Skill

15 Personal Skills You Need on the Job

2009-01-20T06:15:00.000-08:00

Employers are looking for workers who have that special something: the skills, tendencies and attributes that help to keep productivity—and
profits—up.
What are they? Businesses are looking for employees with strong "personal" skills, according to ACT research. Keep these in mind, because employers
certainly are.

Carefulness: Do you have a tendency to think and plan carefully before acting? This helps with reducing the chance for costly errors, as well as keeping a steady workflow going.
Cooperation: Willingness to engage in interpersonal work situations is very important in the workplace.
Creativity: You've heard of "thinking outside the box"? Employers want innovative people who bring a fresh perspective.
Discipline: This includes the ability to keep on task and complete projects without becoming distracted or bored.
Drive: Businesses want employees who have high aspiration levels and work hard to achieve goals.
Good attitude: This has been shown to predict counterproductive work behaviors, job performance and theft.
Goodwill: This is a tendency to believe others are well-intentioned.
Influence: Groups need strong leaders to guide the way. Influence includes a tendency to positively impact social situations by speaking your mind and becoming a group leader.
Optimism: A positive attitude goes a long way toward productivity.
Order: "Where did I put that?" A tendency to be well organized helps employees to work without major distractions or "roadblocks."
Safe work behaviors: Employers want people who avoid work-related accidents and unnecessary risk-taking in a work environment.
Savvy: This isn't just about job knowledge, but knowledge of coworkers and the working environment. It includes a tendency to read other people's motives from observed behavior and use this information to guide one's thinking and action.
Sociability: How much you enjoy interacting with coworkers affects how well you work with them.
Stability: This means a tendency to maintain composure and rationality in stressful work situations.
Vigor: This is a tendency to keep a rapid tempo and keep busy.

Article provided courtesy of ACT, an independent, nonprofit organization that provides assessment, research, information and program management services in education and workforce development. For more information on how to assess and build upon these and other "personal" skill areas—as well as "foundational" skills such as math,
reading and writing—go to www.act.org/workkeys.

Sales Management Speaks Out on Sales Focus Strategy

2009-01-19T06:58:00.000-08:00

Since this is a relatively new issue, most sales managers have not been trained how to help their team regain their focus to drive productivity (a.k.a. sales). Industry experts have weighed in on this issue. If they were talking to a sales manager about how to focus their sales team and drive productivity, they suggest…

"In tough times, sellers must be at the top of their game. As a sales manager, your job is to infuse your team with fresh thinking - to make sure they have the knowledge and skills to deal with today's challenges. Start a "book of the month" club. Register for webinars or teleseminars put on by sales experts. Encourage sign up for sales e-newsletters. Lead weekly "how we won" sessions. For maximum impact, start now!"

— Jill Konrath, Sales Strategist … author, "Selling to Big Companies"

"Sales managers must help salespeople to maintain clarity, calm their nerves, help them function, keep them positive, get them motivated, challenge them to perform, urge them to fill their pipelines and hold them accountable to all of that. And talking the talk isn’t quite enough. When conducting pre-call strategizing, coaching must include how the account or call plan will be executed—with role play—so that sales managers are certain their salespeople truly have the ability to get it done. Your pipelines may have been thrown into a holding pattern. Orders haven't canceled or been lost to competitors; they are simply delayed. The sooner that everyone gets over their initial reaction to the recession and gets back to just doing business, the sooner that money will loosen up and start changing hands again."

— Dave Kurlan, Sales Development Expert, and author of "Baseline Selling"

"To get the malaise out of your sales team give them permission to press the "off button" and shut out the negative media. Protect sellers' natural optimism—have contests for the best joke of the day, buy coffee for the winner. Equip them with the winning words—role-play the very words decision-makers long/need/want to hear: which are how your product increases revenues; decreases expenses; mitigates risk."

— Leslie Buterin, founder ColdCallingNetNews.com

"We read and hear the doom and gloom every day about this economy. Well, I believe we need to start managing our attitudes and mindsets, as well as our sales efforts. It is time to look at all the challenges, issues and problems as OPPORTUNITIES wearing disguises. Strip off the disguises, identify the opportunity and deliver a solution. Be positive, persistent, proactive and patient in this time of change."

