Each year, we have an overriding theme on which we focus throughout the year.  Last year it was “Execution & Implementation.”  This year we will be focusing on the ideas of “Teach, Tailor and Control.”

While these aren’t new ideas for us or our members, we wanted to highlight these ideas as we see them being critical for the continued evolution of the broker model.  Additionally, we see now being the time that producers/agencies need to make sure they are mastering each of these ideas.

We felt particularly validated when these same principles appeared in a series of recent articles published by Harvard Business Review.  These articles were based on the book “The Challenger Sale” by Matthew Dixon and Brent Adamson, which shares the results of a recent study on selling performance.

The authors explain the study they conducted on over 6,000 sales reps where they grouped salespeople into five basic categories based on similarities of behavior attributes: Relationship, Hard Worker, Lone Wolf, Problem Solver and Challenger.  With the possible exception of the title category, most are self-explanatory.

Their study went on to show that while there is a fairly even representation of each category amongst salespeople, the distribution skews significantly when you start searching for the “high performers.”

In a so-called “typical sale,” the percentages of high performers are broken out as follows:

• Relationship Builders (7%)
• Hard Workers (17%)
• Lone Wolf (25%)
• Reactive Problem Solver (12%)
• Challenger (39%)

The results get even more interesting when you look for the high performers in a “complex sale” environment (which I would argue applies to you):

• Relationship Builders (4%)
• Hard Workers (10%)
• Lone Wolf (25%)
• Reactive Problem Solver (7%)
• Challenger (54%)

Clearly, regardless of your natural style, it is worth the effort to become as much of a Challenger as you can.  So, what is a Challenger?  Challengers commit to understanding the business of their customer at such a deep level they are able to push the prospect or client’s thinking and take control of the sales conversation.  Challengers makes their audience think in ways they haven’t before.  They’re confident enough in the value they can bring that they are not afraid to share even potentially controversial views and assume an assertive position to move the prospect forward.

As interesting as the findings of the study were to us, what we found even more interesting were the three traits that the authors used to describe what it is that makes a Challenger so effective.  You may have guessed, it’s the same three principles that we have made the centerpiece of the approach we use within Benefits Growth Network and on which we are focusing this year – Teaching, Tailoring and Controlling.

Let’s explore why we see these areas as critical to the future success of brokers.

Teach

If you are going to continually bring value to a client, you have to embrace the responsibility of always bringing them new ideas and educating them on ways you can help them improve their performance.  The most important time to assume the role of teacher is during the sales process.  Rather than trying to demonstrate your value by providing the same spreadsheet as everyone else, prove your value by helping them better understand their own situation.  Most employers can clearly see the challenges they are currently facing.  However, far fewer have the vision to see the challenges that are out there on the horizon.  This is the “lesson” you need to be bringing to the table.  This is your opportunity to bring a conversation they likely aren’t getting from anyone else.

A couple of areas where they need your vision:

Turnover – Between retiring baby boomers and dissatisfied employees, employers are facing unprecedented levels of turnover.  And, because of the “jobless recovery,” very few see it coming.  You need to educate them on why this will be the reality and challenge them to be honest about how prepared they truly are.

Communication – Communication impacts virtually every aspect of an organizations operation, but let’s just look at its impact on benefits spending.  A recent study by The McKinsey Quarterly shows that benefits costs can be reduced by 20 percent through more effective communication.  You need to educate employers as to what effective communication truly looks like, explain to them the challenges that stand between where they are and what their goal should be, and show them how to make effective communication their reality.

Tailor

Rather than trying to impress the prospect with your list of value-added services or manipulate their situation to fit your “solution,” you need to tailor your solution to fit their situation.  Not only that, the way in which you communicate your recommendation needs to be tailored to your audience.

A couple of ways the message needs to be tailored:

Tailoring to their situation – Assume that your competition has the same solutions to offer that you do.  If by chance they don’t today, they will tomorrow.  Rather than try to sell the prospect all of your solutions, focus on learning where they truly have needs and then align your solutions with those identified needs.  After learning of needs they didn’t realize they had, the prospect will find much more value in your solutions and be much more compelled to hire you to fix their newly discovered problems.

