Do You Know How to Listen?

The 10 Commandments of Powerful Listening

 

 

Rules for being a good listener involve courtesy and common sense. Some rules may seem obvious, or trivial, but it is amazing how many people forget them. Often, you don’t mean to be rude, but your enthusiasm for a subject and your own desire to hear yourself talk make you forget courtesy. At other times, you are so intent with expressing your own viewpoint that you forget to listen to what the other person is saying. You just plain stop listening!

 

Here are some rules for good listening:

 

1. Fight off distractions. Train yourself to listen carefully to your prospect’s words despite such external distractions as a ringing telephone, passersby, or outside noises. Focus on words, ideas, feelings, and the underlying intent of your prospects.

 

2. Do not trust your memory. Take notes. However, keep your notes brief, because listening ability is impaired while you are writing. All you need to write down is something to jog your memory later so that you can recall the complete content of the message.

 

3. Let your prospects tell their own stories first. When prospects explain their situations, they may reveal interesting facts and valuable clues that will aid you in helping them to solve their problems and satisfy their needs. Then, you can tailor your discussion to their particular needs, goals, and objectives. You can thus dispense with those aspects of your presentation that may have been inappropriate to that specific prospect.

 

4. Use feedback. Constantly try to check your understanding of what you hear. Do not hear only what you want to hear. In addition, consistently check to see if your prospect wants to comment or respond to what you have previously said.

 

5. Listen selectively. Very often in conversation, your prospects will tell you specific things that will help you identify their problems. These critical messages may be hidden within the much broader context of the conversation. You must listen in such a way that you can separate the wheat from the chaff.

 

6. Relax. When your prospect is speaking to you, try to put this individual at ease by creating a relaxed and accepting environment. Don t give the impression you want to jump right in and speak.

 

7. Listen attentively. Face your prospects straight on, with uncrossed arms and legs, and lean slightly forward. Establish good eye contact. Nod affirmatively and use appropriate facial expressions when called for, but don’t overdo it.

 

8. Create a positive listening envıronment. Try to ensure an atmosphere of privacy away from sources of distraction. Do not violate your prospect’s “personal space.” Take great effort to make sure that the environment is conducive to effective listening.

 

9. Ask questions. Ask open‑ended questions to allow your prospects to express their feelings and thoughts. The effective use of questions shows your prospects that you are interested and that you are listening, and it allows you to contribute to the conversation.

 

10. Be motivated to listen. Without the proper attitude, all the foregoing suggestions for effective listening are for naught. Try to keep in mind that there is no such thing as an uninteresting speaker—there are only uninterested listeners.

 

These are the 10 commandments of powerful listening. If you are really willing to learn how to listen it will take a lot of hard work to learn the skills, and constant practice to stay in shape. Remember that prospects feel relieved when they find salespeople who understand what they have to say about their problems. Once you truly understand your prospects by actively listening to them, they will most likely reciprocate by listening to you and trying to understand your viewpoint. Isn’t this what selling is all about?

 

 

This article was adapted from Tony Alessandra’s new six‑cassette audio alburn, The Dynamics of Effective Listening, available for $59. To place your order or receive information about Dr. Alessandra speaking to your group, call 1-800-222-4383.

You have to make a speech-nervous?

Preparing for Success in Speaking

The success of your speaking is determined primarily by the time you spend preparing before you step in front of your audience.  A good presentation requires careful planning and lack of planning is always apparent.  Sure clues are speeches that are too long, too detailed, confusing, vague, boring or off-track.  You can spend less time producing short, powerful presentations if you systematically prepare beforehand.

 

The often overlooked first and most critical step in preparation is understanding the “what” and the “why” of your presentation: its purpose.  Your purpose should be the broad general outcome you want the presentation to achieve.  Here are three questions you can ask yourself to clarify the objective of your presentation:

o  Why am I giving this presentation?

o  What do I want the audience to know or do at the end of the presentation?

o  How do I want the audience to feel?