— J. Glenn Ebersole, "Your Strategic Thinking Business Coach"

"Here's my best piece of advice to those leading sales teams today: Do all you can to continually boost your staff’s confidence—confidence in themselves, confidence in their product, and confidence in the problems your product solves for your customers. Suggestions on how to do that: Remind them of successful case studies often. Feed them creative ways to confidently answer your top objections. Work with them one-on-one to develop their own individual style, so they sound and act naturally confident. Today's customers have NO margin for error in choosing their suppliers; do all you can to help your staff be the ones that others can trust to make them look good!"

— Bill Guertin, CEO, The 800-Pound Gorilla and author of "Reality Sells: How To Keep Customers Coming Back Again and Again by Marketing Your Genuine Story"

"Many sales teams are not only going through a big wake up call on the economic front, but are going through an earth moving generational shift…from Baby Boomers and Generation X running the show to men and women under the age of 30 making critical business decisions for our organizations. At the end of the day, they want to know "How are my ideas being incorporated and actually applied to our sales processes to make us better at what we do?"

— Bea Fields, Leadership and Generation Y Consultant and co-author of the book "Millennial Leaders: Success Stories From Today's Most Brilliant Generation Y Leaders"

"To create momentum, keep your sales team focused on what they need to do today, or this week, by implementing a 20 point system. On this system, they earn points for doing the right types of sales activities: conversations, appointments booked, face-to-face meetings, referrals, closed files and closed business. The focus on the right kind of activities with targeted prospects will result in creating the desired energy."

— Danita Bye, President of Sales Growth Specialists

"Sales managers should hold a meeting with their sales teams with a focus on creating two lists: one containing the things the salespeople CAN'T control, and one containing the things they CAN control. Managers should then encourage their salespeople to focus 100% of their attention on the things they CAN control. Nothing blows away feelings of helplessness like having an action plan and TAKING DAILY ACTION against that plan."

— Alan Rigg, Sales Performance Expert, and author of "How to Beat the 80/20 Rule in Sales Team Performance"

"Downturn leadership requires laser-like focus. Focus to reinforce customer service, existing customer relationships, and presence in the marketplaces. This results in improved perception of market position and stronger, more profitable customer relationships (again, what every sales leader wants more of). Focus on the "vital few"—the 20% of customers, product lines, industries that has the greatest impact. Do not only rely on your instincts to identify your vital few—use data to determine the truth about your sales and customers."

— Lee J. Colan, Ph.D., author of "Sticking to It: The Art of Adherence"

"During this time of stress, management needs to attend to the emotional needs of their sales professionals. Part of that attention is to help them understand what they can change and what is beyond their abilities to change. For example they can change their attitude in how they approach each day, keeping a positive focus and working to produce results. What they can't change is how the market will fluctuate on an hour by hour basis."

— Gregory Stebbins, Ed.D., internationally recognized Sales Psychologist

"Sales managers need to roll up their sleeves and join the team. The worst thing to do in this situation is to add pressure from above with no active participation in the solution. The sales teams I’ve coached tell me that because I'm in the trenches with them, they are more motivated—even in tough times. Your sales team needs to know you are in it with them. Together you will conquer!"

— Shannon Kavanaugh, president of Go-To-Market Strategies

"There has never been a more critical time for sales leaders to work overtime to ensure that their teams remain focused and fully motivated: Attitude is, after all, that small thing that makes such a big difference. Strong leadership from the front, and by example, is the only way to reverse the downward spiral that comes with self-limiting beliefs and fears."

— Jonathan Farrington, Chairman of The Sales Corporation

"In order to re-energize your team you need to help them become more successful. The fastest way you can do that is by establishing a killer sales strategy that focuses on a moderate amount of ideal clients. An effective strategy positions you as the industry expert, educates the client/prospect on how to run their business better, sets the buying criteria and establishes doing business with you as a forgone conclusion. Your sales people will be fired up because they are closing lots of business, making good money and loving life!"

