Managing a Joint Meeting

...it is important that every member of your team makes a contribution, so call on you colleagues when their expertise is needed, and explain why.

In a joint sales meeting, it is even more important that you act as the facilitator, managing the process and trying to ensure that both your objectives and your customer's are fulfilled. Get the meeting off to a positive start by inviting introductions: make sure that everyone knows who everyone else is and that all are clear about what each party hopes accomplish.

During the meeting, it is important that every member of your team makes a contribution, so call on you colleagues when their expertise is needed, and explain why. "I would like John to answer that question since it falls within his area of expertise."

ACTION POINT: When making joint sales calls manage the process.

Being Prepared

First, anyone you bring with you to the meeting needs to have a full understanding of its objective.

Preparation is the key to effective joint sales meetings. First, anyone you bring with you to the meeting needs to have a full understanding of its objective. At the very least, they need to know who the customer is, what they do, where you are in the relationship, and what you hope to accomplish.

Equally importantly, your colleagues need to be clear about what their role in the meeting will be, or you run the risk that they will be unprepared. Are they there to ask questions, make recommendations, help deal with objections, or to show support and interest.

ACTION POINT: Prepare anyone you bring on a joint sales call before the meeting.

Selling with Others

...joint sales meetings need to be managed carefully if they are to live up to their potential.

Bringing a colleague with you -- whether it's your manager, a subject expert, another member of the team, or the new salesperson who just joined the company--can potentially make your sales meeting much more effective. However, joint sales meetings need to be managed carefully if they are to live up to their potential.

When you introduce your colleagues on a joint call, emphasize why it is important that they have been able to come along. For example, "I'm delighted Susan could join us -- she has been working on these kinds of problems for 15 years.

ACTION POINT: Use joint calls when they will enhance the sales meeting.

Article 6.1.9 Don’t have a Boastful Attitude

A mans actions speak much louder than his words. Don’t tell me show me.

• Like clouds and wind without rain is a man who boasts of gifts' he does not give (Proverbs 25:14)
• There is one thing worse than a fool, and that is a man who is conceited. (Proverbs 26:12)
• Don’t brag about your pans for tomorrow - wait and see what happens. (Proverbs 27:1).

ACTION POINT: Let your work speak for itself.

Timing the Review

Concluding a meeting by reviewing needs ends it on a positive note and sets the stage for the next meeting when you will present.

The best time to review needs is either at the end of a needs-determination meeting or at the beginning of a meeting in which you are presenting (especially if new people are present, or a lot of time has passed since the last meeting).

Concluding a meeting by reviewing needs ends it on a positive note and sets the stage for the next meeting when you will present. If you have done everything right, the client will already have a strong inclination to buy from you.

ACTION POINT: Build moment for the client to buy.