Research reveals changes in recruiter & job seeker behaviour

Jobsite, one of the UK’s leading job boards has published its latest Quarterly Recruitment Review and there are some interesting facts revealed:

• Job boards are now businesses’ number one method for finding staff
• Businesses more focussed on cost-effective recruitment solutions
• Jobseekers have less positive attitude to their current job outlook

The review indicates a positive slant towards online recruitment for businesses. Job boards are now the number one method for finding staff, businesses are using more job boards than ever before and they are more enthusiastic about the potential of job board technology.

In the current economic climate, one might expect smaller businesses to be even more cautious when it comes to recruitment, but in this quarter the smallest businesses (10-49 employees) accounted for nearly a quarter of all vacancies – perhaps a reflection of additional temporary positions typically seen throughout the Christmas season among smaller employers.

Candidates are a lot more focussed in their job hunting approach, with the report showing a returning popularity of emailed job offers, which rose by six points this quarter – again, a reflection of the desire for timely information about definitively attainable positions.

The winter of 2011/12 saw a wide consensus among job seekers of a less positive attitude to their job situation. The report shows several signs that they are becoming less active in their overall job seeking behaviour, but this may be a reflection of the time of year as job seeking always sees a lull towards the festive period.

Mike Wall, MD of Jobsite.co.uk, comments; “Understandably businesses are more price-conscious than they were three months ago, a fact which will inevitably contribute to a more conservative overall approach to hiring.”

Content from Jobsite’s latest Quarterly Recruitment Review (Winter 2011-12). Carried out on a quarterly basis by an independent research agency, the latest report is available to download for free now: www.jobsite.co.uk/RecruitmentReview2011

How To Close Sales Like A Pro

Closing the sale

At a time in the sale it is appropriate to ask for the business.  This can be an area of concern for sales people who fear breaking the rapport, or offending the customer by appearing too pushy.  There are however ways of approaching this that encourage the customer to buy and can even strengthen the rapport.

Creating a desire

The aim of a sales person is to create desire in the mind of a customer and we can achieve this through presenting compelling benefits.  For a benefit to be compelling it must appeal directly to that customer and their lifestyle.

Benefits are often confused with product features, but a feature is quite simply what something does.

A defrost facility on a toaster for instance.  I might think this is clever, but it doesn’t create a desire.  To create this desire we need to make the feature appeal to a customer’s lifestyle. We can use the F.A.B. structure for this

Feature:         What is it

Defrost facility

Action:        What it does

This enables you to toast from frozen

Benefit:           What it can do for you

So on those hectic mornings when the whole family is rushing to get ready and there’s no bread out; you can grab a sliced loaf from the freezer and get toast within seconds!!

Try this with your key products.  The secret is to make fluent phrase that is tailored toy our customer’s lifestyle.

 Keep getting yes’s

Customers make buying signals.  Here are just a few examples-

•  They agree with most of the points you make
• They are forthcoming in their responses
• They are upbeat and positive in their language
• They ask specific questions
• They seek clarification

You can help this by regularly checking their understanding and comfort throughout the sale.  It’s very low risk and it will actually strengthen rapport

Close and then shut up!

Keeping it simple is a useful step towards successful closing.  It will give you confidence and help you to expect a “yes” = which we know helps. We simply ask the customer if they would like to go ahead and then be silent until they respond.

E.g.-From what you’ve told me this feels like a good match.  Would you like to go ahead with that?

Cartoon Role Play “Expect A Yes”

 Closing Behaviour

 It’s important that you get your voice and language just right. Here are some pointers…

Voice

•  Project your voice but only to the level of the customer
• Regularly pause to allow the buyer to digest what you have said
• Match your pace to the customer – too slow you may be boring, too fast and you may lose them
• Vary the tone in your voice to add interest or to highlight key points
• Ensure you breathe or you will sound breathy or too rushed

Language

•  Clear & simple
• Avoid jargon
• Use powerful words
• Use short sentences

Perhaps most importantly-Close then shut up!

