales or new clients. - While many companies conduct sales training, it is event based. - Many selling representatives do not adopt the prescribed methodology. - "Eighty seven percent of training is lost within one month." - Training is not tied to the corporate business strategy. - Executive buy-in is narcissistic. The sole metric used is new sales or new clients. Differentiation is the key to all business and industry. However, many do not have proper metrics to understand the impact of new and decreased sales. If a firm is engaged in an established selling program then it's vital to work toward a return on investment. Talent is measured, manufacturing production is measured, and customer service is measured, then why not sales? More importantly, new sales cannot be the only metric used to denote if sales training works. Selling does not work in a silo. Clearly, customer service, closing efficiency, handling objections and demonstration of product and service are required. The metric used must integrate with all operational departments effected by sales and more importantly the linkage to the overall corporate strategy. Sales Training cannot be event based. A chronic misunderstanding about training is the issue of changing habits. Habits are formed from years of influences and behaviors. These behaviors have cultivated through many years of constant repetition. Enculturation is manifestation of behaviors. These behaviors do not change in a seven-hour program. It is counter productive to believe that a billion dollar firm will obtain double digit production after a seven-hour event. Results come from repetition. When was the last time other than starvation that you lost weight in a day or increased muscularity without exercise? Ask your selling professionals, "can you do the job if you life depended on it?" Deter shortcuts and train staff periodically for best results! Treat them as elite athletes. Many selling representatives do not adopt the prescribed methodology. The worst travesty for any training program is a sheer lack of accountability. There are countless anecdotes of participants sent into training for hours and days at a time, returning to work no better than before training. Workers return to past habits having forgotten educational practicum. This illustrates a complete disregard for the return on investment. The only mechanism for success is the establishment of new habits. What gets remembered gets repeated and it is imperative for individuals to constantly repeat new processes to change old habits. Second, review your talent pool. Research proves that certain behaviors cannot be taught. Organizations can hire for physical ability and even certain skills but talent is innate. Your talent does or does not have it. When the methodology is not used, search your talent pool. "Eighty seven percent of training is lost within one month." Training for training sake does not work. While short-term productivity occurs, training is a longer-term process. Selling requires a series of programs that instill motivation, memorization and practicum. Short-term production might help monthly revenue gain, however, quarterly and annual are the proper success metrics. What might your feelings be if you discovered your physician only went to medical school for two years or only assisted a half dozen patients per year? How about an attorney that only litigated four cases per year? Selling is a profession. We work in a multigenerational, multi-gendered and multicultural workforce. This potpourri requires changes in learning accommodation. Today's learner desires 1) to be involved in the learning process, they like interaction and adverse to simple lecture and 2) desire different modalities of learning. The proliferation of consumer electronics, the Internet and personal computing allows learners to devour content wherever, however and whenever they desire. Use a blended approach but ensure learning continues and does not hit obstacles. Training is not tied to the corporate business strategy. Tactical sales forces do not work in today's complex and connected world. Sales representatives are myopic to the needs of the organization focusing only on the "product/service" of the day. It is imperative to denote for all staff the motives for the business. Sales staff must be aligned toward the core values. This provides vision and purpose. Exemplars such as FedEx illustrate this model as all work toward guaranteed overnight delivery. Executive buy-in is narcissistic. The worst travesty for any training program is a sheer lack of accountability. Executives state the important of training yet THEY do not participate in programs and worse, do not follow up with required accountable. Stop the narcissism. Hold all individuals accountable to ALL training program essentials. Participants learn from true leaders and they follow them. People believe what they see and leadership must serve as exemplars. Conventional wisdom says people change jobs for pay and morale, but lack of training leaves a chasm of frustration. The sales department is the most important asset of any organization. Executives are unpaid, vendors are unpaid, products are not developed until something is sold. End the training gap and begin to invest in the most vital asset of any organization- selling! Copyright (c) 2008 Drew Stevens PhD -------- Drew Stevens PhD is sales and marketing specialist. Drew assists organizations to dramatically accelerate business growth. Drew was recently nominated as one of 50 Top Sales Experts. Download a FREE copy of Drew's White Paper on "Selling Effectiveness" or "Business Building" e-book at http://www.drewstevensconsulting.com