Tailoring to the audience – You make presentations to all types of roles—Director of HR, CFO and CEO are the most frequent.  You need to have a clear understanding of the driving objectives that come with each role.  If your presentation doesn’t address these varied objectives, not only do you miss out on an opportunity to pick up a supporter, you run the risk of unintentionally creating an adversary.

Control

Perhaps the only thing worse than an empty prospect pipeline for a producer is one that is filled with stagnant prospects.  I argue that this is worse because you have someone who is actively wasting your time and giving you a false sense of security.  The stagnation is the direct result of a producer who has ceded control of the process to the prospect.  Instead of establishing a peer level engagement with the prospect, the producer has assumed a subservient role.  While we don’t condone that the producer take an aggressive role, we do recognize the need to be assertive in moving the prospect forward.

A couple of things necessary to establish and maintain control:

A full pipeline – If you don’t keep your pipeline full, you will irrationally hold on to every prospect you have.  Without a full pipeline, you will rarely walk away from an “opportunity.”

Belief in the value you can deliver – Until you are passionate about your ability to help a client, you will lack the confidence required to take control.  It is that confidence that will allow you to challenge and push the prospect to look at their situation in new ways, to even push the prospect out of their comfort zone for the purpose of finding their catalyst to change.

So, as the book pointed out, there are five ways to be an average salesperson, but one clear way to be exceptional.  Being exceptional starts with challenging your prospects to think in new ways.  You won’t be able to challenge them until you challenge yourself.

My challenge to you: how badly do you want to be exceptional?

Photo by Jacob Bøtter.

@kevintrokey

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First impressions can have a pretty big impact on what happens next – or doesn’t – in a relationship. When you contact a potential new client, what is the first thing they’re going to do after they get off the phone or back to their desk? They’re going to search your name and your agency name. What they find is that first digital impression.

What will your prospect learn about you?

Search yourself and search your agency. Look at it from an outsider’s perspective, someone seeing those results for the first time. What will they learn from the results of the search?

I see three likely scenarios based on how you participate in online activities. Take a look through these and see which one best describes your participation and subsequent search results.

#1: You’re…

• actively involved in your community or your industry
• have completed profiles and many connections
• a topical expert and participate in discussions and share relevant information
• generous with your knowledge and interested in helping others improve their businesses

#2:

You have profile accounts with virtually no information. Your LinkedIn profile or Twitter account was forgotten almost as soon as it was set up.

#3:

Either there are no search results for your name or maybe just an old outdated press release about your CIC designation.

Scenario #1 tells the prospect that you’re serious about your business, your career development is an important part of the business, and you are interested in and likely capable of helping the client with their business. And you believe the Internet offers powerful tools for conveying your message and conducting business.

With #3, it’s a mixed bag. There are many possible speculations about those without any results, but we can’t know for sure. A likely possibility is that you don’t believe in social networking as an effective tool for business development. And we don’t have anything to go off of in terms of rating you as a businessperson, so it’s all just unknown.

Now, #2. This is the most dangerous and damaging of the possible scenarios. You know what I mean – you created an account and didn’t finish completing the profile (no photo, no bio, only 3 connections, no experience or only the most recent listed, etc.) or you got really excited and started using it…then stopped. Like 6 months ago. We call these ghost town profiles that have obviously been abandoned. And what this tells that potential new client is that you don’t take Internet tools and networking opportunities seriously, you don’t follow through on what you start, and you leave half-finished projects just laying around.

Does #2 sound familiar? If so, then go fix it right now.
As you go through your search results, make a list of everything that you need to clean up, then go do it.

• I understand trying out a social site and realizing that it’s just not for you. When you get to that point, then make the commitment to that decision and close the account.
• If you have a Twitter account connected through your LinkedIn profile, but you don’t actually use Twitter, then go IMMEDIATELY and disconnect it. Professionals look at your LinkedIn profile – guaranteed. And a link to an account that never got started or was abandoned is BAD for your professional reputation.
• If you decide at some point that you want to come back, you can always set up an account at a later time.

Avoiding scenario #2 is definitely in your best interest. Cleaning it up will be time well invested in your personal and agency reputation.

While #3 is actually better than #2, understand that clients and prospects who are looking you up online must believe in the power of the Internet as a business tool. So if you are falling into either of these two scenarios, you’re already at a disadvantage with those prospects before you even get started.