Key Learnings

•  Be prepared to ask for the business
• Ask everyone
• Build on several small closes
• Be confident and expect a positive response
• Tailor your close to suit the customer
• Close and then shut up!

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How To Use Questions To Uncover Customer Needs

Questioning to uncover needs

There is no way we can make a good recommendation unless we understand the customer’s needs and there is no way we can understand the customer’s needs without strong questioning.

The ability to question in an engaging and friendly way is an essential part of any sales person’s toolkit.

 Mix it up

It is often said that the best questions to use in sales are ”open” questions that demand more than a “yes” or “no” answer.  It’s true that these can get you an awful lot of information, but a closed question can be just as useful in fine tuning your information to a single point.  The truth is that the key skill is knowing when to ask the questions.

Open questions open the conversation up and encourage the customer to discuss their situation so they are used at the top of the funnel:

“What can you tell me about your usage?”

We can then narrow down to specifics as we go down the funnel:

 “How specifically”

To our final summarising question:

 “So you need something with…and…and…have I captured everything?

It is useful to employ a range of questions and they will focus on three key areas-

Area	Goal-Where you want to get to	History-What you had before	Lifestyle-How you live
Useful Questions	What would you like to be able to do?What made you decide to buy one of these?What do you want from your new…?	What did you like about your old one?How much have you used in the past?What made you decide to replace it?	Can you talk me through your typical day?What hobbies do you have?How many of you will be using this?

Tactful questioning

Effective questioning requires tact and the questions need to be relevant to the purchaser, but really useful information could be found in any of the Goal, History, Lifestyle areas to help uncover useful needs and so strengthen your recommendation.

Take notes

Great questioning will generate a wealth of detail which you will want to capture and build on so do take notes and try to capture the customers language as this will make any summary even more engaging.

 Cartoon Role Play 1 – “Buvan Lacks Energy”

 

Questioning to uncover needs

Show you care

We show we value and appreciate the customer through showing an interest in them and their needs. Questioning is the most obvious way to demonstrate our interest in their needs.

Show you were listening

As we ask the questions we are listening acutely for the clues. What is the customer telling us that will really help us to build a strong recommendation? It could be the smallest detail that becomes the hottest button!

Here are a few top tips to demonstrate listening

•  Take notes and let the customer know you’re doing it. eg just bear with me while I make a note of that…
• Check the details – eg. What do you mean by heavy usage?
• Encourage with verbal nods etc eg. That’s great..uh huhh…mmm..
• Build on previous questions eg. And ease of use is really important to you in your new one?
• Use their language in your questions eg. So I should avoid any “fancy gizmos”?

…and the killer

The summarising question-This one has everything. We are showing we were interested, we are showing we listened and we are even progressing the sale.

“Let me check that I have got this right. You’re looking for a … that does… and has a powerful…but is still simple to use. Have I missed anything there?

Key Learnings

•  Have a funnel in mind.
• Use a wide variety of questions to keep you fresh.
• Ask questions that cover goal, history and Lifestyle.
• Explore customer emotions-What do they love, what do they hate?
• Demonstrate verbally just how hard you are listening.
• Your penultimate question is likely to be a summarising one.
• Your final question will be a close!

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How To Handle Objections Like An Expert

Handling Customer Objections

Objection handling is essential and a sales person who can comfortably deal with customer concerns will not only close the immediate deal, but also build trust for future sales.

Be pleased

A customer objection is really no more than a question that has so far been left unanswered.  If we view them as late questions then dealing with them is far more straightforward.  Remember that most customer objections fall into the following three categories-

• I need more information
• I need more justification
• My needs have not yet been met

And what they are suggesting is that if you fix this I will buy.  So these are reasons to be pleased, which is why we encourage you to welcome the objection and always respect it.  It is a genuine concern for them and we must regard it as such.

