Ensuring a Close Match

Start by summarizing the client’s overt needs and move to those you need to infer.

When you begin the review, choose your words carefully; tell the client what you heard as opposed to what they said. The distinction is subtle, but avoids putting words in the client’s mouth. Some phrases to avoid are :

• “What you need is...”
• “You said that...”
• “X told us you wanted...”

Some better ways of phrasing are:

• “Here’s my understanding of what you said...”
• I may be reading too much into this, but it appears that...”
• “How I interpreted X’s statement was that you had a desire to...”

Start by summarizing the client’s overt needs and move to those you need to infer. Ask the client to confirm that your review is correct, and request that they prioritize their needs. Ask if you missed anything, if there’s anything they’d like to add, or if your understanding is flawed. You just might pick up another need along the way.

ACTION POINT: Make sure you have a clear understanding of your clients needs from their perspective

The Psychology of Listening

...the “greatest compliment one human being can pay another is to demonstrate that he was listening.”

Carl Rogers (1902-1987) was one of the world’s greatest psychologists and students of human communication. He famously said that the “greatest compliment one human being can pay another is to demonstrate that he was listening.”

When a sales professional takes the time to review with a customer his or her understanding of their needs, they are indeed paying a great compliment and differentiating themselves -- yet again -- from the competition, in an emphatic manner.

ACTION POINT: Differentiate yourself in an emphatic manner by listening intently.

Reviewing Needs

But before you start to present your solutions you should demonstrate a clear understanding of his or her situation.

The perfect way to complete the needs assessment and move into the presentation phase is to demonstrate to the customer that you have been listening, that you understand what they have been saying, and that you’re in tune with what they hope to accomplish.

Everything you have done up to this pint has been focused on learning the needs of your customer. But before you start to present your solutions you should demonstrate a clear understanding of his or her situation. If you review the needs well, you’ll demonstrate credibility, empathy, sensitivity, and trustworthiness--and many buyers will make their decision to buy at this point, even before you have presented your goods and services. Conversely, without thoroughly reviewing the needs, you risk misunderstanding your client and missing the mark with your recommendations.

ACTION POINT: If there are several people in the room check with each of them that your understanding of the needs matches theirs. Just because one person agrees with you it doesn’t mean they all do

Article 6.1.8 Be Generous in all you do

The way to get what you want, is to give others what they want.

Wrapped up in the concept of goodness is generosity. If you have wealth, any type of wealth-money, counseling, hope, time, efforts, energy, then release it. The way to get what you want, is to give others what they want.

It is possible to give away and become richer. It is also possible to hold on too tightly and lose everything. The liberal man shall be rich. By watering others he waters himself. (Proverbs 11:24-26)

ACTION POINT: Give of your time, talent and resources to help others.

Evaluating Results

The second part must be devoted to selecting the most exciting ideas and evaluating them diligently to develop solutions.

Brainstorming is a great way to spend the first half of a problem-solving session. The second part must be devoted to selecting the most exciting ideas and evaluating them diligently to develop solutions.

The evaluation process doesn't have to be complex, but it does have to be managed with care. Once an idea has been selected, the challenge becomes how to turn it into a solution.

One of the most common approaches suggests first identifying the appealing aspects of an idea and then listing concerns. Identifying the positives ensures that you have captured and preserved the parts of the idea that you want to save. Then address each concern, beginning with the most troubling, until the idea becomes acceptable. At this point, when the idea has been transformed into a solution, carefully summarize your conclusions and put together a specific action plan that includes the next steps to implement the results.

ACTION POINT: Winnow your brainstorming ideas down to a workable solution.

Encouraging Creative Solutions

When it is done right, the technique of brainstorming taps people's capacity for lateral thinking and free association and boosts creative output.

When you begin a brainstorming session, invite ideas, perspectives, recommendations, and insights. Encourage participants to be speculative and open--the meeting should be energetic, exciting, and fun. Resist any temptation to evaluate ideas as soon as they are put forward--anything goes. The opportunity to be innovative invariably yields richer results than if individuals feel constrained by rules and limitations.

