Effective First Impressions
The critical first step in the customer service process is meeting and greeting the customer. The vital first moments with the customer set the tone for the entire interaction. By energetically and professionally welcoming your customer, you make successful customer interactions not only possible, but probable. Customers want to be recognized, appreciated, and treated with courtesy and understanding. In order for this to happen, you have to be at your best in the meet and greet stage of the sales process. What do your customers want?

Each customer is different, as you see every day in customer service. Certain basic principles apply to nearly all customers, and you can be safe in assuming that most customers are looking for the following in their interactions with you.

To be treated with courtesy:

Even rude people dislike being treated rudely. Common courtesies go a long way towards expressing respect to your customers. Good manners, like saying “please” and “thank you,” listening attentively, and expressing understanding, are courtesies that nearly everyone appreciates.

To be heard:

Every customer has a unique situation, issue, and desired resolution. Even though their circumstances may seem to you to be nearly identical to large numbers of other customers, they typically still want to talk through their issues, and your role is to listen.
To spend as little time as possible getting what they want:
Customers are on the move today, and you are just one stop on their list of errands. While there are exceptions to this preference, you can assume that the faster you address the customer’s issues, the happier they will be.

To be satisfied with their transaction:

This means a satisfactory end result and a hassle-free encounter with a customer service professional. Your primary goal in serving the customer is to leave them feeling positive about your organization.

To deal with someone who is knowledgeable:

Customers come to you for your expertise, advice, and experience, as well as for the products and services that you provide. They expect you to be able to answer their questions or know where to find answers.

To deal with a decision maker:

This is not always possible, but it makes the customer’s life easier if they only have to deal with one person. Customers don’t want to have to repeat their requests over and over as they are referred to other people for decisions.

To be appreciated and not taken for granted:

Customers have a wide range of options. You should never take for granted their willingness to do business with your organization. It takes little time to express your appreciation for their business, and it sends a positive, reinforcing message to the customer.

In which of these areas have you been successful?
In which areas could you improve? How?
What ways have you found to create an effective first impression?

To learn more ways to impress others and for more information on our upcoming courses and seminars on Skills for Success, visit our website!

Creating Loyal Customers

One of the most important lessons learned by companies early in the 21st century is that to continue to grow and thrive, the customer needs to come first. It sounds simple, but successful organizations recognize that customer satisfaction stems from a series of interconnected events and customer loyalty drives profitability and growth. This complete experience can cause a customer to become a champion for your organization. Good service results when the provider exceeds the customer’s expectations. Quality service is one of those concepts that is easy to talk about but difficult to deliver. Delivering quality service requires tremendous energy, skill and determination.

What’s new in customer service? Automated phone menus with the multiple voice prompts, listening to endless choices and starting over if we miss our cue, and service calls placed half way around the world which can create unique communication difficulties.

We’ve all experienced the frustration. Imagine your customer having that same experience trying to get service from your organization. According to experts, more than 50% of customers will discontinue doing business with a company not because of price or quality, but because of negative experiences in dealing with the human side of doing business.

Today’s customer is more educated, better prepared, and has more alternatives than ever before. In this regard, research indicates that merely satisfying customers is not enough. In order to turn customers into fans who will not only remain loyal to your product or service, but will spread the good word, you need to exceed expectations and provide exceptional customer service.

Challenges to achieving high levels of customer focus and loyalty generally fall under one or more of the following areas:

P Process: How the company or organization operates on a daily basis. This includes how the company communicates and aligns the features and value of the product or service with customer expectations.
R Roles: Who does what in the company or organization? This includes agreement on tasks and responsibilities and holding people accountable to these.
I Interpersonal Issues: How customer service personnel get along with each other and with other departments. This includes such things as attitude, teamwork and loyalty.
D Direction: How the company defines and communicates the overall and departmental vision and mission.
E External Pressures: The resources available to the customer service department, such as time and money. These may or may not be out of our control.

Keys to creating top-notch customer service are: BE SURE!