Agree and outweigh

This is a negotiation technique that can be used to effectively deal with customer concerns.  It ticks the respect box because we show this by agreeing or understanding the objection.

The Outweigh part is when we give reassurance or evidence that the concern is not a problem.

Customer:  I want to have a look around because I’m keen to get a good deal

Sales person: Of course Madam and you’re right to, and it’s for this reason we offer the price match service so our customers can be confident that they are paying the best price.

Be proactive and “stroke” your customer

Customers can often suffer buyer’s remorse after purchase.  This can even kick in before the product arrives in the world of telesales.

While we can’t eradicate this feeling entirely a little reassurance from a trusted sales person will make the customer feel good about their purchase. It’s sometimes called stroking, but it involves assuring the customer they’ve made a good decision at the end of the sale with a simple and concise phrase.

E.g.-This is a really popular camera and everyone is thrilled by the results, so I’m sure you’ll have fun with it.

It does need to be sincere and authentic so think how you can make it relevant to your customer

Cartoon Role Play 1 – “Buvan Has A Bad Day”

 

 Objection handling

Question the objection

It is actually a positive sign if a customer raises an objection because it shows they’re engaged, so objections can actually help us to a stronger sale if we use them correctly.

Remember a customer raises an objection for one of three reasons.  They need more information, more justification or their needs have not been met…yet.

Pre-empt

There may well be customer objections or concerns you hear frequently. If this is the case consider how you can pre-empt and explain a benefit to reassure your customer. You may even want to put yourself in their shoes.

E.g.-If I were buying a pc today I would want to know 2 things-where do I go if it goes wrong and who can help me set it up. Well we have a network of repair partners and a free helpline to help you get started.

Know your competition

Knowledge breeds confidence and confidence is very important in objection handling. It is not just knowledge of your own product, but also knowing what your competition is doing.

This will enable you to counter any objections the customer may raise from their own research. As ever the delivery is vital, but if you take the Agree and outweigh approach you will be able to counter the objection in a non confrontational and rational manner.

E.g.(Agree) I have seen that offer and like you I thought it was a good price, and a reasonable device. (Outweigh) Some customers do  find the slower processor a bit frustrating when they are trying to do complex task like photo editing though.     

Key Learnings

• View objections as an opportunity to strengthen your sale
• Welcome, acknowledge, and resolve them.
• Be careful that your tone remains calm and not defensive
• Ask questions to get clarity and help you progress the sale.
• Know your product and your competition
• Always agree and then outweigh.

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How To Make Coaching Effective

Coaching

Coaching is a key component of the manager’s toolkit.  The ability to get the most out of others is a sure way to achieve great results.  Coaching is not something to be confined to reviews or performance discussions, but as great managers we should constantly be looking for coaching opportunities.

Structure

An effective coaching conversation is helped by a structure.  We do not need to be slaves to the structure but it can provide a useful guide and keep conversations on track.

G.R.O.W is perhaps the best known and certainly one of the easiest to remember:

Goal- This phase explores what the coachee would like to achieve and set guidelines for the discussion.

Reality- This phase examines the current situation with performance, results and feelings discussed.

Options – This phase is to agree the next steps.  How will the performance be reviewed, how can the coach support etc.

Way forward- This phase is to agree the next steps.  How will the performance be reviewed, how can the coach support etc.

Push & Pull

One of the biggest temptations in coaching is to share our expertise.  This limits the opportunity and can inhibit the coachee. A coach who pushes their ideas and recommendations will not achieve the same level of commitment as a coach who pulls ideas and suggestions from the coachee.

Questions

A great coach will stimulate thinking in their coachee and one of the most effective ways of achieving this is through great questioning.  Here are three useful types of questions to spark ideas:

Chunk up	These are great to make a coachee consider the bigger picture.  They will understand the broader impact. E.g. – How does that help the team?
Chunk down	These help to pull focus to the details and avoid generalisation.  E.g.-What exactly will you do differently?
Solutions focus	These focus on how we can fix the problem and have a positive flavour.E.g.-What is the first thing you can do to improve this?