— Andy Miller, sales strategist

"Although the current economic situation presents problems for you and your sales team, it also presents unprecedented opportunities. There are still prospects buying and customers purchasing additional products and services, and your competitors are facing the same daunting and depressing news. Salespeople who overcome their lethargy and seek new business can turn this economic downturn into a record-breaking year. Empathize with their issues, but emphasize the tremendous opportunities your team has while their competition is sitting on the sidelines."

— Paul McCord, management consultant and author of the "Sales and Sales Management Blog"

"The key to making the sale in this economy is to help your team stay focused on solving real customer problems and enabling them to add immediate value to their business. We have been in this economic situation before and we will be here again—the strong will survive and 20% of sales people will exceed their quota in spite of the economy. Our job as sales managers is to not let the economy become the excuse for non performance and lack of productivity."

— Julie Thomas, President and CEO of Value Selling Associates and author of "ValueSelling: Driving up Sales One Conversation at a Time"

"The sales manager needs to communicate the company’s vision, mission, values, goals, and expectations to the sales team weekly and then reward their accountability. The senior management team must define and communicate the criteria for a profitable customer and all sales efforts need to be focused on securing and managing those accounts. The sales professionals, who learn how to thrive in this economy, will develop skills and talents that will guide them to long-term success."

— Janet Boulter, Profitability Consultant, Center Consulting Group

"Salespeople will be excited to come to work when they adopt a referral-selling strategy. They'll meet with decision makers, shorten their sales process, and convert prospects to clients more than 50% of the time—while acing out the competition and landing new, profitable clients. They'll meet only with the people they want to meet and who want to meet them. What an irresistible proposition! Money in their pockets. What a great motivator!"

— Joanne Black, founder of No More Cold Calling and author of "No More Cold Calling™: the Breakthrough System That Will Leave Your Competition in the Dust"

"The issue has become one of finding and sustaining mental energy. Not just the energy you and your team need to achieve sales. Even more important is your ability to sustain the enthusiasm, calm and inspiration needed to get your team through these torrid times. Instead of work life balance, it's about getting the right flow of personal energy input and business energy output. Having an enjoyable personal interest that enables you to switch off is a good start."

Peter Nicholls, Director, Work Leisure International

"My recommendation is simple. Identify specifically two things that your sales professionals have done well to adjust to the new marketplace. Once you determine them, discuss two to three areas that you both agree are in need of development. Reach out to all your sales professionals and repeat this process. Compile the responses and put together a measurable action plan for your team. And don't forget to follow through."

— Charles Brennan Jr., President of Brennan Sales Institute and author of "Sales Questions That Close the Sale"

"Employ equal doses of inspiration, motivation, and oversight to simultaneously raise morale and maintain production levels. Use anecdotes from well-known figures in history who've met and overcome challenges. Set specific short-term goals, and monitor progress against them. Project an air of optimism, and lead by example. Direct the team to focus with laser-like discipline on only those opportunities that have real legs. Provide oversight to ensure they are maintaining that focus."

— Craig James, sales consultant and trainer, president of Sales Solutions

Click here to discover why your reps are unfocused, and to read more expert advice in Lee B. Salz's "Sales Architects" column at SalesandMarketingManagement.com.

Lee B. Salz is a sales management guru who helps companies hire the right sales people, on-board them, and focus their sales activity using his sales architecture® methodology. He is the President of Sales Architects, the C.E.O. of Business Expert Webinars and author of the award-winning book, "Soar Despite Your Dodo Sales Manager." Lee is an online columnist for Sales and Marketing Management Magazineand the host of the Internet radio show, "Secrets of Business Gurus." Look for Lee's new book in February 2009 titled, "The Sales Marriage" where he shares the secrets to hiring the right sales people. He is a passionate, dynamic speaker and a business consultant. Lee can be reached at lsalz@SalesArchitecture.com or 763.416.4321.