It often helps us prepare for a presentation when we understand the different types of presentations.  Here are four basic types that differ primarily in the amount of detail presented and the level of persuasiveness required to meet the objective of the presentation:

 

            Sales —  Use the sales presentation to sell an idea or suggestion to clients, upper management, co-workers, or employees.  You may also use the sales presentation to persuade an audience to take a particular action or adopt a belief.  This type of presentation uses a lot of persuasive skills and seldom requires extensive detail.

            Explanatory — The explanatory presentation is best used to familiarize, give an overall perspective, or identify new developments.  It should rarely involve heavy detail, but should offer the audience new or renewed information and understanding.  It does not require extensive persuasive efforts.

            Instructional —  When you want to teach others how to use something, such as a new procedure or a piece of hardware, use the instructional presentation.  There is usually more audience participation and involvement with this presentation format.  It generally involves extensive detail.  This is a persuasive presentation because you are convincing your audience to use a new technique or to adopt a new method of doing something.

 

            Oral report— oral reports bring the audience up to date on something with which they are already familiar.  These generally focus on facts, figures and other details and involve little persuasive efforts.

Relax and try to enjoy it!

 

 

Know Your Audience

 

After you have a statement of purpose and understand the type of presentation you will be giving, you must consider the particular audience you have in mind and how to mold your presentation to fit the specific characteristics of that audience.  The more time you devote to analyzing your audience beforehand, the less you will have to do “on the spot.”

 

Here are some ways you can acquire information in advance regarding your audience:

 

o  Ask the presentation host for information about the audience.  Find out general demographics such as age, sex, professional level, specific interests and needs.  Also ask what the group has responded well to in the past.  What presentation styles were well received?

 

            o  Talk to members of the audience.  If possible, arrive early enough to survey one or more members of the audience to find out what they expect and what they would like to hear.

 

            o  Talk to other speakers.  If you know other speakers who have spoken to the same group, ask them what worked and what they would do differently with the group.

 

Here are some questions you should always ask yourself to help you to analyze the needs of each particular audience you will address.

 

-Why should they listen to you?

-How does what you say affect them?

-What’s in it for them to listen to you?

-Why is it important for the audience to hear what you have to say?

 

ADAPTABILITY-Can You Connect With Others?

Connecting with People

 

How well you speak the other person’s language?  How well you get on that person’s wavelength?  There are some people, as professional as they are, as knowledgeable as they are, as helpful as they are, that simply just rub you the wrong way.  They’re just not your kind of people.

All of us are different, yet all of us are the same.

 

I remember when I moved from New York City to San Diego, I found a whole different world. I treated people in San Diego according to The Golden Rule – I treated them as I wanted to be treated – as a New Yorker wanted to be treated. I found out that the way people did business in San Diego wasn’t the way people did business in New York City. And even though I was doing things competently with knowledge and with ethics, it was my approach that turned people off. It wasn’t what I was asking them to do that prompted them to “dig in their heels.” It was how I was asking them.  I just came on too strong.  It wasn’t too strong in New York; it was too strong in San Diego.  Too fast-paced.  Just a whole different approach.  I had to get on their wavelength.

 

We all listen-make what you have to say worthy of that effort.

So, it’s important that you learn to vary your presentation, to vary your pace, to vary your language based on the type of people you’re speaking to.  I mean, if you’re calling on somebody who is a bottom-line, time-disciplined, fact-oriented, busy, results-oriented individual, are you going to go in, spend ten or fifteen minutes “chit-chatting” or socializing trying to get to know that person?  Obviously not!  If you’re calling on somebody who’s a very friendly, outgoing person who likes to talk about sports and likes to talk about family and likes to talk about just various things about business and wants to get to know somebody first and you walk in and bottom-line everything with little or no social talk, do you think that might irritate that person?  Definitely!  So, you have to size people up and get on their wavelength to create chemistry so that person will say, “Hey, you’re the type of person I want to do deal with on a long-term basis.”

 

This whole approach is called ‘adaptability” – your ability to change your approach, to change your strategy, depending on the situation or the person you’re dealing with. That’s how you really connect with people quicker, deeper and longer.