Take control of that first impression and put your own positive message out there for people to find.

Photo by Bill Marrow.

@wendykeneipp

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You may have read a previous article I wrote about bringing your “inner child” to work with you. Children just have this great curiosity about what is happening in the world around them and aren’t yet saddled with knowledge of “what they can’t do about it”.  Wendy recently shared a story of her son that completely reinforces this observation and is so relevant to what we're doing.

When she went to tuck her son (Cedric) in at bedtime, she found him sitting up in bed with pencil and paper in hand.  He says to her,

“Mom, give me a problem. I can find a solution. Any problem. What's not working that we need to solve?”

Her response was something along the lines of “Well, what kind of problem would you be comfortable solving?”  To which he replied,

“It doesn’t really matter.  If I don’t know the answer right away, I’ll go figure it out.”

How cool is that?! How successful would we all be if we brought that attitude to our sales process?!

He wasn’t limiting his mom to a handful of issues he was already comfortable fixing.  No, he had a blank piece of paper, was curious about whatever was his mom’s greatest issue, and was willing to do whatever it took to come up with an answer.

Next time you go to meet with a prospect, instead of taking a list of issues you are already prepared to address, maybe you should take a blank piece of paper, a number 2 pencil, and the curiosity, confidence and determination of a 10 year old boy.

Your prospect would likely be just as surprised and impressed with you as Wendy was with Cedric.

@kevintrokey

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I’ve never been quite sure why I hate it so much. I love good food, and I enjoy cooking good food. I’ve never been able to figure out the disconnect between the food and the shopping.

We’ve got a great grocery store here that I’ve enjoyed more than any other. They have awesome customer service, a great meat department, and consistently fantastic produce. After making the commitment to shop there, despite higher prices, I actually started hating shopping a little less.

Then after many years of begging, pleading, and generally whining as a community, we got a Trader Joe’s. Now, I’m going to admit – I didn’t get it. I didn’t realize exactly what it was and thought it was a specialty shop that would have to become another stop on the dreaded shopping trips.

I gave it a try and to my surprise came to realize that they are a full grocery store. And I actually liked it! TJ’s quickly became my go-to store even though they are across town from me, and I have to go past a handful of other stores to get there.

But why?? I still didn’t know, but I knew that it worked for me.

I was talking with my mom about this recently and she very clearly knew the answer – they don’t overwhelm you with choices. If you want baking soda, you buy the one baking soda offered on the shelf. Period. If you want canned corn, you pick up the one available can.

See, they’ve done the hard work for you. They know what basic items you need and they find the best provider to deliver you the best solution. You simply have to go collect it.

They don’t overwhelm you with 10 different kinds and brands of corn. Every decision in a typical grocery store is actually an entire series of decisions…just to make one. 

While it may seem like a good idea to let people know about the laundry list of offerings you have and then “let them choose”, it’s just overwhelming and often leads to a non-decision. Sticking with what they’ve got – even if it’s not working all that well – is better than having to wade through the piles of options and educate themselves about your business and offerings in order to make the best decision.

Remember – the client is hiring you to be the expert. They expect and WANT you to play that role. Do the research, do the vetting, and provide them with the best solution to solve their need. If you make them do the work to make the choice, you’re no longer the expert or a trusted business advisor – you’re simply a vendor.

Next time you’re going to present your plan offering to your prospect, do the Trader Joe’s test:

“Am I being the expert and offering the best solution that will improve their business? Or am I simply compiling available options, not taking a stand on any one, and leaving the prospect with the job of research and decision-making?”

Photo by manwithface.

@wendykeneipp

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As a sales leader in your organization, one of the most critical functions you perform is to help young producers learn and refine their sales skills.  And, yes, selling is a skill, not a personality trait. 

Sure, there is a lot to be said for how personality influences a person’s ability to sell, but personality alone is just a start.  It’s like most other things - you may be born with the potential, but to realize that potential takes a lot of hard work and practice. 

So, as that sales leader, it’s critical for you to understand how to help your team realize their potential and become the most effective salesperson their potential allows.

There are four critical steps.