B Broad product knowledge
E Extreme desire to help

S Sincere interest in customer situation
U Understanding of customer expectations
R Respect for customer point of view
E Empowered with authority to provide

What ways have you found ensure customer loyalty? Let us know!

To learn more about our upcoming courses and seminars on Skills for Sucess and the Sales Advantage, visit our website.

Presenting to Gain Input

One of the most common and critical types of business presentations is the presentation to gain input. Rather than being a one-way delivery of information, this presentation seeks involvement from the participants and relies on getting productive outcomes to move processes forward. By its nature, this type of presentation requires flexibility on the part of the presenter, and a willingness to allow the process to unfold without dominating the discussion with our own opinions. In planning a presentation to gain input, carefully consider the people who will attend the meeting. Who is my audience?
Knowledge of the topic
To gain input, you typically include participants with a thorough knowledge of the topic. Sometimes, however, you want an audience that has little or no experience with the topic, as in focus groups or market research.
Previous experience with the topic
Does your audience include individuals who have had a range of experience with the topic? How have they reacted, positively or negatively? What specific examples do you know?
Level of preparation required for the meeting
If you are looking for informed input, you may need to ask your participants to do pre-work for the meeting. Consider what they may need to bring with them to the presentation in the way of documentation, homework, research, or planning.
Individual bias concerning the topic
Are you aware of bias for or against your topic? Does this audience include individuals who either champion this topic or who are antagonistic toward some aspect of it?
Attitudes of open-mindedness and cooperation
Review the individuals participating in the presentation. Do they include people who are open about exchanging their ideas and opinions? Are there participants who are reluctant to speak up? Will this audience cooperate with your agenda and purpose?
Degree of detail preferred by participants
Some audiences want only the basics about the topic under discussion. Others need more details before they are willing to express themselves. Consider preparing levels of detail from broad to specific that you can bring into the discussion as needed.
Supporting evidence needed to present the topic
Present basic evidence in the body of your presentation. Be prepared to reveal additional evidence in response to questions and requests for clarification.
What's your favorite way to gain imput from your audience? Let us know!
For some quick tips on engaging with IT professionals click here
To learn more about out upcoming Hight Impact Presentations Program visit our website

Seven Principles for Effective Influence

Of the many principles in Dale Carnegie’s book, How to Win Friends and Influence People, here are some simple, yet highly effective pointers for leaders who want to build relationships and influence people in global business:


Principle One
• “Remember that a person’s name is to that person the sweetest and most important sound in any language.” Learn how to pronounce people’s names accurately and remember their names, regardless of language difficulties. For example, address them by their real name, not an anglicized nickname. It builds immediate rapport, which is the prerequisite for influence.


Principle Two
• “Make the other person feel important—and do it sincerely.” Learn certain phrases in the foreign language, such as hello, goodbye, please, thank you, would you be so kind as to …, won’t you please, would you mind.


Principle Three
• “The only way to get the best of an argument is to avoid it.” Particularly in cultures where saving face is paramount, losing an argument can destroy rapport with the “winner.” “You can’t win an argument,” writes Mr. Carnegie. “You can’t because if you lose it, you lose it; and if you win it, you lose it.” Why? Because the loser will now feel inferior and will resent any further attempts at influence. Regardless of culture, arguments are also futile because “Nine times out of 10, an argument ends with each of the contestants more firmly convinced than ever that he is absolutely right.”…”You may be right, dead right, as you speed along in your argument; but as far as changing another’s mind is concerned, you will probably be just as futile as if you were wrong.”


Principle Four
• “Begin in a friendly way” is a timeless principle applicable to any culture, as demonstrated by Aesop, who in one of his immortal fables wrote how the sun can make you take off your coat more quickly than the wind. “Kindliness, the friendly approach and appreciation can make people change their minds more readily than all the bluster and storming in the world,” writes Dale Carnegie.


Principle Five
• “Let the other person feel that the idea is his or hers.” Again, this is a timeless, international principle, as demonstrated by the writings of Chinese sage Laotse, 25 centuries ago: “The reason why rivers and seas receive the homage of a hundred mountain streams is that they keep below them. Thus they are able to reign over all the mountain streams.”


