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Linkedin Selling is About Opening, Not Closing

Linkedin Selling is About Opening, Not Closing

The strategy of « Always Be Closing » was popularized in teh 90s. It’s a mindset that has all too often confused sales people into rushing through the sales process just so they can start working on a new prospect. Some would call it « Sales Efficiency. » I see this resulting in poor relationship building and poor retention. Sales is never about closing. It’s about opening and creating relationships built on trust and value. So rather than say A – Always, B – Be, C- Closing, we should be using A – Always, B – Be, C – Creating.
I have spoken with a few sales managers over the past couple months that wanted to get a better understanding of social selling and if it can help enhance their current selling system. Their initial perspective is that introducing the use of social networks into their selling system will result in reduced productivity because reps will spend the majority of their time researching rather than making outbound calls. Their concerns are common among sales management professionals.

I explained to these sales managers that Linkedin Selling is about opening new relationships, rather than closing business. Linkedin Selling offers a number of principles that guide sales people while they guide buyers through the buyer’s journey. But, having a fundamental understanding of how Social Selling complements your current selling system is critical. Once you understand this, maybe this perspective will help you rethink sending that cold email, making that cold call or sending a LinkedIn invite with a pitch inside.

Sales professionals have become too accustomed to getting to the desired outcome that they forgot how much work it takes to develop a relationship with another human being. For example, I’ve received a number of LinkedIn invite requests that include a product pitch in the invite. And take a look at the discussions, or there lack of, in LinkedIn Groups. Even when someone has a legitimate question, those inexperienced in the ways of Linkedin use the opportunity to pitch rather than assess the question to determine a proper response, if one is needed at all.

Look at your current selling system. Every step before the last involve creating a relationship with the prospect. The very last step is closing the sale. Here’s an example of a simplified sales engagement. The first three steps serve a specific purpose that helps open up the relationship and eventually lead to closing the sale.

 

1. Initial Contact and Greeting
With Linkedin: Social selling can be used at this stage to identify a specific prospects and develop a strategy that will solicit a response.
Traditional Approach: You are blindly calling into organizations, trying to navigate the phone tree and get past the gatekeeper.

2. Ask Discovery Questions
With Linkedin: Using your professional network on LinkedIn you uncover typical problems that prospects like this fact. Using the resources you have acquired, you ask the right questions and relate answers to to the prospect’s problem. This stage also includes delivering the right content at the right time.
Traditional Approach: Have extensive conversations, by phone and email, hoping to uncover what solution would be best for them. Chances are you are leaving money on the table because you don’t really know what questions to ask that will uncover the actual problem the prospect is seeking to solve. This is extending the buying cycle and allowing for the prospects to make an unfavorable decision.

3. Recommend Solutions
With Linkedin: When speaking with the prospect you point to several members of your network that have had a similar problem and share their success stories. From these examples you are able to offer a recommended solution that is customized to their needs and offer to the client and opportunity to speak with those current customers.
Traditional Approach: You take a top down sales approach and recommend a solutions that doesn’t address their needs.

4. Close the Sale
With Social Selling: You and prospect have built a trusting relationship. Social Selling has helped you become more consistent and acquire the client’s trust. This trust can lead to future sales down the road.
Traditional approach: You may have closed the deal but the chances that you have established a significant amount of trust with the new client is unknown. The client becomes another contact in your CRM. They may eventually come up again when you call for a renewal or to offer them a new solution that you have no idea if they need.
If you analyze each of these steps, aren’t the first three about establishing a relationship? You spend the majority of the sales engagement opening the buyer up to listening. Once you have shown the prospect that what you are telling them is consistent they begin to trust you. This trust is what leads to closing a sale. But, like I said, they begin to trust you. The first sale may be closed, but that’s not the end of the relationship between you and the new customer.

 

Linkedin is about opening new relationships using social media networks as a facilitation tool. The new relationships you work to establish can eventually lead to trust. It is that trust that leads to a sale. If you ask anyone in Sales if they have ever closed a deal on LinkedIn they will likely answer, « No. » But they were able to find the right person to connect with, built a relationship and established trust. Those engagements lead to new business relationship. That’s why it’s important to see social selling is about opening, not closing.

