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... for murdering him honorably. 'Re-framing' is the process of putting an action...

... : 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 ...

... ) Please consider the following: 1. Would you recommend this company? 2. What about this company do you like/dislike? 3. Why did you choose this rating? Submit This Anonymously Submit Cancel Contact Us contact_phone Click to call Unfollow First name: Last name: Email: Are you sure you want to deactivate your CompleteMarkets Company Profile Deactivate Cancel Loading.. About Us Services Jobs PR Newsletters Employees Articles Blog Photos Group Connections Reviews IMMS Library Immerse yourself in our stacks. Take some time and browse through our library. We have thousands of articles, checklists, tip sheets, sales letters, and more! Communications Marketing Customer Service Planning Finance/Accounting Risk Management Human Resources Selling Legal and E&O Technology Life/Financial Services Glossaries Management Resources & Links Categories Popular Recent All time frames Articles tagged with time frames Back Boot Camp' For Insurance Agencies This content has not been rated yet. CompleteMarkets Editor , Dana Falardeau 4/30/2013 12:00:00 AM BOOT CAMP' FOR INSURANCE AGENCIES by Dana Falardeau Why does the Army hire people with no experience? Could it be that they want to train them the right way at the start? Coul.. All Articles by CompleteMarkets Editor Comments (0 ) Csr Training This content has not been rated yet. CompleteMarkets Editor 4/30/2013 10:38:27 PM CSR TRAINING Often people newly hired to work in an agency are given a quick tour of the office and briefly introduced to their associates. They may be given a copy of the office manual (if there is .. All Articles ...

... , specify a background color in addition to a background image, such as: WEBSITE SIN #3 : THOU SHALT NOT BLINK! This is a biggie. Please have some consideration and don't use blinking text on your page. Believe me, people don't like it. There's nothing more distracting than trying to read with that incessant blinking going on. This category includes those annoying little animated GIFs. Although it's okay to sprinkle a few good animations here and there throughout your site, 20 animated Smurfs doing the Macarena on one page would be overdoing it. These have the same distracting effect as blinking text. If you simply must put some flashing, blinking, or fidgeting doo-dads on your page, have them do their thing twice and then stop! WEBSITE SIN #4 : THOU SHALT NOT FRAME! Frames are the bane of every Web surfer's existence. In theory, they're great tools — in practice, they're usually anything but. Although frames can provide a convenient navigation system for a site, most of the time they don't. Invariably, the dimensions are just a hair off and you're stuck with that #$ %# horizontal scrollbar or you have a window approximately five pixels high to try to scroll. Frames can also cause problems for some search engines in indexing your site. WEBSITE SIN #5 : BEWARE THE ENDLESSLY SCROLLING PAGE Have you ever loaded a page and then watched in horror as the button on the horizontal scroll bar moves slower and slower? You know what that means, don't you? The page is miles long and you've got a long way to go ...

... wants a product, service, or opportunity delivered to them. Ask, "What do you want it to do for you? How would you want it to feel? What are the key decision criteria you'll use to buy this product or service in the future? What are your most important priorities?" This helps prospects see a vision of what they want. The clearer the picture, the easier it will be to help them find it, even if you don't offer it. Remember, trusted advisors are always looking out for the best interest of the client, and must be detached enough to recommend solutions even when they don't have them. The universal law of cause and effect will always bring something good back to you if you do good by others. Step 5. Time Frame for Action: When Do You Want It? This is arguably the most important piece of information you'll get from a person. "When do you want that result, solution, benefit, feeling, or outcome? How soon do you want to make a change?" The answer helps you determine your next step. Many people never ask the all important "when" question. They often assume that because a person is interested, they'll actually do something about it right now. Nothing could be further from the truth. People take action when they're ready to buy, not when the seller is ready to sell. Fish eat when they're hungry, not when you drop the line. Just because someone is interested today doesn't mean they'll act today. A trusted advisor helps a person ...

... , so I look for a policy that exactly meets my needs. In the first example, the executive preferred to examine a wide range of possibilities. This is the person who asks for ten different options, including a range of coverages and deductibles. These people are possibility' thinkers. In the second example, the executive talked about necessity and needs. This person bases decisions on what they should do. They probably don't care about a wide range of options. Just develop the best quote you can, emphasizing what they should have. What we've just contrasted are two different views of the world that come from a Meta Program that stresses possibilities or should. Like the other Meta Programs we've talked about, this one has a great impact on how people make decisions. Understanding it helps us frame our presentations in exactly the language that a prospect or client wants to hear. POSSIBILITIES Ask someone how they decided to buy insurance last year and listen for one of two answers: either they looked at a range of options, or they did what they had to do. Those who needed options are the possibility' thinkers. They ask for quotes with every option possible. They're the Commercial producers interested in working with you because it's a new experience. They're the risk managers who ask you to explain a number of different approaches for designing an effective insurance plan. However, some possibility' thinkers can be hard to work with because it's difficult to get a decision from them. Don't present a single solution and expect it to work for them. Remember that they require options and choices ...