Principle Six
• “Ask questions instead of giving direct orders.” Asking questions makes requests more palatable, stimulates the creativity of people, gives them a feeling of importance, and saves their pride. Say things such as, “Do you think this would work?” or “You might consider this.”


Principle Seven
• “Make the other person happy about doing the thing you suggest.” Here are six specific steps recommended by Dale Carnegie:


1. Be sincere; concentrate on the benefits to the other person.
2. Know exactly what it is you want the other person to do.
3. Be empathetic. Ask yourself what it is the other person really wants.
4. Consider the benefits that person will receive from doing what you suggest.
5. Match those benefits to the other person’s wants.
6. When you make your request, put it in a form that will convey to the other person the idea that he personally will benefit.


A leader who is seen as proficient at hearing everyone, creating team synergy, and guiding teams toward the best outcomes is highly respected in an international environment. By earning respect in this way and by being inclusive and using good influence skills, a leader will be heard and followed.


Class Schedule:
July 12 Delegation Webinar (call 877-779-DALE for details)
July 13 How to Cold Call and Build New Customers Webinar (call 877-779-DALE for details)
July 15 Skills for Success Part II Appleton
July 19 Creating and Achieving Breakthrough Goals Webinar (call 877-779-DALE for details)
July 21 Managing Workplace Stress Webinar (call 877-779-DALE for details)
July 28 High Impact Presentations Green Bay


August 1 Cold Calling Seminar Appleton
August 2 Skills for Success Kenosha
August 4 Skills for Success Appleton
August 4 Creating and Achieving Breakthrough Goals Webinar (call 877-779-DALE for details)
August 11 Attracting the Best Talent Webinar (call 877-779-DALE for details)
August 18 Managing Workplace Stress Webinar (call 877-779-DALE for details)
August 25 Managing Conflict in the Workplace Webinar (call 877-779-DALE for details)
August 30 How to Cold Call and Build New Customers Webinar (call 877-779-DALE for details)
August 30 Skills for Success Oshkosh
August 31 Delegation Webinar (call 877-779-DALE for details)

Achieving Customer Commitment

The sales process is a series of incremental commitments that start with the initial meeting with a customer. If we see commitment as something that only happens at the end of the sales process, we may not have a full understanding of what it means to gain commitment in our customer relationships.

Achieving Customer Commitment

Most salespeople have had this experience: you convinced a customer that your solution would logically exceed their expectations, but that individual was still not motivated to make a decision! Especially in today's uncertain market, many companies are delaying their purchase decisions even further. You can help your customer move forward with the decision.
Use a Value Summary to summarize the value of your solution, create a sense of urgency, and overcome customer procrastination. How do you create a Value Summary?
When customers procrastinate their purchase decisions, even after you have successfully resolved all objections, use a Value Summary to restate the value of your solution, create a sense of urgency, and overcome delayed decisions.
Building a Value Summary

Remind yourself of what your buyers want (primary interest) and why they want it (dominant buying motive), then do these three things:

1. Remind your buyers that they are currently missing out on the benefit your solution can provide and get their agreement. Describe how your solution appeals to their dominant buying motive.

2. Remind your buyers that your solution will satisfy that need.

3. Paint a "word picture" of your buyers using your solution, enjoying it, and benefiting from it.

Guidelines for Value Summaries

• Be clear and concise

• Describe in the present tense

• Link your solution directly to the buyer's dominant buying motive

• Be believable and realistic

• Show examples of the buyer benefiting from your solution

• Appeal to the buyer's senses - sight, sound, touch, taste, and smell

Asking for Commitment

After you have presented your Value Summary, be ready to ask for a commitment - the "close." Consider the following methods:
Direction Question:

Often the best way to gain a buyer's commitment is to ask for it. Ask a direct question that calls for a decision.

"Are you ready to go ahead with this decision?"