Tendances des formations langues dans les entreprises de Genève et de Vaud

Tendances des formations langues dans les entreprises de Genève et de Vaud

Introduction

 

Le paysage de l’entreprise romande est en constante évolution, la maîtrise d’une langue étrangère et la culture internationale y jouent un rôle de plus en plus important.  Les entreprises ont souvent recours à des gens de plusieurs nationalités. Beaucoup d’entreprises comprennent désormais le bénéfice d’avoir des employés multilingues dans leurs équipes. Les langues étrangères se sont toujours révélées utiles pour le service client, le développement des affaires, les ventes, et la croissance générale de l’entreprise romande. Bien que primordiales, les langues étrangères sont elles désormais pour autant considérées comme une compétence à part entière ? Quelles sont les formations langues pratiquées par les entreprises de Genève ou de Vaud ?

 

Tendance 1: Beaucoup d’employés ont besoin de rafraîchir les compétences en anglais

L’anglais continue d’être une langue dominante dans le monde de l’entreprise. Bien que les marchés sont tournent de plus en plus rapidement vers les économies émergentes, l’anglais est toujours une compétence importante pour la plupart des travailleurs. Cependant 63% des sociétés rapportent une lacune critique dans les compétences en anglais mais seulement 20% de ces entreprises de Genéve ou Vaud font des formations en anglais. Dans de nombreux cas, les employés ont un certain niveau de maîtrise de l’anglais mais ont besoin d’améliorer ce qu’ils savent.Certaines entreprises veulent développer la maîtrise de la terminologie spécifique à l’industrie de leurs employés. A minima, presque toutes les entreprises veulent aider les travailleurs à acquérir les compétences avec les mots et phrases en anglais spécifique en milieu de travail afin de faciliter la collaboration entre les employés. Les lignes de production externalisées à l’étranger rendent le partage en langue anglaise particulièrement important.

 

Tendance 2: L’économie mondiale se déplace loin de sa dépendance à l’anglais mais…

Malgré la prédominance de l’anglais, les affaires sont de plus en plus menée par d’autres langues. Les 30 dernières années ont vu une proportion décroissante du PIB dans le monde entier venant de la communautés anglophones, et cette baisse devrait se poursuivre. 2 Les entreprises doivent être capables de parler et de vendre à d’autres marchés. Il ne suffit plus de simplement «traduire» la commercialisation mais bien de l’assimiler.  Quels types d’entreprises bénéficient de la promotion de nouvelles compétences linguistiques?  Les grandes sociétés multinationales ont un avantage évident: ils peuvent mieux collaborer et développer des relations plus solides lors des échanges à l’étranger en échangeant de façon locale. Cependant même les petites et moyennes entreprises qui opèrent en Romandie et exportent gagneraientt à renforcer les compétendes linguistiques de leur salariés. Le E-commerce rend plus facile que jamais la vente et l achat  à des clients ou partenaires de partout dans le monde…. Plus de la moitié des participants entreprises qui ont fait suivre des formations en anglais en Romandie proviennent de PME. Ils arrivent avec une variété de priorités et les besoins, la vente à l’étranger, le développement web, la sous-traitance ….

 

Tendance 3: Les employés ont besoin de se former grâce au e-learning ou aux formations à distance

Beaucoup de gens ont maintenant accès à Internet au travail, à la maison ou sur smartphones. Ils ont besoin que de leurs programmes de formation soit aussi omniprésent qu’Internet, accessible à partir de n’importe quel ordinateur ou appareil, n’importe quand. 83% des entreprises que nous avons interviewés ont insisté sur leur besoin de formations en anglais à distance sur Genève ou sur Vaud. Les grandes entreprises sont particulièrement désireuses de pouvoir profiter des occasions d’apprentissage à distance: 91% des entreprises interrogées veulent aider leurs employés à apprendre dans leurs déplacements.