Tell

An effective sales process is one that can be replicated.  I don’t mean that it is cookie cutter, but it does need to be one in which there are clearly identified steps.  Take the time to explain:

• each step in detail,
• what it is meant to accomplish,
• and (most importantly) WHY it is necessary.

(As you think about your process, if you don’t have clearly defined steps in the process, I encourage you to rethink how you have your people selling.)

Show

As the teacher in this process, it is critical for you to demonstrate for your student how to execute the sales process.  This is the first step in moving beyond theory and putting the process into practice.  And, since no two sales situations are the same, it is important that you show them the process in various settings.   Show them in the safe environment of the office and then show them how it works in front of a prospect.

Watch

Now it’s their turn.  You watching them practice is the only way you will be able to offer them the constructive criticism that is necessary for them to get it right.  It is important that they are allowed the time to build their confidence.  Watch them execute in the safety of the office, but also go along to watch them perform in front of a real prospect.  Not only will it allow for that constructive criticism afterwards, they will be more confident for having you along.

Allow

Follow the first three steps and you will know for sure when they are ready to go out and perform on their own.  However, to truly stay sharp, you need to take them back to the previous steps from time to time. Going through this process with experienced producers offers a few important opportunities:

• make sure that bad habits don’t slip in
• start introducing additional sales skills
• continue refining them into more and more effective salespeople

As you read this, I hope that it all seems obvious.  All too often the middle two steps are skipped because we think of an ability to sell as more of a personality trait than a skill set.  Therefore, we simply tell them what to do, and then send them out in the field to perform.

To be able to follow this formula, two things have to happen.

1. You have to develop a well-defined and repeatable sales process.
2. As the sales leader, you have to develop the skill yourself to effectively execute the middle two steps.

There’s an old saying that those who can, do, and those who can’t, teach.  If you’re skipping the two middle steps, this likely describes you.  Commit to all four steps and you become one of the most valuable resources in your organization.

Photo by wooleywonderworks.

@kevintrokey

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Don, a friend of mine, recently hit one of those mile marker ages.  You know, one of those that require a trip to the doctor for a checkup.

Actually, he wasn’t all that concerned about it.  After all, he takes decent care of himself, has always considered himself healthy, and other than some fatigue, felt really good.  So in he goes to see his family doctor, Phil.  Phil had been the family doctor long enough that they really were on a first name basis.

So Phil tells Don, “Overall, you’re in good shape.  Sure you could lose a few pounds and a little more activity wouldn’t hurt.  However, the results of your tests are just a little off.  I really don’t think its anything, but I have a colleague who is a cardiac specialist I would like you to see.  Really, I don’t think its anything at all.  It would just make me feel better.”

Not overly concerned, off Don goes to see the specialist, Dr. Ting.  Dr. Ting asks a whole bunch of questions (some that Don wasn’t able to answer in the way he would have liked; maybe he does have some warning signs), runs a whole bunch of tests, and is much more concerned about Don’s health than was Phil.

The diagnosis

Dr. Ting, “Well, I’m sure this will come as a shock, but you came to see me just in the nick of time.  We’re going to have to install a pacemaker.  It wasn’t easy to detect, but you have an arrhythmia that we need to control.”

After getting over the initial shock and feeling a little anxious about the surgery and thought of a pacemaker, Don was still very relieved to have found out sooner than later.

The solution

Dr. Ting explained that, although there are several pacemaker manufacturers, there are only 2 or 3 that are likely to be the right device for him.  Dr. Ting assured Don that he would meet with the manufacturer reps, explain Don’s circumstances, and pick the right one.  After meeting with Joe, one of the manufacturer’s reps, Dr. Ting knew he had the right device.

Just a week later, Dr. Ting performed the surgery and it was a complete success.  Just a few days later, Don realized that he felt better than he had in 20 years.  Obviously, he hadn’t been as healthy as he had thought.  Good thing he went in for that physical.

Who are you in the diagnosis process?

Okay, so you might be thinking that I’m writing this to encourage you to go get a physical.  Even though that’s a great idea, that’s not my point.  What I want you to consider is which of the three individuals who played a part in Don’s medical situation are most similar to your business model?

Are you Phil, a generalist who can provide a decent amount of help in many different areas, but no depth in any one?

Are you Joe, a vendor whose contribution was to provide the right product?