 

Winston Churchill – Communication Genius

Winston Churchill – Communication Genius

Winston Churchill was hugely accomplished as a statesman, an historian, and a writer. But when people think of Churchill, it’s his speeches that are remembered. It’s the sound of his voice. That voice is still unforgettable today, even in scratchy old recordings. Try to imagine how it must have sounded over the radio in 1940, when Churchill and Britain were all that stood between Hitler and victory in the Second World War.

 

Winston didn’t fit easily into the standard educational system. From the first, it was obvious he had tremendous talent — his power of memory was rather amazing. But he was very stubborn. He learned what he wanted to learn, and resisted anything else. He didn’t care about learning other languages, for example. He wanted to learn English.

 

By the time Churchill was only twenty-six years old, he was about to enter Parliament, where his voice would be heard for the first time — and once Churchill’s voice was heard, it could never be forgotten.

 

In our schools today, not much attention is paid to speaking skills. There really isn’t a focus on the ability to express yourself effectively in front of a group of people — or even one person. The strange thing is this was a fundamental element of education throughout the history of Western civilization.

 

As a professional speaker myself, it’s amazing to discover the detail and care that was given to the spoken word. The Greeks and Romans considered speaking — which they called rhetoric — to be a branch of philosophy. It was an art that demanded talent and practice, and it was also a science that be studied carefully and systematically. Churchill certainly knew these principles backwards and forwards — and in order to model Churchill’s communication genius, you should know them also.

 

There were basically four general categories of communication — and a genius was someone who could excel in all these areas. The categories were invention, arrangement, style, and memory. They’re still very applicable today, and they’re understood explicitly or intuitively by every communication genius.

 

Invention really means having something to say. You can’t be a great communicator if you don’t have anything to communicate. In order to discover your genius as a communicator, ask yourself where you are on this spectrum. Are you someone who feels the need to talk for talking’s own sake — whether or not your given the opportunity? Or do you back away from communicating even when everyone would benefit from your doing so? Try to be ruthlessly honest about this. It’s not easy, because we’re often amazingly unaware of our true nature as communicators. It’s also something that other people are usually uncomfortable discussing with you.

 

The second principal of speaking was arrangement — which today we would call organization. This is just the tactics and tools of communication. The organization of a good speech comprised six parts: the introduction; the statement of facts; the discussion of facts; the proof of facts; the refutation of possible objections; and the conclusion. The trick, of course, was to blend these parts seamlessly together so that the whole thing seemed effortless and intuitive. It’s amazing, though, how good speaking can be broken down into parts to be approached logically and scientifically.

 

After organization, the third principle of communication was style. Organization is about what you’re saying — style is about how you say it. Today, this is probably more important than any other element of spoken communication, but it’s crucial to develop a style that fits you and fits your audience. Churchill was obviously a master of style. In my opinion, he was really the last great communicator in the classical tradition. Before him, here may have been many people who spoke like Churchill, going all the way back to Greece and Rome. But I don’t believe anyone since Churchill has successfully attempted that style. Martin Luther King was certainly a great communicator, and he could move his listeners just as deeply as Churchill. But his style of speaking came from the tradition of African American preaching rather than classical oratory.

 

We can learn a lot from Churchill and King concerning organization and inspiration — but the style of communication that is most effective today has a different lineage. I would call it an informal style, although it may actually be very carefully thought out and planned. It’s a style that was mastered by Lincoln in his famous debates with Senator Stephen Douglas, by Mark Twain in the literally thousands of lectures that he gave during the final decades of his life — and most recently by Ronald Reagan, who wasn’t called “the Great Communicator” for nothing.

 

The fourth principle of speaking was memory. Until relatively recently, it would have been unthinkable for a communicator to read a speech, much less use a TelePrompTer to make it seem like he knew it by heart. Memory was equated with intelligence. Today we think a person who can do science or math is at the highest level of intellectual power, but in the past it was how much you had memorized. For a modern man, Churchill was surely very accomplished in this regard. For example, he probably knew much of Shakespeare by heart. But in the old days, it was taken for granted that an educated person knew the Bible nearly word for word.

 

I’m not suggesting that to be an effective communicator you need to be a memory expert. But it is important to convey complete familiarity with your subject. If this isn’t the case, you’re going to be dependent on outside help, and that’s an uncomfortable position for a communicator.