Permalink Comments (0) How to Address the Customer Service GapPosted Tuesday, July 08, 2008 (11 days 22 hours ago.) Viewed 8 times. Finding Solutions that otherwise puzzle organizations Organizations believe that they provide exactly what customers desire. Ask any firm and the Paretto Principle prevails. 80 percent of most organizations believe they deliver exemplary customer service. Ironically, less then 20 percent do. According to research by consultancy Bain and Company, only 8 percent of companies really deliver on customer service. Our present environment exists with a gap in delivering service. There are numerous reasons for the gap, however, we believe two issues contribute to this gap, a) greed and b) the inability of customer relationships. Greed Many statements by management consultant Peter Drucker are famous. However, in the book The Practice of Management, Drucker clearly states, "There is only one valid definition of business purpose: to create a customer." Organizations today are trumped by two fundamental issues- competition and productivity. The focus is so acute that raising revenue, higher profits and increasing productivity all ignore the necessary myopia of customer concentration. Exemplars of avarice include Starbuck's, the airline industry and retail establishments. Anytime an organization believes they can achieve higher growth they raise fees, not one CEO or analysts stops to ask what the impact of the client is. Prior to heightened fees, customer remain for two purposes 1) either first mover advantage in the case of Starbuck's or 2) value such as American Airlines. Yet when fees increase, customers tend to jump ship for cheaper and more appealing alternatives. The solution for any firm is to thoroughly conduct an impact analysis to determine potential market losses. New revenue means nothing when you lose a core customer base. Customer dissonance cannot be taken for granted. Customer Relationships Customer connections are very difficult to build- that is to say unless you are focused on your core asset. First, as mentioned earlier, an organizations entire strategy must exist for the client. Strategic questions to ask are, "Who is the customer? Why does the customer buy? What is the value that our firm provides? How do reach disseminate product, service and announcements to our customers? These questions all told focus all beliefs, all values and all attitudes for the company asset. Further, it is imperative to treat the client as such- an asset. Nothing happens, no one gets paid and the electricity does not provide power to the plants unless a customer is involved. Herein are several techniques to align with your clients- Refrain from CRM. We do not challenge the power and functionality of Customer Relationship Management. Yet too much resource is placed into these trivial software systems. Stop trying to augment human interaction with software. Just like a political candidate if you desire to press the flesh then do so, do not leave an email to chance. Interaction. The proliferation of the Internet and technology has taken away the most precious asset of any relationship- interaction. Avatars such as Proctor and Gamble and Southwest Airlines discovered long ago that the better part of customer service is being there! Get off your carcass and stop administering start speaking. Make it a plan to meet with your clients as often as possible. Enculturation. The entire organization must holistically focus on customer service. Everyone must focus on one thing, why you are in business. Exemplars here are FedEx where the culture suggests, everyone's employment is based on guaranteed overnight delivery. Value and Brand. There is little doubt that a housewife buys appliances for service. She buys because of the experience others have had. Speed, cost and service become part of the customer experience relative to value. Cadillac and Coca Cola have become industry standards because of this success. Not many claim to be the Taurus of the business. Avatars and Advertising. When the service you provide is so strong, your established customer base speaks for you. When the time arrives that prospective clients speak higher than your advertising creating new customer arrivals, your customer gap is immensely narrowed. Crocs the apparel company created a billion dollar entity with little advertising. Value Again it is so important. What does the customer consider value? The default is price but this is untrue. Price is only part of value. The concept of value is complicated and rather than surmise, the only person to respond is the customer himself. Management must refrain from board meetings and speculation, if your organization desires the response then ask the customer. Feedback loops. In addition to client visits, ensure success with Customer Briefings, Focus Groups, Interview, 360 feedback and other imperative mechanisms. Customer Service is not one-dimensional and requires that organizations connect the dots between what they learn about customers and what they currently offer to customers. This also includes organizational functions and customer response times. The roads to customer service and customer loyalty are rocky, uncharted and complex. And, today's competitive matrix further complicates the issues. There are numerous paths to take and numerous bridges that must be built to close the gaps. However, the most imperative is not discussing matters in the boardroom and leaving the issues amongst the silence. Broken promises are the missing puzzle pieces as they become the keys to future growth. Customer gaps are filled when the culture of the organization from top to bottom, exemplify with admiration and energy an emphasis to a key corporate asset- the customer. Copyright (c) 2008 Drew Stevens PhD -------- Drew Stevens PhD is sales, marketing and customer service expert. Drew assists organizations to dramatically accelerate business growth. He is a consultant, speaker and author of seven books including Split Second Selling and Split Second Customer Service and Little Book of Hope and is frequently called on the media for his expertise. Drew was recently nominated as one of 50 Top Sales Experts.
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