Or, are you Dr. Ting, a specialist who truly diagnosed the problem and then installed the right solution?

Of course, each of the three played a significant role, but their contributions definitely were not equal.  While you’re thinking about your model, also think about:

• Who was paid the most for their services?
• Who provided the most value for what they were paid?
• To whom do you think Don was the least concerned about paying a large sum of money?

Obviously, the answer to each question is the specialist.  You can identify the problem and even the right solution, but if you don’t ensure that the solution is installed/implemented properly, nothing positive happens.

Photo by Erich Ferdinand.

@kevintrokey

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Positioning & Opportunities: How you differentiate yourself in the mind of your prospect

Believe it or not, fourth quarter, and arguably the most important time of the year, is upon us. You’re probably nodding your head, having a little anxiety over all of the upcoming renewals and agreeing with the importance of dealing with them.

And that’s true. But what’s also true is that most of you have a team to help you get through those renewals. Let them handle the lion’s share of that responsibility. It’s time for you to focus on the real reason why this is the most important time of the year for you: your pipeline. Despite all of the distractions that come with this time of year, it is critical that prospecting remains a top priority.

While prospecting has always been challenging, in this era of differentiation it has become even more so. I assume by now most of you have modified your business model and are positioning yourself as somehow different in the marketplace. It’s exactly that repositioning of your model that requires a more focused approach to communicating with prospects.

Problems in message delivery

Here are some problems I regularly see as I coach agencies and producers about delivering the right message during the prospecting/sales process:

1. Differentiation - You have to effectively explain what it is that makes your model different.
2. Overcoming the industry brand – If the prospect doesn’t know you or your agency, they will assume you are a traditional insurance broker.
3. Lack of personal preparation – The new differentiated model requires that you expand your knowledge to bring value to your future clients in new ways.
4. Inconsistencies –
   • In the amount of time committed to prospecting
   • In the client experience we talk about versus the client experience we deliver
   • In the written messages (website, blog, etc.) we send versus the spoken message communicated during the sales process

Responses to overcome the problems

Differentiate yourself by defining your position. Your message has to be a reflection of your business model. It should demonstrate how you are different from the competition (your position), and how you bring value to your clients. Analyze your business model in order to develop your message.

As you work to define your position, answer the following questions, but be sure that you answer in a way that is unique (can’t be claimed by your competition – or at least by most of them) and compelling (allows your prospect to see what’s in it for them).

• What do you sell? The reason you give your clients to do business with you.
• How do you sell it? Write down the steps through which you take a prospect.
• How do you retain clients? Describe why your clients remain with you.

If you can’t honestly answer these questions in a manner that meets the unique and compelling standards, you need to re-evaluate and adjust your business model.

Overcome industry brand and inconsistencies by developing your own message - Now that you have defined your position in a unique and compelling manner, it’s time to develop your message. Start by developing the core message that will be consistent throughout all of your communications. It is through this messaging that you must start separating yourself from the stereotype of the industry brand.

To create an effective message, but sure it is:

• Simple – Don’t make your audience sort through a bunch of noise to find the core message. Make it obvious.
• Visible – Be sure it paints a picture of who you are.
• Rational & Emotional – Appeal to both sides of your audience as they are always present

An effective message will tell the audience:

• What you do
• How you do it
• Why they should want it
• Their call to action (e.g. asking for the appointment)

Plan to communicate - Once you have defined the message to be communicated, develop the plan as to how it will be executed.

1. Marketing (Pre-sale) & Brand Communication – These are the ways in which you will reinforce the messages being taken to the market by your sales force. You can be sure that once a producer contacts a prospect, that prospect will go to these various sources to learn more about the agency and producer. Be sure all of the messaging is consistent, including website, blog, LinkedIn, Twitter, etc.
2. Sales Messaging for Agency & Producer – Develop the scripts to be used during the sales process. Allow producers the flexibility to personalize, but insist that they convey the core message developed above. 
   • Cold call
   • Approach letters, emails
   • 30-second commercial
   • Asking for referrals – COI/Client

Deliver on the new model/message with personal preparation – If you have committed to somehow being different in the marketplace, it likely means that you are going to need new skills and knowledge to do so. You will never be able to truly meet the promises that come with your defined position if you haven’t made an agency-wide commitment, requirement, and investment to acquiring the skills and knowledge necessary to execute on the new model.