... master of maintaining rapport. One of his techniques was never to use such words as certainly, ' undoubtedly, ' and sure. These words give an air of positiveness to an opinion. For example, I'm sure we can't do that. Are you? Absolutely positive? That degree of certainty reduces the chances for flexibility, so the possible outcomes are limited. If your goal is to persuade people, one of the last things you'll probably want to do is limit your potential outcomes. So rephrase your statement. Try It seems to me that it would be hard for us to do that. Put that way, the prospect's preference is something that might be hard, but not impossible, to achieve. DISAGREE WITHOUT RESISTANCE There's a powerful technique for dealing with disagreement called the agreement frame. To establish the agreement frame, you have to know and use these three phrases: I appreciate that, and .. I agree, and .. I respect that, and .. Using these phrases allows you to acknowledge the other person's frame of reference and redirect the issue without creating resistance. For example, suppose someone tells you you're wrong. You could answer, No, I'm not! ' Or you could choose to maintain rapport this way: I respect your feelings, and I think if you hear my side, you may feel different. DON'T LIKE IT? CHANGE IT! I've found that many people agree with the substance of this lesson and have a hard time changing their old patterns. We might intellectually agree that and' works better than but' and want to change it. However, our attempts to ...

... need to get a problem resolved want to hear the words "I'm sorry." Those magic words can avoid emotionally escalating conversations. You'll find that you'll quickly begin working together to find a solution. &# 160 ALWAYS TAKE THE HIGH ROAD &# 160 Not everybody you meet will be cheerful. Give people the benefit of the doubt. Don't take someone's crankiness personally. Be patient, understanding, and approach situations as if you can, and will, remedy the problem. Helping people and solving problems are opportunities to learn and shine. Take advantage of them. &# 160 MAKE THE CALL &# 160 Because our business dealings are so dependent on each other — producer to account manager, account manager to underwriter, underwriter to supervisor — we can't always deliver answers in the time frame that we've promised. When this happens, clients want one thing: To be kept advised of the status of the situation. Consider this example: You promise a policyholder that you'll have an answer by noon. At 11:45, the information you need isn't ready. Would you rather make the call to the client at 11:45, or get a call at 12:30 wondering where the information is? Career-security minded people make the call to avoid a potentially negative and damaging interaction. &# 160 CREATE PERCEIVED AUTHORITY &# 160 You can't possibly know the answers to all questions. And some situations are outside your authority level. When this happens, you need to refer to a higher authority to get assistance. How you state this communication to the client directly affects ...

... ." "Some of the firm's key clients include [clients' names] ." The next section should identify issues of importance (which you've developed throughout the prospecting process) to the client or prospect. The development and presentation of these issues are what defines your firm as a consultative brokerage, rather than as insurance salespeople. They constitute the themes of your presentation. After the key issues, indicate your organization's solution to them. Show the expected results of these solutions and how the client will benefit. This could take the form of a simple display. Refer to the body of the proposal for details and an in-depth demonstration of these benefits. After all, the executive summary simply sums up the facts. Finally, restate what your organization is proposing for the client, the time frames, and your unique qualifications for providing these solutions. Avoid making this closing too sales oriented. As a consultant, you need to be perceived as a partner, not as someone looking for a commission. Use statements such as: "XYZ recommends this course of action to client." "XYZ is prepared to implement these actions in the following time frames and with these expected results. Effective use of stewardship reports and executive summaries is a critical skill that independent agents and brokerages must master. These techniques will allow an organization of any size to improve its perception in the buyer's eyes. The result will be improved success in the large-account marketplace. The goal of the CompleteMarkets editor is to bring valuable content to the CompleteMarkets members. Providing content to insurance professionals to enhance their sales process ...

... large old insurance companies that are no longer here, such as Continental, Aetna, and Reliance? Did you, as an agent, smell the smoke? Did the leadership of these carriers ignore your alarm? Wal-Mart founder Sam Walton, who had reasonable success in business, once said, There is only one boss - the customer. Customers can fire everybody in the company from the chairman on down, simply by spending their money somewhere else. Sam was right. In your business, do you or Nancy have the most direct contact with the customer - the ultimate boss? If Nancy has the most contact, is she adequately trained, motivated, and monitored? Is she giving you feedback? Are you listening? Take one minute to draw a picture of your organization. Now draw a frame around your picture. Does this frame create a pyramid? Are you, as the boss, at the pinnacle? Is Nancy at the base with her fellow trainees? Is it prudent for the least experienced personnel to be closest to the customers? Your organization was formed to meet the needs of customers, and you exist to serve them. Where are the customers in your organizational chart? Did you forget to put them in the picture? How much distance is there between you (the boss) and your customers? Does your pyramid facilitate the free flow of information between you and your customers, or does it buffer you from the thoughts and feelings of the real boss (the customer)? In your business, is the customer and their problem viewed as an interruption or the ...