 

For success in any field, three important components are pretty much universally recognized — we can call them theory, talent, and practice. In communication, theory refers to the ideas we discussed a moment ago, such as organization, style, and familiarity with your topic. Talent seems to be very important today, because we tend to believe that we’re pretty much born with the limits we can reach in any field. But more than anything, it took practice. Churchill had been a public communicator since he entered Parliament in his early twenties. And this brings us back to a point that was so perfectly expressed by Edison: “Genius is one percent inspiration and 99 percent perspiration.” The more you do something, the more you work at it, the more you experience it, the better you’ll get at it — until before you know it, everybody will be calling you a communication genius!

What Are YOU Aiming For? Critical Reading.

Most People Aim At Nothing In Life… And Hit It With Amazing Accuracy
By Dr. Tony Alessandra
There’s an old saying: “Most people aim at nothing in life . . . and hit it with amazing accuracy.” It’s a sad commentary about people, but it’s true. It is the striving for and the attainment of goals that makes life meaningful. Lewis Carroll stated this point beautifully in Alice in Wonderland:

What Can You Do?

 

ALICE: Mr. Cat, which of these paths shall I take?
CHESHlRE CAT: Well, my dear, where do you want to go?
ALICE: I don’t suppose it really matters.
CHESHlRE CAT: Then, my dear, any path will do!

No matter what kind of traveling you’re doing, whether it’s through life or across the country by car, if you don’t know where you’re going, you’ll never know if you’ve arrived. Taking just any road will leave your fulfillment to chance. That’s not good enough.

People who have no goals feel emotionally, socially, spiritually, physically, and professionally unbalanced. This can only cause anxiety. People who have goals are respected by their peers; they are taken seriously. Making decisions that affect the direction of your life positively is a sign of strength. Goals create drive and positively affect your personality.

The 3-Percent Solution

Time magazine reported on a national survey several years ago that only 3 percent of those surveyed had written personal goals; 97 percent of the people had no goals at all or had only thought about them. They had not committed their goals to writing. Interestingly the 3 percent who had written goals were found to have accomplished much more than any of the 97 percent.

Stepping-stones to Greatness

Achievements come from awareness, which starts with evaluating your strengths and weaknesses in the light of your current situation. You then expand your beliefs (assumptions) to accept more goals for yourself. This leads you to set plans and expand your actions to eventually achieve your goals. The model for this process is:

AWARENESS > BELIEFS > GOALS > PLANS > ACTIONS > ACHIEVEMENTS

One step leads to another. After an achievement, you reevaluate yourself and find that each new feather in your cap makes you feel capable of accomplishing more and more. Your beliefs (assumptions) then expand, making more goals possible. The effect gains momentum and grows like a snowball rolling downhill. In this way, greatness is achieved through small steppingstones.

Rules Of Goal Setting

Most people, when asked, “What are your goals in life?” say something like, “To be happy, healthy, and have plenty of money.” On the surface this may seem fine. As goals leading to actions, however, they just don’t make it. They don’t have the key ingredients necessary to make them effective, workable goals.

Your goal must be personal. This means your goals must be uttered with sincerity. It must be something you want to do rather than something you think you should do. Know your reasons for having the goal. Whether you want to achieve something for status, money, or good health is secondary as long as you want it badly enough to work hard for it.

Your goal must be positive. Try not to think of green elephants! You can’t do it. It’s an automatic response to think of the thing you’re told not to think about. This is because the mind cannot not think of something when told to. We tend to focus on ideas and actions from a positive framework. When you think a negative thought such as, ” I will not smoke today,” your mind perceives it as “I will smoke today.” You end up thinking more about smoking than if you phrased it differently. “I will breathe only clean air today” is a statement that serves the same purpose and is more effective.

