Tuesday, April 30, 2013

Brett Siler's Anchoring the Sale

What Is Anchoring The Sale?
Using tie down questions to move the customer into the strongest close possible.

Why Is It Necessary?

  • Ensures the customer is certain about signing
  • It reduces cancellation rate
  • Gets a customer excited about signing
Common Mistakes
  • Closing too fast
  • Not asking the right questions 
  • Failing to solidify the sale after they sign
Three Keys To Success
  1. Ask the right tie-down questions
  2. Actively listen to your customer
  3. Spotlight the primary and secondary benefit
Anchoring The Sale Through Questioning
  • Compare services
  • Spotlight Primary and Secondary benefits
  • Ask 3 tie-down questions
  • Close the sale!
  • Solidify the sale

Monday, April 29, 2013

The Fast Track To Ownership

The Fast Track To Ownership

Always have a winning attitude 24/7 

  • Be prepared for anything throughout the day and keep a positive attitude when things are not always going right.
  • Its ok to question yourself, always be solution oriented and not problem conscience 
  • Teach your mind to find solutions and not focus on the problems
  • Know your product knowledge
  • Demonstrate a system over and over again
  • Always be consistent with a positive attitude, it determines everything
Teaching The System
  • Teaching equals knowing, therefore if you know the system well enough you should be able to teach it to your team 
  • Always being productive
  • Take notes during meetings and one on ones 
  • Be sure to have a purpose and set goals for yourself that you want to reach and be sure to follow them through to the end
Go The Extra Mile
  • Do what other people are not doing to get ahead
  • Take the extra step to help yourself and others get ahead, be the leader to those who might need the extra help 

Friday, April 26, 2013

Bret Siler's Keys To Keeping Clear Communication

Clearing up chaotic communication in your business is never easy. Whether you are starting over with a new team or trying to clear up cloudy communication between an existing team, there are four basic areas you need to be clear on: 

The vision and values of the team. Every team needs to have a mission statement that the entire team wants to achieve. There needs to be smaller goals set for each team member as to how they are going to help the team achieve the mission they have set. The leader needs to have a blueprint of the teams mission and goals and it needs to be communicated daily as well as updated and changed when any one person has reached their goal or the goal as a team has been met.
The chain of command. Each team needs to have a chain of command to know who is responsible for what exactly in the business. If other team members have questions they might not know exactly who to ask unless there is a proper chain of command in order. When you receive new projects as a leader you need to delegate who is in charge of what task so if any questions or problems arise your team will know exactly who is handling that part of the project.
Organizational charts. Organizational charts play a key role in clear communication. It will help your team members know exactly where they fit on the current project and help them to know where they need to go in the business for help, resources, permissions, clearances, complaints, and grievances. It will help explain the task at hand when you have new team members come aboard and will help lessen the confusion as to who does what. Charts need to be simple and flexible.
Job descriptions/ position descriptions. There are a million ways to write a job description from very detailed to simple. I have found the simpler you keep it the less confusion and questions one might have about exactly what they should be doing. Job descriptions need to include but are not limited to three basic aspects. (1) Primary responsibilities in the business, (2) key activities and tasks performed to fulfill those responsibilities, (3) reporting structure. With clear job descriptions there is no confusion between the leader and the team member as to what that person is suppose to be doing.

Thursday, April 25, 2013

Brett Siler's Isolating Objectives

What Is Isolating Concerns?
The process in which a sales rep sets multiple concerns apart from each other.

Why Is This Necessary?

  • Helps you to overcome the real concern
  • To deal with issues and concerns head on
  • Allows you to move the sales conversation forward
Common Mistakes
  • Responding to your customer without following these steps
  • Not listening to the customers answer
  • Trying to move forward in the sale when the customer's concerns have not been handled
Three Keys To Success
  1. Be an active listener to your customer
  2. Address one concern at a time to not further puzzle your customer
  3. Use tie-down questions to transition to presentation and close of your answers
How Do You Isolate Concerns?
When speaking with your customer about their concerns you need to first confirm what you heard. Always ask and clarify to be sure that you and your customer are on the same page.  Tie down any lose ends in their concerns that you may be unsure about so when you answer them you can give your customer the best possible answer. 

Wednesday, April 24, 2013

Brett Siler's The Five Levels of Leadership

"Why People Follow Other People"

Position "Results"
 People follow other people because they have to not because they want to. The influence you have on others will not expand beyond the means of your job description. The longer you remain, the higher the possible turn over and lower the morale. Others may start to limit you and block you. You can not stay here more than two years.

Permission "Relationships"
People follow because they want to. People will follow you beyond your authority, this allows your work environment to be fun and active. Caution: Remaining on this level can create people to become restless and unmotivated.

Production "Results"
People will follow you because of the results you have received for the business. This is where success is sensed by the majority of people. They like you and the admire the way you run the business. Problems tend to be fixed with very little effort at this point because of momentum. (Don't let the momentum stop!)

People Development "Reproduction"
People follow you because of the way you have personally touched their lives. This is where long term growth occurs. Your commitment to developing and guiding leaders will ensure ongoing growth to the business and to the people. Strive to do the best you can do to stay on this level.