Cartoon Role Play 1 – “Nigel Has All The Answers”

Focus on the solution

We are conditioned to focus on the negative, and often this limits free thinking and can create a very negative mindset that is unlikely to create a solution. Below we compare solution focussed questions, with problem focussed questions.

Problem focus	Solutions focus
How has it got this bad?	How soon do you think we can see an improvement?
Why have we never managed to fix this?	What is the first step we can take to sorting this?
How does this problem make you feel?	How will you feel when this is sorted?

G.I.G.O – Give Information Give Opinion

Of course we agree that most of the talking should come from the coachee. This shows their commitment and generates deeper thinking, but there are occasions when it is appropriate for coaches to interject. We must always do this with tact and permission.

These are fine….”Would you mind if I made an observation?” “Can I make a suggestion?”

These are too prescriptive!“What you need to do is…” “What I always did was…”

 

 

 

A.B.C -Always be coaching.

It will help to create a culture of coaching if you look out for opportunities to coach. This spontaneous coaching is very relevant and will get immediate results.

A.I.D

As you observe a member of your team doing something be comfortable to mention it and use A.I.D to explore it…

Action -Kev, how did you respond to that customer’s complaint?

Impact – What impact do you think that had?

 Development – What would you do differently next time?

Key Learnings

• Be structured in your approach, but open minded
• Hold your coachee in positive regard and expect them to succeed
• Remember that answers need to come from the coachee
• Be attentive to your coachees and listen not just to what they’re saying, but how they are saying it to check engagement
• Be imaginative in your questioning
• Look out for the quick interventions that could make a big difference
• Work hard to get your coachee’s commitment.

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How to Influence People

Influence

Influence is one of the key differentiators in management.  Those who really get on are consistently effective influencers.  They show the ability to influence at every level and in any situation and they demonstrate flexibility in their approach.

Balance

In any influencing situation we are faced with a balancing act.  On the one hand we have our personal objective that we want to achieve (and a successful influencer must be clear on their desired outcome) and on the other hand we have the relationship we want to maintain.

A successful influencer will always consider both aspects and judge their approach accordingly.  There are times when the objective outweighs the relationship and there are times when the relationship outweighs the objective.

Intent and impact

The quality of any communication can be measured by the response it gets.  You could make the most articulate argument, but if your target does not understand then the communication has failed. In influence there can often be a gulf between the message you intended to send and the message that you actually transmitted.  We call this the difference between intent and impact.

The impact of your message is affected not only by your words, but also your tone and your body language.  The effective influencer will ensure that everything is in congruence.  Their language clear, and their tone and posture communicate confidence.

Flexibility

We instinctively adjust our grip depending on what we are holding.  Imagine now how you would hold a very ripe tomato, and how you would hold a cricket ball.  The same flexibility needs to be observed in influence.  A range of techniques will add variety and flexibility to your approach.

Assertion will deliver quick results and achieve compliance. E.g.- I need you to be here at 8.45 tomorrow.

Persuasion will convince people of your point of view and provide justification E.g.- I recommend that we go with the first bid, for 2 reasons; reason 1……..and reason 2….

Involving will generate a higher level of input and commitment.  E.g.- This is where I’d like us to get to.  What ideas do you have on how we can achieve this?

Cartoon Role Play 1 – “The IT Crowd”

Power words-Your power of influence can be undermined by leaky words that fail to convey the strength or commitment you aim to communicate. We’re sure you can think of others to avoid!