Your goal must be written. Writing a goal down causes effects that are a bit difficult to explain. It does, nonetheless, prove effective. Written goals take a jump in status from being nebulous thoughts (which you didn’t care enough about to bona fide entities on paper. Perhaps their being written serves as a visual reminder and thus continually reconfirms their importance. Another possibility is that they can be seen in the statement from the movie, “The Ten Commandments”: “So let it be written, so let it be done.” When things are “put in writing” they become official in our minds. A written goal strengthens our commitment to accomplish it.

Your goal must be specific. If you set your goal by saying “I will increase my sales next year,” chances are you won’t do it. You need to be specific to avoid the lack of commitment that comes with being vague. A more workable and motivating goal would be, “I will increase my sales next year by 10 to 15 percent. This revised statement has several advantages. It defines the increase that you are striving for as well as the range of the desired increase. Giving yourself some leeway is more realistic than expecting to hit your goal at exactly 15 percent.

Your goal must be a challenge. A goal must motivate you to work harder than you have in the past. It must move you forward. Set your goals just beyond your reach so that you’ll have to stretch a bit. The more you stretch, the more limber your goal achieving abilities will become.

Your goal must be realistic. Everything is relative to time and space. What is unrealistic today may be totally within reason five years from now. For years it was believed that the fastest a man could run a mile was in four minutes. It was unrealistic to aspire to running any faster until Dr. Roger Bannister broke the four-minute mile in 1954. Since then hundreds of runners have done the same. In any field, we never really know what the upper limits are. How, then, do we define realistic?

For our purposes, the best definition must come from you and your values. You must ask yourself, “What price am I willing to pay to accomplish this goal?” You should always weigh the payoffs and the sacrifices involved before coming to a conclusion. Realistic is ultimately your decision.

Working Toward Your Goals

Now that you know the rules for setting goals, you can apply them to the goals you set for yourself. Here’s an explanation of each of the areas you need to complete while Working Toward Your Goals…

Define your goal. Your first task is to determine whether your goal meets all the requirements of the rules listed above. If it does, then write it as clearly as possible at the top of the worksheet.

Examine obstacles that stand in your way. This is a time to guard against negative assumptions and other self-defeating thoughts. Remember the definition of realistic. An obstacle blocks you only if you let it. You should also write down your innovative ways of overcoming obstacles.

W.I.I.F.M.-What’s in it for me? Why do you want to achieve the goal? What kind of payoff is motivating you?

Plan your action. You need to carefully list the steps you will take which will bring you closer to your goal. The smaller the increments the easier they will be to accomplish. There is a German proverb that says, ” He who begins too much accomplishes little.” As the American Dental Association is fond of saying, “Don’t bite off more than you can chew.”

Project a target date for your goal. State your deadline range, such as, “between March 15 and April 1st.” Think carefully about the amount of time you need. Too little time will increase the pressure and frustrate you. Too much time may reduce your drive.

Know how you’ll measure your success. Goals should be described in terms of the final outcome of an activity rather than as the activity. This is part of being specific. Instead of saying “I will be running more in four to six months,” you could say “I’ll be running three miles instead of two miles in four to six months.” How will you measure this? Probably by having one-third more blisters on your feet.

VISUALIZING: WHAT YOU SEE IS WHAT YOU GET

Visualization is an indispensable tool in helping people attain their goals. Olympic athletes have proven that visualization is an effective substitute for real practice. In visualizing your goals, you will live your accomplishments in your mind’s eye. The more of the five senses you can involve in this exercise the greater your chances are of accomplishment.

Let’s say, for example, that you want to be the Salesperson of the Year in your company. You know that each year an awards banquet is given during which a plaque is presented to the year’s sales leader. You may choose to focus on this banquet for your visualization exercise. Here’s what you do:

Make yourself comfortable, close your eyes, and relax. Slowly and systematically go through all of the five senses. Imagine what you would be experiencing at the banquet.

Sight. Imagine what you would see there. You’d see other salespeople and their spouses. Imagine what they are wearing. You’d see tables decorated and waiters scurrying about. You’d see the bar and people standing around talking. Keep going for several minutes.
Sound. What would you hear? You’d hear the chatter of people. You would hear laughter, the tinkling of glasses, and music from a band, people talking. You would also continually hear people coming up to congratulate you. Imagine that.
Smell. Imagine all the smells you’d experience. Women’s perfume, food, alcohol, men’s cologne, the smell of polyester suits (not yours, of course).
Feel. What would your tactile sensations be? You’d feel people rubbing up against you in the crowded room. You’d feel others shaking your hand.
Taste. Taste in your mind the champagne you’ll be drinking. Taste the food you’ll be eating. Experience the sweet taste of success! In advance!