Look at the position you have defined and identify every skill set, talent and knowledge that is required to deliver it successfully. Compare that list with what is currently in place and create a plan to acquire what is missing.

Block time for consistent prospecting – As much as I would like to be able to offer one, there is no magic bullet when it comes to prospecting. (The closest there is to a magic bullet are the client referrals I talked about in my February article.) However, with the right messaging in place, scripts identified, appropriate knowledge and practice under your belt, you will be positioned to get better results.

However, those results won’t come without action. No matter what, it all comes down to blocking out time on your calendar every week for dedicated prospecting activities. The thing is, now that you are better prepared, I think you will find that it’s not the horrible task you have maybe allowed it to be up to this point.

When you think about having a consistently full pipeline, you just have to ask yourself, “How badly do I really want it?”

Photo by David J Laporte.

@kevintrokey

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The purpose of the military is to be so intimidating that the enemy dare not attack. – Sun Tzu

This is one of my all time favorite quotes.  However, it has become obvious to me that not everyone shares in this belief.  As I watch and observe agencies and producers, some of the actions and inactions I see, seemingly driven by paranoia, concern me a bit.

It ranges from not wanting to include relevant and important information on websites (e.g. list of employees and backgrounds) to not taking a visible role in social media.  Regardless of its various forms, it all originates with one concern - that the information would some how be used to hurt them.  Don’t get me wrong, I completely understand and agree that there are certain secrets we want to protect, but that is a rather short list most of the time and should mainly be comprised of “how” we do what we do rather than “what” we do.

Besides, in today’s electronic world your ability to completely hide any information is difficult at best.  If someone really wants the information, chances are they will find it anyway.  Isn’t it better for you to control the flow of the information in the first place?

If you’re guilty of some level of paranoia, I challenge you to write down two things.  First, describe the worst thing that could happen if that information is shared.  Secondly, write down what’s the best thing that could happen.  If after making this comparison and the scales tip in favor of shrouded secrets, then, by all means, lock it away.

Sharing the names/backgrounds of your employees

Worst that can happen – Your competitors will try to hire them away.  Guess what?  If they are worth stealing, your competitors already know who they are and will contact them anyway.  Just make sure you are taking good care of them and this shouldn’t even be a concern.

Best that can happen – Your prospects get a much better picture of the depth of expertise and talent you have and feel more secure in moving their business to you.

Not boasting about what you do that is unique (e.g. hiding your business model)

Worst that can happen – The competition will try to copy it.  In that case, just make sure that what you do is not easily replicated.  Think about it - any time you introduce your model to a prospect who doesn’t become a client, you have to know that the information is likely going to be shared with your competition anyway.

Best that can happen – If you make it very clear how effective you are at what you do, the competition will realize that they can’t compete with you and will take their prospecting elsewhere.  Additionally, prospects that are looking for what you offer, now understand they should be working with you.

Being visible in the world of social media

Worst that can happen – I’m not really sure what bad could happen as long as you are careful what you write.  (Some are paranoid about connecting with clients on LinkedIn for fear that those clients would become easily identified and targeted by your competition.  If that’s you, don’t connect with your competition and use the setting that only allows your connections to see your other connections. )

Best that can happen – Your prospects and clients are able to learn what it is that you have to offer.  By using social media to enhance and communicate your personal brand, you will give yourself a running head start against your paranoid competitors.

Like Sun Tzu said, if you are the biggest, scariest competitor out there, the bullies will pick fights elsewhere.  Similarly, for those future clients who need the protection that you have to offer, be sure they know where to seek shelter.

Photo by HikingArtist.com

@kevintrokey

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Having spent my entire career in the insurance industry, I’m not sure how much of an understanding I can claim for other industries.  However, it’s hard for me to imagine an industry where the purchasing decision has historically been tied to the “relationship” as much as it is in ours.

As much as I want to believe that businesses have gotten beyond a decision making process more appropriate for choosing friends in middle school, I’m not sure that’s always the case.  I mean, really, with the economic challenges we have faced over the last few years, wouldn’t you think that business owners would recognize the need to make the best business decision, every single time?  Even if that means breaking a relationship with someone you could count on for a free lunch and an occasional round of golf?