Power words	Leaky words
CertainlyAbsolutelyDefinitely Exactly I’m sure Actions Will (silence)	MaybeA bit…Possibly Or there abouts I think Could Um…err At all

Key Learning

•  Be clear on your outcome, but flexible in your approach
• Weigh your desired outcome with managing the relationship and base your chosen technique on the specific situation
• Expect a positive outcome and make sure that your body language reinforces your message
• Watch for the reaction of your influence target and adjust your behaviour accordingly
• Be comfortable with silence it conveys confidence
• Keep learning

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How to Manage Results

Managing Performance

Everything is measured in a contact centre environment and individual performance has a major impact on the team performance.

The ability to get the most out of your team by ensuring that every member is making a fair contribution is key to success in contact centre management.

Attitude to Performance

It is important to hold people in positive regard. If we are coaching someone then we do it with the confidence that they can improve.

If we are looking to manage performance through implementing a performance improvement plan then again, we should do it the hope that their performance will improve.

Holding this attitude will ensure that we adopt a balanced and fair approach to the plan and maintain respect for the team member.

The performance cycle – Everything needs a structure and performance management is no exception.

Stating expectations

All parties need to be clear on what is expected. A  s.m.a.r.t  goal is the most used format, and clarity on timing is essential.

Think carefully about its communication. Is everyone informed who needs to be and has the goal been recorded?

Remember SMART stands for-

Specific, Measurable, Agreed, Realistic and Time bound.

Support

For the sake of fairness we need to consider all aspects of support. What does our subject need to be able to achieve the agreed goal?This could be in the form of training, or tolls for the job. It is vital that we are clear on owners and timescales for any agreed support.

Implementation

The H.A.M model (see this model in the “messy desk” cartoon below)  is really useful in planning the implementation as it can also provide clear milestones.

It is also useful in breaking big milestones down into more manageable chunks.

Reviewing performance

The beauty of a well structured performance improvement plan is that we can monitor performance at every stage.

This enables us to correct performance early on and gives us the opportunity to get things back on track with reviewed targets and corrective advice. It makes sense to build regular review dates into your plan

Cartoon Role Play 1 – “The Letter”

Managing Performance

Managing performance falls into 3 key areas.

1.      Giving clear feedback on the performance

2.      Setting a clear action plan that includes objectives

3.      Reviewing the plan

Giving Feedback

Why do we give feedback? Feedback is given either to improve performance or to encourage continued good performance. It needs to be both specific and timely and focus on the behaviour.

Make it smart

You will notice that the objectives on the previous page have a clear and measurable output. Of course the sharper ones among you will realise that they are not time bound!

In managing performance objectives need completion dates and owners.

Action	Owner	Timescale
Provide a daily report on customer escalations	Kev	With immediate effect
Complete all customer call backs within 24 hours	Kev	From 20th May
Arrange replacement headset	Cassie	19th May

Review

Any action plan needs to be reviewed and monitored. These dates should be agreed and recorded. It can also improve commitment if the review document is signed. Use what you have learned about feedback to give fair and objective feedback.

Key Learnings

• Be specific and clear in your feedback.
• Identify the areas for improvement and set clear actions around these.
• Ensure that objectives are concrete and focus on an output that can be measured
• Set clear dates for review and monitoring.
• Ensure you deliver on any support needs.

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How To Motivate Teams

Motivating Teams

Motivation levels drive so many of a Contact Centers metrics including levels of customer service, attendance and staff retention.  This makes the ability to motivate others a key part of the manager’s skill set.

Rounded Motivation

For effective motivation it is recommended that a rounded approach be taken. The three areas that need addressing are

The goal needs to be clearly stated – Where do you want to get to

Capability needs to be addressed – Has your team got the tools they need

Incentive – A reward that is practical and attractive needs to be agreed.

If any area is neglected you are unlikely to achieve the desired improvement in performance.

 Hygiene factors

Frederek Herzberg, a clinical psychologist came up with the theory of hygiene factors after extensive research into job enrichment. His theory essentially ruled that there were some factors that only impacted morale if they were taken away, while other factors could be used to significantly boost morale and performance.