Most importantly, imagine the exhilaration you’ll feel when your name is called to receive the award! Take your time during this exercise and enjoy it. The more you can “visually” attend this banquet the more motivated you will become. (You might even learn something about the catering business!)

The Visualization File

To aid in your visualization exercise, you might want to start a visualization file. This is an envelope or file into which you put pictures, clippings, letters, and other reminders of what it will be like to succeed. Your file should also contain letters or awards that you have received in the past. Anything that makes you feel good about yourself can be included in the file. It can then be used as a source of motivation and inspiration, especially if you begin to feel a little down or demotivated. We all need to be reminded of our past accomplishments once in a while. Be your own best friend- remind yourself!

ROLE MODELS

Many people concentrate only on the goal they wish to attain. There’s more to the picture. Successful people in every field have certain character traits in common. These common traits do not occur by chance, they are an integral part of goal attainment. It is worth your time to analyze the constructive characteristics of people who are now where you’d like to be.

One effective method is to choose role models. These are people to look up to and emulate. Your choices can include people who are dead or living as long as you are familiar with their personalities and accomplishments.

Harry Truman knew the value of role models. When he was in the White House he reportedly went into the Lincoln bedroom, looked at the late president’s picture and asked, “What would Lincoln have done if he were in my situation?” The answers to this question gave Truman the insight and direction he was seeking. It worked because Truman felt Lincoln was a man worth emulating.

In choosing a role model, several things must be kept in mind:

1. Keep them off the pedestal. There is no doubt that you will choose people whom you see as being “above” you because of what they have accomplished. That’s good. What isn’t good is to put them on a pedestal, thereby making them larger than life. We are all human. We all have strengths and weaknesses. You must not lose this perspective on people. Putting them on pedestals only further separates you from them.
2. Isolate their strong points. You need to look at the person you wish to emulate and analyze the precise qualities he or she possesses which you need to acquire. Sit down and write out the characteristics that seem to encourage their success. Use concrete examples of their behaviors that you can adapt to our own situation. For example, if you admire a corporate executive, one of the many traits you might isolate is her policy of “early to bed, early to rise.” Write out approximately when she does each and why. You can then do the same and know the reason why you’re doing it.
3. Remain yourself. Quite often the tendency when admiring someone is to try to become his clone. People who seem to “have it all together” have done all the “work” for you. All you have to do is imitate them. This is a dangerous way to think because you are not working on your own personality.

In the final analysis, you are you. It is impossible to become exactly like someone else. And why should you want to? So remain yourself while you acquire new traits to help you achieve your goals.

Sometimes it is helpful to have a symbol or another person’s virtues. This symbol will actually remind you of that person and his or her qualities. It can take the form of a picture, a possession (e.g., your father’s pocket watch), or some abstract thing such as a rock. It will be useful as long as it makes the association in your mind.

MENTORS

A mentor is someone you admire under whom you can study. Throughout history the mentor-pro  relationship has proven quite fruitful. Socrates was one of the early mentors. Plato and Aristotle studied under him and later emerged as great philosophers in their own right. Mentors are worth cultivating if you can find one.

The same cautions hold true here as for any role model. It is better to adapt their philosophies to your life than to adopt them. Be suspicious of any mentor who seeks to make you dependent on him. It’s better to have him teach you how to fish than to have him catch the fish for you. That way you’ll never starve.

Under the right circumstances mentors make excellent role models. The one-to-one setting is highly conducive to learning as well as to friendship.

The THOUGHT DIET

The thought diet, developed by my friend and colleague Jim Cathcart, is a tool that you can use on a daily basis to help you become the person who will achieve your goals. It breaks down goals into daily actions that are bite-size and easy to do. By showing you the steps along the way, the thought diet will keep you from being overwhelmed by your lofty goals.