When it is done right, the technique of brainstorming taps people's capacity for lateral thinking and free association and boosts creative output. The concept was conceived in the 1920's by Alex Osborn, partner in international advertising BBDO (he was the "O" in the company). Osborn summarized the technique in the statement "It is easier to tone down a wild idea than to think up a new one." Many precede their their brainstorming sessions with creativity or relaxation exercises to help participants move into a more creative

ACTION POINT: Let ideas flourish when brainstorming.

Setting the Scene

Why is the problem a problem?

Problem solving requires creativity--but that doesn't mean chaos. When you bring together a group to develop creative solutions, you need to give the meeting structure. Be sure to define the task, decide what approach you use and how much time is available, and establish who is chairing, facilitating, and keeping minutes of the meeting.

Next, the group should identify the problem and set it into a proper context of background information. Why is the problem a problem? Could it be turned into an opportunity? Has the problem been addressed before, and how? Who is responsible for results? Once the meeting has been staged and the problem defined, the group is ideally positioned to generate ideas through brainstorming.

ACTION POINT: Work with a group to develop creative solutions to problems.

Approaching a Problem

Don't over define a problem.

Bringing a problem-solving approach into your dealings with customers has clear benefits. But how do you put it into practice? Problem solving seems intangible and difficult, but following a structured process, such as the techniques of brainstorming, will bring focus to your interactions with customers and increase your chances of sales success.

Don't over define a problem. Usually, if people learn too much about a problem, they will become less willing to speculate and will find themselves putting on the same blinders that the problem owner already has.

ACTION POINT: Stay focused and use a process to approach solutions to problems.

Article 6. 1. 7 Greed destroys, Abandon it

The mind will act illogically and strategize against all wisdom.

A strong desire for excessive wealth, or material possessions is unwise. The mind will act illogically and strategize against all wisdom.

• The man who wants to do right will get a rich reward. But the man who wants to get rich quick will quickly fall. (Proverbs 28:20)

• Do not weary yourself to get rich; have the wisdom to show restraint. Cast but a glance at riches, and they are gone, for they will surely sprout wings and fly off to the sky like an eagle. (Provers 23:4-5)

ACTION POINT: Stay focused on doing what is right and restraining your unwise desires.

Making Notes

The distinction between “taking” and “making” notes is important because you are doing more than just recording the client’s words -- you are jotting down any connections you make, and capturing on paper the need, the concern, the issue, the opportunity

There are many ways to enhance your listening skis, of which one of the best known is active listening, a concept that has been around more than half a century and is explored in dozens of courses and books. A simple and arguably, more effective technique can be set out in just two words -- Make Notes. From the minute the customer starts talking, you should put pen to paper. The distinction between “taking” and “making” notes is important because you are doing more than just recording the client’s words -- you are jotting down any connections you make, and capturing on paper the need, the concern, the issue, the opportunity. Don’t analyze too much -- there will be plenty of time for reflection later.

The discipline of making notes has further benefits -- it stops you form trying to respond too early, and it ensures that you listen to the customer throughout the meeting -- it’s a fact that many people “save the best for last,” revealing their deepest needs toward the end of a conversation. If you present too early, chances are you’ll miss hearing vital information.

ACTION POINT: “Make” notes of your meetings with clients.

Keeping Tuned In

You should be listening at a high level all the time--collecting facts, information, and business-related concepts--but most of all, listening for needs.

As a salesperson, you are the eyes and ears of your organization; what you learn about your client in a sales meeting will make your company stand or fall. You should be listening at a high level all the time--collecting facts, information, and business-related concepts--but most of all, listening for needs. Of course, this is the ideal scenario, and in reality your ability to listen is jeopardized by many factors.

Instead of listening, you may start anticipating the next question, planning your response, or trying to understand what the customer meant. You may get distracted thinking about your route home or tomorrow’s meetings; and there are biological reasons why attentive listening is harder than it seems--we think much faster than we can talk. But whatever your reason for tuning out, you can be sure that when you do, you’re missing vital information.

