Back Customers like mindful salespeople
D. Murali
BEFORE the storm, it's calm. Similarly, closing a sale happens best not after putting a customer through pressure-cooker tactics, but when he has "emotionally agreed" after establishing "a mutual bond." Here is where Lee Godden's ZenWise Selling, published by Telsius (www.telsius.com) becomes relevant. "Customers like being clearly heard and fully understood," notes the author. That needs "mindfulness," something that Zen would teach you. "Mindful salespeople tend to pay closer attention to, and enjoy, the details of the moment; truly listen to customers and co-workers, and not half-listen while thinking about something else; see difficult customers and co-workers as lessons for growth, not irritating impediments; and enjoy the ups and downs of a typical day of selling without grumbling or constantly looking forward to getting home to `finally enjoy what's left of the day'."
Gooden's theme is simple: Business excellence through personal excellence. "You approach each new situation as a beginner would, even if you are an expert," is a valuable tip, though one may think it could make you look dumb. That needs "wakefulness" — not that you sleep less, but spend "your waking hours performing thoughts and actions that are less auto-pilot, and more hands-on flying." Wakefulness leads to "connectedness" and when you practise it for a while, "you'll see an increase in your overall awareness of the world and of the humanity around you," assures the author.
Relationship selling, a popular concept in the field, is the steady climb from being a salesman to becoming a partner and then a trusted adviser. It is a mindset, not a technique, says Godden. "For salespeople who apply their personal values and ethics to their work, trust is a simple thing to establish. Reflecting your honesty and integrity in everyday dealings with prospects, customers, co-workers, subordinates and management eliminates duality, reduces stress, and simplifies your work." Simple kindergarten lesson adapted to your work, but before dismissing the same as impractical, you'd have to give it a try.
What should you do when a manager, customer or co-worker says or does things that cause you emotional injury? "It is imperative that you take time to re-centre yourself and put things in perspective before continuing with your day," advises Godden. "Discover which steam-release mechanisms work best for you. A walk around the block, a cup of tea, or a few minutes sitting quietly to reflect are all good options."
Repeat business is "the sweetest business," salespeople know, because one doesn't have to work as hard as they did for the first. But that rests on long-term relationship. "Unfortunately, many salespeople don't have the time, interest or desire" to work for such relationships. "Transaction-based, churn and burn selling" is one of the few areas in which such people may prosper. To relate, you must listen. "One of the toughest things for a salesperson to do while a customer is speaking is to quiet down the distracting chatter of the mind. These unwanted mental pop-up ads are ostensibly trying to help, yet they seldom do. A quiet mind listens much better than a distracted mind."
There's something called "conversation karma": When you listen well to your customers, they feel good. "Being understood feels better. Those feelings are often reciprocated back to the salesperson, in the form of customer attention to what you're saying." A side benefit of closely listening is, "You'll be able to detect lies, omissions and half-truths."
Let's say you launch into Zen amidst your busy schedule. Don't expect a "clap of thunder" to announce "the progress you've made." That's because the calmness of mind and spirit are ordinary things, reminds Godden. So, to sell, why fuss?
Book courtesy: Landmark (www.landmarkonthenet.com)
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