Alternate Choice Method:

Ask the buyer to select one of two options.

"Would you like the K80 with the standard stock, or would you prefer to choose from our specialty line?"

Minor Point Method:

Ask the buyer to make a minor decision that indicates that the larger buying decision has already been made.
"In whose name should this title be drawn?"
Next Step Method:

Assume that the buyer has already committed and look ahead to the next step.

"When would you like for me to schedule the installation?"

Opportunity Method:

Present the buyer with a brief window of opportunity when options are available. This can be an effective method to use with a buyer who is ready to buy, but who is procrastinating the final decision.

"You know that our prices increase on September 1st. I know that you'd want to take advantage of these lower prices now, right?"

Weighing Method:

If the buyer still has second thoughts about making the purchase, show him or her how the return on investment outweighs the cost.

"Let's do what many people do when making a major decision. Let's weigh the ideas causing you to hesitate and the value you'll realize from going ahead."

How many of you have been successful using the above tools?  Post a comment below to share with others.

Avoiding the Tyranny of the Urgent

"Fail to plan, plan to fail." How much of your day do you spend reacting instead of acting? Selling and leading your sales team with a plan improves your ability to achieve expected results. You are responsible for having processes in place that produce repeatable economic results.

You can classify all your daily tasks into 4 categories:

• Important and Urgent-crisis of the day
• Important but Not Urgent-critical to long-term success
• Not Important but Urgent-important for someone else
• Not Important and Not Urgent-trivial distractions

How would the results of your day change if you spent more of your time tending to projects that were classified as Important but Not Urgent?
Review your daily tasks and group them into the following quadrants:

If you spent more time in quadrant 2, wouldn't you be able to produce some true, long-term results for your sales organization? You need to commit to establishing priorities and enhancing productivity. Specify activities you will stop doing to increase your productivity and actions you will take to gain better results. Have a clear vision of your expected results

How to Prioritize

1. Prepare a to-do list.
2. Include quadrant 2 activities.
3. Arrange the list in order of importance to you, both personall and professionally. Take into consideration how certain items on your list might affect others (for example, someone might need someone from you in order to do his or her job. If so, you can't neglect that responsibility).
4. Develop deadlines for each item. Create deadlines for quadrant 2 activities.
5. Examine the consequences for failing to accomplish a certain task by the deadline.
6. Identify the rewards of completing the task on time.

What tricks have you developed to help prioritize your time? Post your answers here so we can all have more tools to use!

The Dale Carnegie Course provides us with tools to help us more effeciently manage our time.

Succeeding and Thriving Through Organizational Change

One of the challenging results of organizational change is that it can leave you feeling fatigued. All of your efforts are focused on new tasks, responsibilities, and relationships. Because of this, you need to look for strategies to maintain and even increase your personal energy during times of change.

• Create a Vision: Nothing is more personally motivating than creating a compelling vision. Visualize yourself succeeding as a result of the change. Imagine the benefits of growing as a result of the change -- creating new opportunities, building a more exciting and dynamic future, and opening up new opportunities for success.
• List Opportunities: What are the opportunities presented by the change? Make a list of all the ways that you can grow, add new skills, meet influential people, and add valuable experience to your resumes.
• Create Networks: It's difficult to create energy in a vacuum. Most people need the stimulation of other individuals and their ideas, input, feedback, and support. Times of change offer an opportunity to add to the network of people who understand you, believe in you, and are willing to help you move forward.
• Build Bridges: Organizational change normally involves the establishment of new relationships. Sometimes you resist these new relationships, especially if it involves a new supervisor or a perceived loss of your authority. Instead of retreating from the new relationship, draw energy from it by embracing it and building bridges between yourself and people you encounter. Meeting new people is usually highly energizing because it gives you the opportunity to find commonalities in your values and goals and in the creativity of collaboration.

How have you handled changes within your orgainzation? Let us know so we all have more tools to use as our organizations continue to change.

The Dale Carnegie Course provides us with tools to help us more gracefully and graciously handle the organizational changes that continue to happen.