Les entreprises de Genève ou de Vaud veulent aussi bénéficier de la possibilité d’inscrire certains employés à des programmes intensifs de formation, en particulier ceux qui facilitent la pratique de la conversation. Les formations en anglais par teléphone ou videoconférence sur Genève ou Vaud sont alors particulièrement adaptées.

Pour la plupart des employés de Genève ou de Vaud l’apprentissage e learning de l’anglais répond mieux à leurs besoins que l’ancienne approche de l’inscription des personnes en cours en classe physiques. Synchrone, ces environnements d’apprentissage en ligne permettent une plus grande flexibilité et efficacité que les classes traditionnelles et aident  les apprenants à communiquer en langue étrangère dans un contexte à faible risque.

 

Tailor made Sales Training: Applying Theory to Practice

Tailor made Sales Training: Applying Theory to Practice

Sales training is a critical function, but has many regulatory constraints. This can lead to operating within expected guidelines that may sometimes feel as though they limit the effectiveness of training outcomes of more meaningful and confident conversations. However, emerging information about how people learn can invite us to re-examine the commonly accepted methods of training design and delivery.

Training programs for newly hired sales representatives typically include a period of home-study, virtual learning or coaching, and field observation, often leading to a live multiple-day training meeting. It is possible that learners may experience this “training journey” as fragmented in terms of activities, content and formats. There can be periods of feeling overwhelmed by the amount of content and the inability to retain it. How can this journey be planned in a holistic way to support the learner experience and enhance outcomes?

 

AGES Model: A Foundation for the Learning Experience
The AGES Model, described by Josh Davis and his colleagues at the Neuroleadership Institute, stands for four key approaches that enhance knowledge acquisition and retention, based on what is currently known about brain function in learning. The four approaches are listed here with suggestions for using them in training design.

 

• ATTENTION: In a world of so much distraction and constant stimulation, how can we be sure our learning experiences continually capture and recapture learners’ focus? One way is to borrow some ideas from entertainment – within reason – such as the use of creative themes, storytelling and appropriate games that support learning outcomes.

• GENERATION: We have all accepted that adult learners want information and skills to solve their problems. So it is critical for learning experiences to include opportunities for them to generate meaning from the information they receive. Create opportunities for learners to contribute and make personal connections with the various types of information they need, whether that is categorizing and memorizing facts, learning new procedures and skills or applying strategic thinking to solve problems.

• EMOTION: Negative emotions such as anxiety and fear can impede learning. Positive emotions can support it. Rethink the traditional role play situations and leverage popular, fun concepts from gaming to ensure a safe environment. Ensuring the learner is central to the training journey can build motivation and empathy to fuel learner engagement.

• SPACING: The concept of distributed learning is not new, but it can be difficult to implement in a world where week-long, live meetings are the standard format. Consider stepping back from the traditional delivery systems to space information over time to allow for ongoing knowledge acquisition, application and retention.
AGES offers training organizations a consistent approach to organizing learning experiences of all types. Using these principles as a foundation for planning can lead to some surprising creativity even within a structured environment.

Photo: Ryan McGuire, gratisography

Leadership Management in Switzerland

Leadership Management in Switzerland

Swissnova has trained hundreds of people on leadership in Switzerland especially in Geneva Vaud and Zurich. You will find below a related article on that subject.

A good leadership is crucial to any successful business in Switzerland…

But, what makes a good leader and how can someone develop himself or herself into a good leader in our country. if they are not one to begin with? The answer is that there are many factors that contribute to good leadership. And, whether someone is naturally a good leader or not, anyone can become a good leader.

 

Get Something Moving
Motivation is another variable that plays into good leadership. Employees tend to stagnate when motivation decreases and it will decrease, without proper motivation. Many leaders try to motivate the old-fashioned way through fear. (Do what I say or something bad will happen) This is not advisable, since it tends to only deliver short-term results and cause even less competent work in the long run, due to resentment resulting from the fear tactics.
Instead, try adding challenges for employees. A fresh challenge always adds excitement and spawns creativity. Challenge your employees with tasks that may be slightly out of their range and let them at it! This increases motivation.
If they run into a snag, guide them towards a solution but don’t offer the actual solution outright. Coach them into discovering the solution themselves. Once they have, their self-esteem will rise, thereby raising their motivation level.