Thought Diet Action Plan

On your though diet card, write out the “minimum daily standards” which you will perform every day to move you closer to your goal. Be specific.

The following are some examples of minimum daily standards:

o Mental: I will spend 15 minutes every evening doing visualization exercises.
o Physical: I will do at least five push-ups and ten sit-ups every morning.
o Professional: I will read something related to my career for at least 15 minutes before going to bed.
o Financial: I will keep a complete record of every expense and financial transaction.
o Spiritual: Each day I will do a good deed to help someone less fortunate than I.
o Family: I will relax over dinner and enjoy a meaningful uninterrupted conversation with my family.
o Social: I will take time during my coffee breaks in the office to chat with co-workers.

Inspiration and Motivation

Read the thought diet card twice a day until everything becomes a habit. Once you’ve developed constructive habits, you can move on to new goals and behaviors. Fill out a new card and practice the new challenges every day until they become habits. In this way, you will painlessly move closer and closer to your goals.

The dividends reaped by investing in yourself are unlike any other found in the financial world. When you clarify your values and set goals in all the major areas of your life–mental, physical, family, social, spiritual, professional, and financial– the right roads appear in front of you like mirages in the desert, yet they are real. Choices become infinitely easier to make because you are aiming at something specific, and you’ve taken a giant step toward hitting your goals…with amazing accuracy.

 

Assessment Business Center Starts a Forum-Understanding People is the Key!

    A Forum is Now Ready for YOU

Tony posts on this blog site about many different subjects and now he wants to hear from you! He has now created a new forum where you can go to get the help you need for your business!

Go to www.assessmentforum.com and sign up to become a member. There are a variety of groups to join and you can ask the administrator to create a new one, if you have a new subject you would like discussed.

You can share you ideas, ask questions of Tony you always wanted to ask, get tips on what to do with your business concerns and through all this, you will gain a valuable understanding of people which will certainly aid in your future success!

Talking = Understanding = More Success for You!

Tony is ready to help you assess your business, your future and your current path to achieve your dreams. We will be waiting for you at the Forum!

See you at the Forum!

 

Customer Service Equals The Five Cs

The Five C’s of Effective Execution


The Five C’s of Effective Execution Pay a Key Role in Superior Customer Service. To have mastered these five measures means that you have mastered the way to superior Customer Service which will produce results for your company!

1. Commitment – Across the entire span of people who will be responsible to accomplish any portion of Customer Service Plan. Commitment starts with writing down the goal and the plans necessary to stay on the path to success. Each member of the team must agree on the goal and take ownership of their roles and responsibilities, and get it all in writing!

2. Communication – On a constant basis, communication processes are necessary in order to inform one another what has sales meetings, reporting processes, public charting, etc., and should be designed before the process of execution starts, so everyone knows how to quickly and effectively get the information they need. Communication with your customer, finding out what they want, what they need, is vital to the success of the sale.

3. Collaboration – Several heads are always better than one. Having a collaboration methodology in place that allows team members to make decisions, run meetings, understand responsibilities, etc. is critical to success. Share tips on Customer Service. Decision-making is one of the key differences makers in successful organizations and it makes sense to have a methodology for decision-making that is consistent, time-efficient, and leads to action.

4. Consistency – Having a predictable way of operating together.  People are more successful who have a clearly established set of behavioral guidelines, and making them consistent ensures constant forward motion. Good Customer Service needs a plan and the tools to stick with what works!

5. Constant Awareness (Knowledge) – Making decisions requires knowing exactly where we are with respect to where we said we would be. In today’s competitive world, this is becoming more and more critical to organizations that are trying to integrate a goal-oriented culture. Effective use of technology is how successful companies and teams are creating a real-time knowledge base that allows quick allocation of resources, course correction, and decision-making. Someone needs to be responsible for making a report on a weekly basis on what is working and what is not working in reaching the customer. Knowledge is power and is needed to be passed to each employee who deals with the customers. Superior Customer Service comes from knowledge, teamwork, consistency, communication and commitment!

Teamwork = Superior Customer Service