ACTION POINT: Discipline yourself to listen to your customers at a high level all the time.

Listening to Your Client

Listening isn’t easy--studies reveal that we retain a tiny percentage of what we hear--but it’s a critical skill for any salesperson.

You can ask your client brilliantly incisive questions to determine their needs. But these are worth little if you don’t listen to their responses. Listening isn’t easy--studies reveal that we retain a tiny percentage of what we hear--but it’s a critical skill for any salesperson.

Always ask if it’s OK to take notes and show respect for confidentiality. Clients will rarely decline and will probably be flattered that you want to record what they say. Active listening is a structured form of listening that focuses attention on the speaker. A listener consciously attends fully to the speaker and then repeats in their own words what he or she thinks the speaker has said, often interpreting the speaker’s words in terms of feelings.

ACTON POINT: Listen actively to your customers responses to questions.

Questions to Investigate the Client’s Needs

ask a question and stop talking

Questions are the answers when it comes to discovering your clients needs. There is an art and science to asking good questions. Watch the great interviewers on television. They ask short questions and don’t give the person interviewed possible answers. They ask a question and stop talking; try the same technique.

Examples of questions that may be useful are:

Fact Finding

• What are your annual expenses for our products and services?
• Who are your current suppliers?
• How often do you purchase?
• Who makes the decisions?

Needs-Oriented

• What are your expectations of someone like me?
• What changes are you initiating to stay competitive?
• What are some of the biggest challenges you face today?
• How has your customer base changed?

Big Picture

• What is your vision for your company? department? Maintenance program?
• Where would you like your operation to be in 5 years?
• What obstacles could prevent that from happening?
• How do you see yourself leveraging your strengths in the long-term?
• How will you ensure that your benefit from the rapid changes in technology? the market? the economy?

ACTION POINT: Develop assertive questions that will help you understand the facts, needs and big picture view of your client.

Article 6.1. 6 Accept Wise Counsel and Discipline

For leaders and those in authority, a unwillingness to discipline will ruin the house.

I am quite sure that wise counsel and discipline are important to obtaining wisdom. In fact, abhorring a word of correction is the quality of fools.

• Get all the advice you can and be wise the rest of your life (Proverbs 19:20)
• If you refuse criticism you will end in the poverty and disgrace; if you accept criticism you are on the road to fame (Proverbs 13:8)

For leaders and those in authority, a unwillingness to discipline will ruin the house.

• If you refuse to discipline your son, it proves you don’t love him: for if you love him you will be prompt to punish him (Proverbs 13:4)
• Sometimes mere words are not enough - discipline is needed. For words may not be heeded. (Proverbs: 29:19)

ACTION POINT: Seek wise counsel and establish a habit of personal discipline.

Planning the Ask

Don't shy away from the tough questions

Most people are naturally suspicious of questions. When determining needs you should be as sensitive as possible during the process of questioning your client.

• Give a preamble: let the customer know that questions are coming, why you are asking, and how is in their interests to answer.
• Cluster questions into categories, focusing on strategy, finance, inventory, and so on, each with its own preamble.
• Be straightforward in your questions.
• Don't shy away from the tough questions.

ACTION POINT: Be careful of questions that begin with a "'why" --they can appear judgmental and put people on the defensive: it helps to introduce them with a preamble.

Learning about the Big Picture

They are necessarily thought-provoking, and will stay in customer's mind for a long time.

Big-picture questions position you to uncover needs that the customer does not necessarily know he or she has. They are strategic in nature, in essence asking the customer to think about things that they may not like to consider -- the future of the business, difficulties to be overcome, the the need to plan, contingencies, and long-term goals. Big picture questions require planning on your part because they can lead to uncomfortable -- albeit valuable-- discussions.

They are necessarily thought-provoking, and will stay in customer's mind for a long time. They elevate the conversation and will eventually result in your being perceived as an adviser or a consultant -- much more than a salesperson.

ACTION POINT: Consider questions that will stretch your customers thinking in their response.

Probing the Needs

Typically, these questions do not have "right" or "wrong" answers; they open up new areas of discussion, and will absolutely help differentiate your form your competition.