 

Use other potentials
Teamwork is always something to consider when striving to become a good leader. This means not only teaching your employees to work together but to become part of the team yourself.
Use others potential. Many times, employees potential is wasted. A good leader recognizes that his or her employees are more than just employees, they are people too. These people have lives outside of work where they have to make decisions on a daily basis, from how to deal with house payments, to car bills, to raising children, to uncountable tasks in everyday lives. Yet, at work, their decision making skills are not trusted enough to choose what type of toner needs to be ordered for a set of printers.
The point here is that employees need to be trusted to do more. A good leader doesn’t manage every single detail. Use others potential to your benefit. You will find that you have become a better leader for it.

 

Enthusiasm:
Leaders are usually seen as active, expressive and energetic. They are often very optimistic and open to change. Overall, they are generally quick and alert and tend to be uninhibited.

 

Social boldness:
Leaders tend to be spontaneous risk-takers. They are usually socially aggressive and generally thick-skinned. Overall, they are responsive to others and tend to be high in emotional stamina.

 

Intuitiveness:
Rapid changes in the world today, combined with information overload result in an inability to know everything. In other words, reasoning and logic will not get you through all situations. In fact, more and more leaders are learning the value of using their intuition and trusting their gut when making decisions.

 

Empathy:
Being able to put yourself in the other person’s shoes is a key trait of leaders today. Without empathy, you can’t build trust; without trust, you will never be able to get the best effort from your employees.

 

Charisma:
People usually perceive leaders as larger than life. Charisma plays a large part in this perception. Leaders who have charisma are able to arouse strong emotions in their employees by defining a vision which unites and captivates them. Using this vision, leaders motivate employees to reach toward a future goal by tying the goal to substantial personal rewards and values.

 

Leaders are rarely (if ever) born. Circumstances and persistence are major components in the developmental process of any leader, so if your goal is to become a leader, work on developing those areas of your personality that you feel are not up to par. For instance, if you have all of the basic traits but do not consider yourself very much of a people person, try taking classes or reading books on empathy. On the other end, if relating to others has always come naturally to you, but you have trouble making logical decisions, try learning about tough-mindedness and how to develop more psychological resistance. Just remember, anyone can do anything they set their mind to.

images: startupstockphotos.com

Les tendances RH 2015 en Suisse Romande

Les tendances RH 2015 en Suisse Romande

Montée en puissance de la génération Y

Leurs représentants les plus âgés auront 35 ans l’an prochain si l’on calcule que cette génération est née en 1980. Pour les ressources humaines, il faudra passer de la problématique de « Comment manager les millenials ? » à celle de « Comment travailler pour les millenials ?« 

L’arrivée de la generation Z

Ces jeunes, nés dans les années 2 000 ont 15 ans aujourd’hui. Ils sont au lycée et vont bientôt être des candidats pour des stages. L’entreprise est sur le point d’accueillir une nouvelle génération qui n’a jamais connu le monde sans Internet…

Connaissances scientifiques et données collectées vont replacer l’humain au cœur des RH

Les apports du concept des sciences du cerveau sont relativement nouveaux. Les développements de l’imagerie par résonance magnétique (IRM) font que la fonction RH s’intéresse depuis une dizaine d’années au fonctionnement du cerveau humain. Mais c’est un temps très court comparé à l’histoire et à l’évolution de l’humanité. Il y a beaucoup à apprendre des réactions et des interactions des hommes entre eux. À partir de 2015, les DRH vont commencer à examiner nos manières de travailler, nos réactions, nos émotions, nos réflexions notamment à travers les outils d’évaluation comportementaux.

Multi task et numérique

Le fossé grandissant dans les compétences et notamment dans la capacité à mener plusieurs tâches simultanément et à s’adapter au numérique. Ce fossé doit être géré dans l’entreprise mais également dans le process de recrutement. Plus que jamais, les ressources humaines de toutes les entreprises seront en compétition pour attirer les candidats dotés de ces compétences clés.

image: Photos Libres