How to Become a Winning Sales ACE

2009-01-16T06:39:00.000-08:00

By Lt . Col. Rob "Waldo" Waldman

If you want to test the true character of a person, see how they respond to adversity. Watch how they handle the pressure of a lost sale, an angry client or a difficult boss: What do they say? How do they act? What is their emotional state? Do they freeze up and get angry, or do they buckle down and increase their focus and commitment?

The same holds true for those who would assume the mantle of leadership in business. When adversity hits, how they respond in the market will determine their ability to stay in business and win. Leadership—both on a personal and organizational level—ultimately drives the actions taken amidst crisis and change.

Today's economy is full of adversity—or "missiles of business and life." It seems we are being fired at every day. Rising costs of fuel, shrinking budgets, demanding clients and a lack of qualified (and loyal) employees all create an intense and constantly changing environment. As soon as we think we defeated one missile…BAM, another one is fired. As soon as profits start coming in…BAM, another competitor enters the fight.

The missiles will come and you will be fired upon. It's not a matter of if, but when and how often. The key is NOT to get shot down!

Sales Dog-Fighting Champs

In fighter combat, the best pilots who are able to adapt to adversity and change are called ACES. They prepare relentlessly and are the most focused and committed under pressure. They are the respected and accomplished leaders in their squadrons because they don't run away when fear knocks on their door. They buckle down and ultimately take action—the right action.

Here are a few wing tips that can turn you into an ACE and help you avoid getting shot down on your next mission:

A: Attitude and Action.
Attitude does not determine altitude. Attitude plus action does. Being positive and enthusiastic is a critical component of success, but your customer ultimately rewards your actions, not your positive attitude! An attitude that breeds confidence is a byproduct of disciplined preparation and mission rehearsal. When dealing with a price objection, last minute competitor, or late product shipment, it's the commitment, focus and sense of urgency you have to fix the problem, provide value and deliver results that counts.

C: Customer.
Success in business is not about you, your company, or your product. It's about your customer. Prior to each meeting, gather the latest, up to date intelligence (from multiple sources) and commit yourself to meeting the needs of your customer. Be original. Come prepared with questions. Learn about the person you're meeting. If you’re not focused 100% on your customer—your target—you shouldn't strap on your jet to fly. (By the way, it can't hurt to learn about your Competition too, but only after learning about your customer.

E: Environment.
Every mission is unique. What works with one client or industry, may not work with another. The environment in which you and your customer operate will ultimately determine your tactics. Was there a recent merger or perhaps some lay-offs at the company you're meeting? How's their stock price? What’s the nature of the industry you're operating in? Who are you meeting? Who is the decision maker? What resources (wingmen) do you have that can help you prepare for your meeting? Never sell by the seat of your pants!

Top Gun

The winning ACE's in business and life prepare for the worst, but expect the best. They acknowledge adversity and develop the confidence to overcome it by hard work and focus. But being an ACE is not easy. You can either "push it up" on your throttle and defeat the missile, or pull it back and risk getting shot down. It's your choice.

Waldo Waldman builds team unity within organizations as a high-energy leadership and inspirational speaker. A former combat-decorated fighter pilot with corporate sales experience, Waldo brings an exciting and valuable message to organizations by using fighter pilot strategies as building blocks for peak performance, teamwork, leadership and trust. His clients include AFLAC, Hewlett-Packard, John Hancock, Nokia, Bank of America, NY Life, and Home Depot. To download Waldo’s Top Gun Motivation mission briefing, visit Motivational Speaker (www.YourWingman.com) or call 1-866-925-3616.

Principles of Persuasion

2009-01-08T06:50:00.000-08:00

By John Boe

Whether you're conducting a one-on-one interview, motivating your sales team or delivering a keynote address, your success as a leader is defined by your ability to persuade with clarity and passion. In fact, you might say that leadership is synonymous with effective communication. According to Harvey MacKay, author of the book Swim With the Sharks, "The No. 1 skill most lacking in business today is public speaking…the ability to present oneself." If you want to stand out from the crowd, get promoted or develop an award winning sales team you need to polish your communication and persuasion skills.

