| This scenario is common even in everyday | | | | 2. The ability to listen beyond words |
| communications with other people. We always say | | | | 3. Skillfully handling objections |
| people don't listen while your prospect on the | | | | Productive communication skills |
| other line talks to those around him and tells them | | | | The communication process by which two people |
| that you do not know how to listen! | | | | have an exchange of ideas is called a dialogue. |
| Listening beyond words | | | | During the dialogue, a great deal information, facts |
| The fact of the matter is, we do not listen! We | | | | and feelings are communicated that we have to |
| have to learn listen beyond the spoken words. In | | | | train ourselves to be sensitive to. |
| a face-to-face conversation, we recognize the all | | | | So now, how do we determine if the prospect is |
| too obvious and familiar body language that tells | | | | really listening to our presentation or better yet |
| us that the person we are talking to is listening | | | | how do we determine if we have captured his |
| because his face is pointed straight at us with | | | | interest level to move on to the next step of |
| eyes glued to us as we speak. His posture gives | | | | closing the appointment setting and getting |
| us an indication that he is ready to respond and | | | | yourself prepared for objections handling? Perhaps |
| absorbing all the details of our presentation. In | | | | we need to re-orient our thinking to how we can |
| other words, body language is a form of | | | | be an effective listener and be successful in |
| non-verbal communication that comes with the | | | | addressing the issues, concerns and needs of the |
| spoken word. But of course that is not the case | | | | prospect. |
| in making a call - all the signs of non-verbal | | | | Here are some of the communication strategies |
| communication are completely absent. We have | | | | that you will find helpful in order to sustain and |
| to depend on some other indicator that | | | | keep your prospect's interest level high. |
| determines if the prospect is into our discussion | | | | 1. Engage your prospect in a two-way productive |
| or maybe his attention is directed somewhere | | | | dialogue and listen with empathy |
| else. | | | | 2. Check and verify for understanding every now |
| Your prospect may be polite enough to allow you | | | | and then by asking close-ended (answerable by a |
| to say your piece as he keeps his silence | | | | "yes" or "no") questions. Example: "Mr.____, |
| throughout your presentation. After you are over | | | | earlier in our discussion you mentioned about |
| and done with he simply says he does not need | | | | looking for other options, is that correct?" |
| your product or service, or perhaps he just tells | | | | 3. Respond with short affirming words such as |
| you that there are other options that he is | | | | "uhuh," "okay," "I understand," "Please go on," etc... |
| considering and that it is not worth his time and | | | | Listening skills and the ability to listen beyond the |
| effort for an appointment schedule. | | | | spoken words sets the stage for good objections |
| There are 3 key elements to consider to be able | | | | handling. Objections handling is a two-way |
| to handle objections well that leads to an | | | | communication process that can be learned and |
| appointment setting close: | | | | mastered easily when you know the key |
| 1. A well-delivered message | | | | elements and how to use it properly. |