This is the second article in a series of six for companies that wish to implement an effective and positive form of communication into their organization and to enhance employee training for sales and meeting situations.
When you hand on knowledge to another person, you usually find yourself in some sort of negotiation, a situation where you try to convince somebody, that what you are saying is the right path to follow. It’s about creating trust between you and the customers when you and your employees are presenting your stuff.
If the one you are having the conversation with is a colleague in a meeting, and they already know you, they usually don’t have their guards up as much as strangers do. It is more likely to be the case if you are phoner who rings up strangers; they can often be rejecting and negative, to begin with.
Share the knowledge internally
As a company, you have everything to win by preparing your new colleagues for what they might meet when interacting with potential clients, customers, and co-workers.
If your new recruits aren’t aware of the counter questions, they might get during a conversation, it is harder for them to do any appropriate objection handling in the given situation. Thus, the potential customer is lost, already before they get to the real conversation. Therefore you have to share your knowledge about the customers internally.
Playbook
The company as a whole can have a hard time doing objection handling if each individual in the group doesn’t work through the same patterns. If you show them the pitch before kick-off, there is a chance, they get on the right field and scores for your team.
It’s the company, that has all the experience, with what kind of customers you are dealing with, and that knowledge has to be shared with new employees before they find themselves in an unfamiliar situation. The company should write down what kind of questions to expect, and also what kind of answers should be given for each so that the new colleague don’t lose confidence the first time they meet resistance.
There are many different types of objections given the many different types of companies and customers. Each company knows their customers the best, and the password for every new colleague should be training. This training should be facilitated by the company, before the new employees try out the stuff on customers and then keep training it once in awhile, to maintain what they have learned and don’t go off inventing their own methods.
Whether you choose to make a playbook for objections offline or online with either Pitcherific1, Google Docs etc., is all up to you. But do yourself and your new colleagues a favor and have a talk about what you do about handling questions and objections from customers. Plenty of knowledge about customers lie dormant inside every organization at the management level but do you spread your wisdom in an effective way to the man on the floor… that’s the question.
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