Throughout history, our most admired leaders are remembered primarily for their ability to instill courage and inspire confidence. Just think how different this world might be without the calming reassurance of FDR's fireside chats or Churchill's defiant eloquence. President Kennedy once remarked that Winston Churchill had the ability to take the English language to war.

Churchill clearly understood the power of words and said that he had the English language deep in his bones. He would spend hours at a time rewriting and rehearsing his speeches and as a result, Churchill galvanized a nation with his words.

When We Communicate Effectively, We Succeed!

Whether you're in commission sales or on a salary, your income and career advancement are directly linked to your ability to communicate and persuade. The higher you climb the corporate ladder, the more you will be called upon to speak. It doesn't matter whether you're an agent selling an insurance policy or a manager goal setting with a sales rep, if you want to focus attention and gain consensus, paint word pictures.

In her book, Knockout Presentations, communications coach Diane DiResta suggests using vivid language, "Metaphors transport the listener to a different dimension. They grab hold of the mind and stimulate the imagination. The brain thinks in pictures, not words." Analogies, metaphors, stories and anecdotes all work together to help you create vivid word pictures to keep your listeners emotionally involved.

Communication Strategies

Psychologists tell us that we are born into one of four primary temperament styles; aggressive, expressive, passive or analytical.

Each of these four styles requires a different approach and communication strategy. For example, words that would appeal to a person with the aggressive style may alienate and actually destroy rapport with the passive style and vise versa.

If a leader is to influence colleagues and customers, he or she must be able to quickly and accurately recognize each of these distinct behavioral styles and adapt accordingly. During your next presentation, make an effort to identify the temperament style you're presenting to and use as many of these emotionally charged words as possible.

• Workers. The aggressive, bottom line Worker style is results oriented. They ask "what" questions. Workers value achievement and fear loss of control. When presenting to this buying style use these
words:

Control * Flexibility * Work * Bottom line * Power * Challenge * Speed * Money * Functional * Results * Goals * Options * Hands on * Quickly * Freedom * Immediately

• Talkers. The expressive, emotional Talker style is people oriented. They ask "who" questions. Talkers value recognition and fear loss of prestige. When presenting to this buying style use these words:

Fun * Entertaining * Creative * Friendly * Simple * Incredible * Exclusive * Improved * Prestige * New * Ultimate * Spontaneous * Exciting * Enjoyable * Cash * Adventure

• Watchers. The passive, harmonious Watcher style is service oriented. They ask "how" questions. Watchers value appreciation and fear conflict. When presenting to this buying style use these words:

Support * Service * Family * Harmony * Dependable * Caring * Cooperation * Helpful * Easy * Sincere * Love * Kindness * Concern * Considerate * Gentle * Relationship

• Thinkers. The analytical, cautious Thinker style is quality oriented. They ask "why" questions. Thinkers value accuracy and fear being viewed as incompetent. When presenting to this buying style use these words:

Safe * Scientific * Proven * Value * Learn * Guaranteed * Save * Bargain * Economical * Quality * Logical * Reliable * Accurate * Perfect * Security * Precise * Efficient

Magic Words and Power Phrases

Over time marketing researchers have consistently found that certain "magic words" used in phrases and combinations were so compelling that sales followed the ads just as predictably as spring follows winter.

Here are some power phrases that will create interest, generate enthusiasm and motivate people to take action:

Guaranteed success * Live your dreams * Fast, easy access * Unlock your potential * Accept no substitute * Time tested * Go with a winner * The results are in * Extra savings * One-stop shopping

While it might be true that some are born with a silver tongue, most people, like Churchill, have to work at developing their communication skills. A good way to improve your public speaking is to engage the services of a communications coach or join a local Toastmasters Club.

Developing the ability to speak with power and passion takes time and effort to master, but it will pay off in big dividends.

John Boe presents a wide variety of motivational and
sales-oriented keynotes and seminar programs for sales
meetings and conventions. John is a nationally recognized sales trainer and business motivational speaker with an impeccable track record in the meeting industry. To have John speak at your next event, visit http://www.johnboe.com/ or
call 877 725-3750. Free e-newsletter available on Web site.