Person-hood "Respect"
People follow you because of who you are and what you represent. Reserved for true leaders this step is spent years growing people and businesses. Very few succeed and those who do succeed are bigger than life!

Tuesday, April 23, 2013

Brett Siler's How To Actively Listen

What Is Active Listening?
Focusing entirely on what the customer is saying. You confirm understanding of both the content and the emotions underlying the message to ensure you understand everything accurately. 

Why Is It Necessary?

  • Helps you identify a win-win with the customer
  • Your customer will feel heard and understood which builds CPR (Creating Personal Relationships) 
  • Ensures you present the right solution based on the customers specific needs
Common Mistakes
  • Being distracted
  • Waiting for your turn to talk
  • Focusing on the sale and not the person
Three Keys To Success
  1. Listen twice as much as you speak
  2. Seek to understand your customer before your customer understands you
  3. Ask questions to help you better understand the wants and needs of your customer
How Do You Actively Listen?
  • Put your discussion with your customer into broad statements "If I understand you correctly, your three decision factors are:"
  • Nod your head and say things like "uh-huh, I understand, I see what you mean"
  • Restate the message with fewer words. Paraphrase to get more to the point
  • Bring vague information into clearer focus and restate what you think you heard to make sure things are clear between you and the customer 

Monday, April 22, 2013

Brett Siler's Assumptive Closing

What is an Assumptive Close?
A logical step-by-step process that assumes the customer is buying.

Why Is This Necessary?

  • To help the prospect make a smart decision
  • It's the next logical step in the conversation
  • The customer rarely says "sign me up"
Common Mistakes
  • Failing to pull out the service agreement
  • Failing to take control of the conversation
  • Waiting for a customer to say "I'd like to buy this" or "Sign me up"
Three Keys To Success
  1. When you ask a question, look down at the Agreement with a pen in hand
  2. Don't leave until you get three No's 
  3. If you receive a "no" anywhere in the close, present a NEW fact, benefit, implication
What Are The Steps To Close A Customer?
  1. Explain the way you do business and why everyone loves it
  2. Conduct the credit check
  3. Get the service agreement details and make sure to read through the agreement and ask all necessary questions
  4. Review the service agreement with your customer and go over any questions they may have 
  5. Get the customers signature on the service agreement and all necessary documents
  6. Solidify the sale

Friday, April 19, 2013

Brett Siler's Difference Between a Lead and a Referral

A lead is simply a name and number. A referral is personal information or a personal introduction made on your behalf by phone or email. 

Why Are Referrals Necessary?

  • Closing percentage is much higher
  • Shortens the sale cycle
  • Makes your job easier
Common Mistakes
  • Not asking at all
  • Asking for referrals after a HARD NO
  • Getting a warm lead and calling it a referral
Three Keys To Success
  1. Asking people who say yes or no for referrals
  2. Ask everyone (friends, family, prospects) everywhere (lunch spots, in lines)
  3. Ask three questions to get one referral
Three Question Rule
  1. How long have you been in business? 
  2. Who do you respect most in the community?
  3. How do you know them?

  1. Do you know your neighbors?
  2. Do you know the owner?
  3. Great, what is their name?
Ask for the Introduction
  • Once you get a name/number, ask "Do you have time to call them right now and introduce me?"

Wednesday, April 17, 2013

Brett Siler's Creating Personal Relationships (CPR)

What Is CPR??

  Creating Personal Relationships is the act of building rapport with your customer within the first 30 seconds of meeting them.

Why Is CPR Necessary?
  • First step in developing trust with your customer
  • Helps to shift you from "salesperson and customer" to "peer to peer"
  • You elicit referrals and more business
Common Mistakes
  • Poor eye contact with your customer
  • Interrupting your customer while they are speaking
  • Elaborating to much
Three Keys to Success
  • Connect with your customer on a personal level
  • Show an interest in who your customer is 
  • Listen to what your customer is saying while they are speaking
How Do You Create Personal Relationships?

Body Language
  • Make eye contact
  • Always dress to success
  • Be prepared
Get Personal
  • Share a personal story 
  • Ask about F.O.R.D. (Family, Occupation, Recreation, and Dreams)
Pay Attention!
  • Notice things about your customer
  • Do not Judge!

Tuesday, April 16, 2013

Brett Siler's 4 P's of Success

                        4 P's of Success

  • Planning
Start your week off on a Sunday."Most people plan to succeed but fail to plan."
  • Preparation
Organize your day before it begins. Make sure you have the tools you need all the way down to something as simple as a pen. "Preparation for me starts with the way I dress, if you look good if you feel good, and if you feel good you perform at high levels. Always polish those shoes and have a nice pressed suit."  
  • Practice
"I understand this concept from my sports background to run an effective play you must  practice it over, over, and over again. Always continue to sharpen your saw."
  • Performance 
"Take pride in what you do, strive to be the best in your industry, set high goals hold yourself accountable."

  Write down the task or the goal that you are trying to achieve. Include initiatives that you need to meet and if you are doing it with a team make sure to know what each team member is wanting to accomplish.