Needs-oriented questions get the customer talking and are far more open ended. They can be quite imaginative -- "if you could change one thing about the way you do business today, what would that be?'--or even provocative. Typically, these questions do not have "right" or "wrong" answers; they open up new areas of discussion, and will absolutely help differentiate your form your competition.

Responses from the customer will encompass everything from their objectives goals, hopes, expectations, and aspirations to their problems, concerns, worries, and fears As your relationship with the client evolves, you can ask progressively deeper questions that will help reinforce trust.

ACTION POINT: Use imaginative and provocative questions to uncover your customers needs.

Finding the Facts

These questions may seem obvious, but it's surprising how often they are overlooked.

To scope out an account or manage a relationship, you need some fundamental pieces or information about the client -- their customers, partners, suppliers; their company structure; number of employees; and so on.

These questions may seem obvious, but it's surprising how often they are overlooked. These are usually closed questions that can be answered "yes" or "no" or with a fact. Their job is to elicit information, so they tend not to be all that imaginative (virtually everybody asks them), but can be surprisingly provocative (for example, " Who makes the decisions here?"). They are essential, but they won't do a whole lot to differentiate you from your competition.

ACTION POINT: Don't overlook finding out the basic information about your client.

6.1.5 Willingness to Fail

We must have a willingness to fail or we might not ever start.


Failure is an important ingredient of success. We must have a willingness to fail or we might not ever start. In all challenges opportunity and risk are combined. We must also learn from our failures because many times they can be valuable stepping stones toward our goals. Ho is right learned, but from what is wrong?

A mental attitude that defines success in terms of activity rater than outcome allows us to freely experience the challenges ahead. We then acquire peace, a deep sense of comfort and reassurance, for having been a full participant in the race set before us.

ACTION POINT: "If you want to find favor with both God and man, and a reputation for good judgement and common sense, then trust in the Lord completely; don't ever trust yourself. In everything you do, put God first, and He will direct you and crown your efforts with success.

Questions for Needs

Comfortable customers invariably reveal more -- and more useful -- information.


Of all the skills demanded of a successful salesperson, questioning remains the most important. This is simply because you can't hope to understand a customer's needs without asking questions in a thoughtful, credible, and sensitive way.

When you question a customer at a sales meeting, you need to keep the session light -- think of it as an open discussion rather than an interrogation. Comfortable customers invariably reveal more -- and more useful -- information.

The questions you ask to determine needs fall into three broad categories -- fact-finding questions, needs-oriented questions, and big-picture questions. There are no hard and fast rules about the types of question to ask your customer, but experience suggest that a ratio of around five fact-finding questions, to three needs oriented questions, and one big-picture question is comfortable for the client and achievable for you.

ACTION POINT: Skillfully ask questions to discover your customers needs.

Guiding the Meeting

...you are there to solve their problems...

Old-style salespeople were loath to lose control of a meeting and so did all the talking and tried to force the customer on to their agenda. you can see now that this isn't consistent with a problem-solving approach to selling.

Instead, you should acknowledge that the meeting belongs to the customer -- you are there to solve their problems, after all. Your role is more as facilitator, to ensure that the meeting runs smoothly. Once you begin addressing issues on the agenda, ensure that the meeting stays focused on the stated purpose's. Try to draw out ideas from all participants, then move the meeting toward an action plan and schedule the follow-up.

ACTION POINT: Stay focused on the purpose of the sales call.

Setting the Agenda

Customers resent people who overstay their welcome.

Ensure that everyone is clear about the objectives of the meeting. Even through this is a sales call, it requires a clear agenda, distributed in advance, and takes into account your needs and your client's (remember, it is their meeting).

Give each person the opportunity to express their interest in the meeting and what they would like to get out of it. This is crucial: you may not realize the status or position of a participant in your meeting, and run the risk of missing out on a huge opportunity.

Finally, confirm the time available for the meeting, and stick to it. Customers resent people who overstay their welcome.

ACTION POINT: Have an agenda for every meeting with a customer.