Five Tips for Creating a Stand-Out Sales Presentation

2009-01-07T06:47:00.000-08:00

Looking to create that perfect eye-catching sales presentation to lock in some last-minute Q4 sales? The you had better rethink your strategy and take your presentation to the virtual scale. (Edited by Stacy Straczynski)

By Abhay Parekh

1. Show, rather than tell. Compelling graphics and images can often make the difference between an informative presentation and a truly memorable one. Whenever possible, use charts, graphs and other visual means to get your point across; it's easier for the audience to comprehend, and will also help you to minimize the amount of text on your slides. If you need an image to illustrate your concept, go beyond clip art and seek out unusual and interesting images that will help capture and hold your audience’s attention. Digitized video clips can also add variety and help keep your audience interested.

2. Ditch your static slide presentations. Over 400 million desktops currently have the PowerPoint application, so you can't rely on it to differentiate yourself anymore. If you want to stand out from the pack, consider implementing a new multimedia platform, such as Flowgram to create an interactive guided presentation that incorporates Web pages, slides, video clips and more. Whichever program you choose, make sure the final product is easy to distribute through e-mail, blog posts, intranets and popular social media networks like Facebook. They should also be viewable offline as downloadable videos.

3. Go virtual. Up until recently, virtual world platforms have been thought of as a niche phenomenon, but they actually have enormous potential for sales presentations and can be effectively integrated with multiple channels and communication media for corporate branding. If you want to offer a unique business presentation experience, try hosting a special event in Second Life, where many leading brands have launched their virtual initiatives.

• CIGNA, a leading health service company, created its own virtual healthcare community where seminars, interactive displays and virtual health consultants can interact with CIGNA members.

• Adidas, one of the world's most popular sportswear brands, created a virtual shoe, the a3 Microride, that Second Life users can purchase. The shoe, only available in Second Life, let users bounce around any virtual world instead of walking.

• Ben & Jerry's, known for their unique names of their ice cream concoctions, created a Ben & Jerry's Island with an emphasis on supporting climate change initiatives. The island was designed around a sustainable eco-factory where users can learn about the history of Ben & Jerry's and how ice cream is made, as well as watch videos about climate change. Another part of this virtual world includes a "green game" where users collected cow pies for an eco-friendly methane digester.

4. Survey says? Polls are a great way to validate value propositions, vet new product ideas and obtain preference data that can aid marketing, communication and positioning decisions. Consider using a quick, cost-effective online polling platform, such as Vizu Answers or Survey Monkey, to conduct primary research about a topic of interest to your audience, and use the results to offer some insight that isn't available anywhere else.

5. Know when to stop. PowerPoint expert Cliff Atkinson, author of Beyond Bullet Points says, "When you overload your audience, you shut down the dialogue that's an important part of decision-making." Keep your text and images to a minimum, so that your audience can concentrate on what you're saying. He points to some important research by educational psychologists. "When you remove interesting but irrelevant words and pictures from a screen, you can increase the audience's ability to remember the information by 189% and the ability to apply the information by 109%," recommends Atkinson.

Abhay Parekh is founder and CEO of Flowgram, a free Web-based platform that enables business communicators to combine, annotate and share digital content as an interactive multimedia experience. For more information, please visit the Flowgram at http://www.flowgram.com/.

The Wackiest Interview Blunders

2009-01-05T07:03:00.000-08:00

Edited by Jeremy Cohen

What's the most unusual thing a candidate ever did in a job interview? Fall asleep? Disappear? Bring his/her mom? CareerBuilder.com released its annual survey of the most outrageous interview mistakes candidates have made, as related by more than 3,000 hiring managers and HR professionals nationwide. Among this year's top 10 dubious occurrences:

• A candidate who answered a cell phone call, then asked the interviewer to leave her own office because it was a “private” conversation.

• A candidate who told the interviewer he wouldn't be able to stay with the job long because he thought he might get an inheritance if his uncle died—and his uncle wasn't "looking too good."