Hygiene Factors	Motivators
PolicyRelationship with supervisor Work conditions Salary Company car Status Security Relationship with subordinates Personal life	AchievementRecognition Work itself Responsibility Advancement

 

 

 

 

 

 

 

 

The factors that had little impact on long term morale were known as hygiene factors or maintenance.  The empowering news for managers is that most of the motivators are things we can deliver to our teams.

How can you give responsibility to members of your team? What can you do to recognise achievement? How can you support advancement?

Consequences

Consequences are key to motivation and encouraging people to consider consequence is a great way to motivate them to change their behaviour.

•  Consequences can be positive or negative – reward or punishment
• Consequences can be immediate or future – today or next autumn
• Consequences can be certain or uncertain – definitely, or could happen

Their impact also varies with the most persuasive consequence being one that is positive, immediate and certain.

E.g.-If you achieve top sales today (immediate) this will definitely (certain) get £100 bonus (positive)

Is significantly more compelling than

If you don’t improve your sales performances over the next month (future) you may (uncertain) face disciplinary action (negative).

How can you create compelling consequences for your team to improve their performance?

Cartoon Role Play 1 – “Dimensions”

 Motivation – 3 things you must remember

In order to motivate effectively there are three key points that should be remembered;

1.      Only the motivated can motivate

2.      Motivation requires a clear goal

3.      Motivation never lasts

Key Learnings

•  Remember to boost performance you need to have a Goal, you need to develop capability and you need to have a relevant incentive
• Always consider how your subjects are wired before you motivate so the motivation is appropriate
• You must make a strong link between action (or non action) and consequence
• Remember the three key points-Only the motivated can motivate, motivation requires a goal and of course it never lasts!
• Work hard on keeping the momentum going-how can you refresh it every day,

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How To Build Customer Rapport

Building customer rapport

Sales are often built on our ability to build relationships with customers and for this we need rapport.  This is more than small talk.  It is more like a common understanding between 2 or more people.

This course will help you to-

•  Build rapport
• Inspire customer confidence
• Adjust your style to match your customer

Pacing and leading

If you have ever noticed people in rapport they behave in a very similar fashion.  Two friends at the bar may be standing identically.  They don’t know they’re doing it, but it just happens.  We can engineer this to some extent over the phone.  Like all rapport skills it demands great attention to detail.  Listen carefully to how the customer is speaking.

•  How fast/loud are they speaking?
• Are they cheerful or very serious?
• Are they formal?
• Are they using technical language?

From this you can take your own lead and adjust your approach so you match theirs.  The customer will not realise what you have done, but the conversation will immediately feel more comfortable.

Remember the details

Everyone likes to be remembered-it makes us feel special, so if you have spoken with a customer before try to remember the details.  It’s a small thing that makes a big difference and could provide a useful shortcut to rapport.

Speak their language

We all have a preferred way of processing and presenting information.  Some of us need to see stuff, some of us need to hear stuff and some of us need to feel stuff!  It’s part of our makeup and we give clues to our preference in the way we speak.

• Someone who likes to see stuff will use visual  language like “This looks good”
• Someone who likes to hear stuff will use auditory language like “This doesn’t sound right”
• Someone who likes to feel will use kinaesthetic language “I’m not comfortable with this”

Sell the right benefit

Understanding our customers better can help us to identify the right benefits too.

•  A visual person- It looks brilliant and it has a great display
• An auditory- The sound is really clear and it makes a nice “click”…
• A kinaesthetic- The keypad is really sensitive

 Cartoon Role Play – “Speaking The Language”

1^st Impressions

If we want to inspire trust and confidence in our customers we need to get it right from the start. Before you take or make the call ensure that you can focus just on this customer. Have everything you need to hand.

Scrabbling around or a working pen or a piece of paper, or the information you need could undermine all your good work in the eyes of the customer.