But, the more I think about it, maybe the relationship isn’t mutually exclusive of good business decisions.  Maybe the timing is just out of order.  Think about your personal relationships.  Who are you most committed to in your personal life?  It likely isn’t the friend of convenience who comes around once in a while to take you out to lunch.  You know, the one who you can’t really enjoy the lunch with because you know they wouldn’t have asked if there wasn’t something in it for them?

No, your best relationships are with those friends and family members who you know always have your best interest in mind.  It’s the people who will drop what they are doing to help you with a moments notice.  It’s the people who tell you the brutal truth because you need to hear it.  It’s the people who help you see what is special about you and help you take advantage of those traits.  It’s the people who make you a better person because you spend time with them.  It’s the people who you naturally seek out in times of both need and victory.

Relationships in business aren’t a thing of the past, but I do think there has been a paradigm shift.  Relationships can no longer just happen up front.  They can’t be built by a little glad-handing, big personalities, or a self-serving lunch.  No, relationships have to be earned in the same way you earn trust and true love. 

- Take a genuine interest in your client.
- Be brutally honest when necessary.
- Give the best advice (even when it has nothing to do with you).
- Make them stronger as a business.
- Focus on their needs over yours.
- Help them take advantage of their strengths.

Do so without expectations and you will likely see that the end result is a relationship that will be almost impossible to break.

Who knows, they may even be the one who picks up the tab the next time you go out to lunch.

Photo by Erich Ferdinand.

@kevintrokey

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When you get right down to it, especially in a solutions/service industry, what you are selling is confidence.  You have to give your prospect the confidence that what you will deliver will improve their situation.

That’s not an easy task.  Not because their current situation is so ideal, but because they can’t hold and experience what you are selling before they commit.  Therefore, you have to very directly address the specific issues that will build that confidence.

Client Experiences – Be able to share success stories of other clients who were in a similar situation.  I’m not talking about the generic, testimonial letters (although these are important to), but rather customers who were struggling in the same manner as the prospect, and whose situation was improved because of your solution. 

If they are struggling with effectively communicating to their employees, share a story of a current client who had a similar communication struggle and become very effective because of working with you.

It Takes A Team – As producers, we often think that telling the prospect, “I’m your guy/gal.  Whenever you need ANYTHING, you call me, and I’ll take care of it,” will be reassuring.  Guess what?  Your prospect is going to be much more confident knowing that there is an entire team to take care of them rather than one individual whose job it is to apparently know everything, plus be out looking for the next new client.  Introduce your team early and often.

Strategic VS. Tactical – When you are introducing your solutions (could be a wellness program, a communication strategy, an employee engagement survey, etc.) don’t stop at describing the tactical impact of the solution, go further and explain the strategic impact.  It is the impact made strategically that will give them the most confidence.

Here’s an example of the difference – Tactical impact is communicated by describing the features of the solution.  If introducing ID Theft Protection as a solution you would describe how it monitors the credit bureaus, has a reimbursement feature, etc..  However, the strategic impact would go on to describe what it will allow to happen.  How by keeping their employees’ identity from being stolen, the company will also be protected from lost productivity due to employees spending work hours trying to regain their identity.

Plan For Success – Despite all of the obvious benefits of your solutions, the prospect will struggle with a belief that they will actually be able to enjoy the benefits.  Their struggle will come from concerns (probably based on past experiences) that the solutions will actually be put into place.  By delivering a detailed plan of implementation and execution explaining what will happen, when it will happen, and who will be responsible for making it happen, your prospect will have a newfound level of confidence.

Communication – Nothing will build and maintain your prospects/clients confidence than having a relationship with you built on effective communication.  By telling them during the sales process how/what/when you will communicate, they will understand that they won’t be left on their own.

So, while you are ultimately selling confidence, it is actually more of a transfer of confidence.  You are working to transfer the confidence in your ability to deliver a better experience to them.  To state the obvious, you can’t give away what you don’t yourself possess.  So, make sure you believe in your ability to deliver in each of these areas.  If you don’t currently have that belief, go fix whatever needs fixing.  Because if you don’t believe, the prospect never will either.

Photo by gerriet.

@kevintrokey

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