• A candidate who told the interviewer he was fired for beating up his last boss.

• A candidate who, when offered food before the interview, declined by saying he didn't want to line his stomach with grease before going out drinking.

• A candidate who flushed the toilet during a phone interview.

In addition to the most unusual blunders, survey respondents were also asked about the most common and detrimental mistakes candidates have made during an interview. More than half of hiring managers (51%) cited dressing inappropriately as the most detrimental mistake a candidate can make. Speaking negatively about a current or previous employer came in second at 49%, and appearing disinterested ranked third at 48%. Other mistakes included appearing arrogant (44%), not providing specific answers (30%) and not asking good questions (29%).

"Interviews give employers a window into what its really like to work with a candidate—how they react under pressure, what motivates them and how they interact with others," says Rosemary Haefner, vice president of human resources for CareerBuilder.com. "If a candidate is overly negative, plays the blame game, is easily frazzled or doesn't come prepared, it usually sends up a red flag for employers. Be knowledgeable about the company, rehearse answers to potential questions and always maintain a professional manner."

Haefner offers the following tips for successful interviews:

• Do your homework. Nothing says "I'm not that interested in this job" like someone who has done no research and knows little about a company. It's easier than ever to find information about a company and its activities—candidates who don't could be perceived as lazy, unmotivated or disinterested.

• Don't get too personal. The last thing an employer wants to do is to hire someone who brings all their personal drama to the office. Even if the interview seems casual, always keep it professional and avoid sharing unnecessary personal information.

• Be honest. Interviewers don't expect you to have all the answers. Often they are testing your reaction to "tough questions" to see how you respond under pressure. It's much worse to get caught in a lie than admit you don’t know something. If you are unsure of an answer, it's okay to say you don't know, but then outline the steps you would take to find out. This will demonstrate you're a problem-solver.

• Come prepared. Be ready to answer these common open-ended questions: "Tell me about yourself." "Why do you want to work here?" "What motivates you?" These questions may seem easy, but because they are so broad, candidates can get tripped up by them if they don’t know where to start … or end.

• Don't go negative. No matter how tempting it is to share woes from prior jobs or how much an interviewer is pushing you to do so, it's never a good idea to say negative things about a previous employer. The interviewer will assume you will also be likely to bad-mouth their company in the future

The 7 toughest questions (and how to handle them)

2009-01-03T06:43:00.000-08:00

By Jerry Weissman

In the professional world, tough questions are as fundamental as paper clips and staples. Starting with the employment interview and ranging through staff meetings, management reviews, informal briefings and formal presentations, almost every business encounter has the potential to draw dangerous crossfire. And in many circles, inquisitorial grilling is as much a part of the business ritual as a handshake to seal a deal.

Why do business people ask tough questions? Because they are mean-spirited? Perhaps. Because they want to test your mettle? Maybe. More likely it's because when you make a presentation, you assume the role of a solicitor. In that role, you ask those you solicit (i.e., opposite parties, target audiences) to change. Most people are resistant to change and so they kick the tires. You are the tires.

How then to avoid damage from the kicks? How do you survive slings and arrows unleashed? How do you handle tough questions in the line of fire?

The savage seven
During my 40 years in the communication trade, which has ranged from control rooms in the CBS Broadcast Center in Manhattan to the boardrooms of some of America's most prestigious corporations, I have heard — and have asked — tens of thousands of tough questions. But all of them can be distilled into just seven types:
1. Hostile
2. Negative

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3. Irrelevant
4. Multiple
5. Statements that are not questions
6. Presented material
7. Guilty as charged

Let's look at each of type of tough question and ways to handle it. The operative word here is handle, which goes well beyond providing an answer. Effective handling of tough questions requires a broader strategy, one that both controls the intent behind the question and manages the outcome of the exchange.

Tough question type 1: Hostile
"Wait a minute! You tell me that your product is going to save us money, then you give me a sticker-shock price that's twice as much as your competition asks. That's outrageous! Where do you get off charging so much?"

