Nothing happens until somebody sells something. To make sales happen, IMMS.com Key Sales Consultant Randy Schwantz has created a comprehensive series of 43 Producer Success Lessons. Used singly or in combination, these powerful tools can help your producers build their skills - and grow their sales.
Salesperson: 'I’d like to show you what we’ve come up with — do you prefer to see the big picture or details first?'
Executive: 'I need to see where you’re going first.'
Salesperson: 'OK, I’ll show you the global view.'
Executive: 'Great.'
Salesperson: 'Of course, you’re the only one who knows if this will work for you... '
Executive: 'Yes, I like to see for myself.'
Salesperson: 'Good. I’ll keep that in mind.'
What an interesting exchange. For many people, the conversation above might’ve seemed commonplace, even mundane. For a good communicator, the conversation went a long way toward closing the sale. The salesperson can now tailor the presentation to two of the executive’s most important Meta Programs, or filters.
The first question the salesperson asked elicited the learning style of the executive. In this example, the executive preferred a global view. Then the salesperson confirmed that the executive used an internal frame of reference to make decisions — other people’s opinions weren’t important.
BIG PICTURES OR DETAILS?
We learn by 'chunking' information. Studies indicate that the average person learns best when given information in groups of three. Professional presenters have used this knowledge for years — most well constructed visual aids have three ideas or objects. It’s important to break down complex information into 'bite-sized' chunks.
To really make this effective, it’s important to know one additional fact about the other person. Some people make sense of new material by seeing how it relates to their world, then looking for details. That’s called 'chunking down.' They need to see a global overview of the material. Others prefer to examine details first, then construct a larger picture from them. That’s called 'chunking up.' This difference is crucial.
As we go through this lesson, pick a couple of your clients and think about the clues they’ve given you about their Meta Programs.
THE BIG PICTURE
People who prefer to chunk down like to see the big picture first. Telling these people about the details will bore them. If you were talking to a risk manager who learned by chunking down, you might want to explain how a particular program worked for another firm, and how it might help them. Only then would you go into detail about the ways you can benefit executives and risk managers.
The risk manager would become bored quickly with details if you started out in the details/chunking up mode. Without the big picture, they would quickly find most of your information irrelevant. People who chunk down want to see patterns and abstract relationships. Once you fix these in their minds, they’ll fill in the details.
DETAILS
Others like to see the details of an idea first, then build them into an overall picture. They’re the 'up-chunkers' of the world. The global overview seems superfluous. How will this attitude your presentation?
These people will appreciate an explanation of both the details and the sequence of events needed to bring an idea to life. For example, if you’re presenting a 10-step plan to a Commercial producer who chunks up, try explaining how you generally work with Commercial producers first. Then go to step one and explain it. Move on to step two, and so on.
As you move forward, explain each action needed to complete the step and proceed. After a few minutes, the Commercial producer will probably stop you, tell you they understand, and ask a few more detail-oriented questions.
Make it a habit to ask people if they prefer to see the big picture or the details first. Even if you’ve made a presentation to someone in the past, ask them the question. Almost all Meta Programs are context-dependent — stress, emotional input, and content or subject matter affect them. Rather than assume that you know how to present, ask. It only takes a second.
INTERNAL OR EXTERNAL?
When you’re trying to persuade someone to do something, one of the most important things to know is whether they use an internal or external frame of reference to validate decisions. Client testimonials or other types of 'social proof' won’t convince a person who uses an internal frame of reference. Gut feelings and instincts guide their decisions. Conversely, a person with an external frame of reference likes to hear about other people who have used your product, or client testimonials.
'I JUST KNOW IT’S RIGHT'
This is the battle cry of the internally-focused person. No amount of external proof will suffice to gain this person’s confidence. While people using this Meta Program will often solicit input and advice, internal feelings about what’s right will determine their ultimate decision. The types of persuasive phrases that work best for these people are:
'You decide.'
'Only you know for sure.'
'What do you think?'
Telling them what has worked for others isn’t good enough. To help these people convince themselves, ask them to remember a time when something worked out well, then relate your proposal to that experience. For example:
Salesperson: 'On a scale of one to 10, how am I doing so far?'
Executive: 'You’re about a seven.'
Salesperson: 'How do I get to 10?'
Executive: 'I’ll just have to feel that it’s right.'
Salesperson: 'How will that feel?'
Executive: 'Well, I always just sort of know. It’s a gut feeling.'
Salesperson: 'Well, you’re the only person who can decide if this is right. Do you remember another time when you made a really good decision about insurance?'
Executive: 'Yes.'
Salesperson: 'Great. So when you last did that, what was it about the deal that made it work for you?'
Executive: 'It was the fact that the coverage was expanded for very little cost.'
Salesperson: 'Well, I think we can do that for you here. Of course, you’re the only one who can decide that, so I’ll show you what we have, and you tell me what you think, OK?'
By referring often to the executive’s internal reference, the salesperson is more likely to be convincing. Helping the executive recall another time when they made a good decision puts them in the right state to feel good about this one.
EVERYBODY SAYS ...
Client testimonials will persuade a person that uses external proof to validate a decision. These are the people most affected by peer pressure. They’re looking for approval or recognition from others. Help them find it.
A risk manager with an external frame of reference would be interested in how other risk managers reacted to your ideas. They’ll also worry about you making them look bad. Give this person lots of external proof. Ask what kinds of additional information they need to be convinced. Then provide it. The more effective you are at showing this person how others benefit, and how others will see them as intelligent or shrewd for working with you, the better your results.
EXERCISES:
Big Picture/Details:
This week, before presenting to your clients, ask them: 'Do you prefer to see the big picture first, or the details first?' Develop a strategy to integrate this into all of your sales interviews.
Internal/External
Learn this brief dialogue:
'I can tell you or show you that we’re the best at what we do, but how would you know it’s true? Would you want to talk to some of my clients and let them tell you how good we are, see it in a letter of reference, or are you the type that makes decisions based on a gut feeling?'
This dialogue elicits internal or external frames of reference. If the frame of reference is external, it will also help you learn whether they’re auditory (talk to others) or visual (read testimonial letters).