Start the call with a lively and enthusiastic greeting. You should be pleased to get this call and you need to sound it!

Pacing and Leading

The pace and volume of our speech should mirror that of the customer. We instinctively talk at a pace that is comfortable for us.

Consider:

•  A customer who talks slowly could become confused or flustered by a fast talking sales person.
• A customer who is talking at speed may be in a hurry and could feel frustrated or patronised by a slow talking sales person
• Take your lead from the customer.

Tag questions

We can use questions to build rapport or commonality. Questions on the end of statements that make disagreement difficult.

E.g. Rapport building is really easy, isn’t it?

Here are some more tag examples. See how you feel using them and listen to how the customer responds.

• Didn’t you?
• Isn’t it?
• Have you?
• Will you?
• Won’t you?
• Haven’t you?

Speak their language

We need to match the language we use. If a customer uses jargon then we can. Rapport can be reinforced through using phrases the customer themselves has employed and although they might not notice, sub consciously they will appreciate it.

Key Learnings 

• Create a great 1^st impression
• Be alert to the customer’s style and adjust yours accordingly
• Match your pace and tone to theirs
• Use tag questions to build commonality
• Identify how your customer sees (hears or feels) the world and use the right phrases yourself.

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How To Use Emotional Intelligence

Emotional Intelligence

Emotion plays a huge part in the customer relationship.  It is not just dealing with the emotions of the customer contacting us, but also managing our own emotions to make sure they do not adversely affect either our work life or our personal life.

There are 5 domains of emotional intelligence and these are split between self awareness and awareness of others.

Self Awareness

Knowing your emotions

By knowing your emotions you are able to better understand them and how they impact on the way you act.  Think about certain situations and how they made you feel and react.

In doing this you can learn and consider how a different response could have achieved a better outcome.

Think of your emotional strengths and how these can be focussed.  Do you have a great sense of humour that can help you put things into perspective for instance?

Managing your emotions

Awareness is the first step to management.  How can you control your impulse?  Often this is just a case of allowing time before we respond, so we can be measured.

Consider how you can focus on the solution and remain composed and positive in trying situations.  It is worth remembering how much impact you have on the outcome.  Only you can choose your emotional response.

Motivating yourself

We will all have days that are not great and challenges that are not easy, and the ability to self motivate will enable us to deal with this.

What goals can you set on a daily, weekly, monthly or annual basis to give you something to aim for.  Make these goals S.M.A.R.T, commit them to paper and make sure you monitor your progress regularly.  If you get a disappointing result use the learning to do better next time. There is no failure only feedback.

Awareness of others

Recognising and understanding other peoples’ emotions

Pay attention not just to what people are saying, but also how they are saying it.  Are there cues there that you need to pick up on?

If you can put yourself in someone else’s shoes then you will better understand their needs and be able to demonstrate empathy, which is arguably the greatest capability an adviser can have.

Managing the emotions of others

As an adviser this is how you can defuse confrontation situations.  Pause and allow the customer to express themselves.

Use their language cues to build rapport and make recommendations in a persuasive way.  Most important of all is to check their reactions and adjust your approach accordingly.

Treat Customers as we ourselves would like to be treated…..?

Although this is a well intentioned statement is it really what we should aim for. As much as I like my customers (most of the time) am I really like my customers?

My idea of great service for some might be too much and they could feel smothered. While for others it may not be formal enough and could cause offence.  Perhaps a better aim is to treat customers as they would like to be treated.

It is said that the three key ingredients to creating a good verbal relationship are:

•  Show empathy
• Be authentic
• Have a positive regard

Key Learnings

• Consider the 5 domains of knowing my emotions, managing my emotions, motivating myself, recognising others’ emotions and managing the emotions of others
• Be aware of your strengths and development areas
• Maintain empathy, authenticity and positive regard in all your communication
• Be attentive to others’ emotions and flex your style accordingly.

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