The standard sales answer to this kind of question goes something like this: "When you consider the total cost of ownership of our solution, you'll see that our product will cost you less money in the long run."

Unfortunately, answering this way is tantamount to telling your potential buyer that he or she is wrong. After all, the clear implication in the question is that you are charging too much, and the clear implication in your answer is that you are not charging too much. If you answer in that way, your customer will perceive that you're contentious, an inference that is highly unlikely to induce them to do anything.

Another conventional answering approach is to repeat the question. However if, immediately after the above question, you repeat it — "Where do we get off charging so much?" — your echo tends to validate the potential buyer's inference that you're overcharging and you are then perceived as admitting guilt.

What's worse, when you answer your own question, you'll most likely start out with the defensive "When you consider the total cost of ownership…" In essence, you are carrying forward a negative balance.

Therefore, when you get a hostile question such as this one, do not answer it directly and do not repeat it word for word. Instead, listen for the key issue, and when you identify it, paraphrase it. Repeat the question in another form; deflect the challenge and control the meaning.

To paraphrase the original question, begin with an interrogative word — such as what, why, how, does, can, is — and conclude with a question mark. These beginning and end points serve to bracket the core idea of the original question — the key issue.

Now, please look at the original question again and define the key issue in one word. If you say "overcharging," "high price," "expensive" or "costly," you are focusing on the questioner's feeling or emotion about the price of your product.

The key issue, simply, is "price." Now incorporate the word price in a paraphrased question, such as:"What is our pricing rationale?""Why have we chosen this price point?""How did we arrive at the price?"Notice that when you strip the charged phrases sticker shock, twice as much, outrageous and so much out of the original question, you neutralize the hostility. When you begin your answer, you only have to address the price itself, and not whether it is too high or too low.

Tough question type 2: Negative
"This is the age of mergers. Banks are consolidating. Manufacturing and pharmaceutical companies are joining forces. Everybody's throwing their lot in with others. Instead of going out there and trying to be the Lone Ranger, why don't you throw your lot in with one of the larger companies in your sector? You can either get acquired, merge or partner."

The subtext of this question is: Why don't you do what the questioner thinks you should do, instead of what your presentation told the audience you will do (which, in this case, was to go it alone and aspire for market leadership).

The key issue in this question has to do with independence.

If you, as presenter, spend any time dealing with "Why don't you?" questions, answering them directly or defensively will only invite more negative questions, and you'll be swatting flies all day. Instead, turn the negative into a positive, by addressing only why you intend to do what you said you'd do. The paraphrase you'll start your answer with is, "Why are we remaining independent?"

Tough question type 3: Irrelevant
"How come your logo doesn't have a space between the two words?"

This kind of question usually elicits a smile, a snicker or a frown from the presenter, each of which may be perceived by the questioner as disdain. When you're presenting, there is no such thing as an irrelevant question. Every question from every audience member is relevant and appropriate. If they ask it, you must answer it.

Replace the snicker or frown with a paraphrased question, "What's behind our logo design?" or "Why the logo style?"

Tough question type 4: Multiple questions
"How much did you spend on R&D last year? What percentage of your revenues does that represent? And what is your R&D model going forward?"

You'll probably have no difficulty answering multiple questions that are related. In this example, any financial presenter could easily handle all three because they have a common thread.

The difficulty comes when one of the questions in the set is from left field, another from right field and another from the moon. What many presenters do in these circumstances is to dive in to answer one of them, then lose track of the rest. At that point, the presenter often turns to the questioner and asks, "What was your other question?"

The audience's perception? You weren't listening.

Don't burden yourself with having to remember someone else's ramble. Instead pick only one of the questions to answer: the easiest, the hardest, the last, the first, the one that surprised you or the one you were expecting. Paraphrase this question, answer it, and then turn back to the person who asked and, using the declarative, say, "You had another question."

The audience member will then either repeat the other questions, and you can answer each one succinctly, or the questioner might say, "That's all right, you covered it." The latter response is common in Q & A sessions because most people can't remember their own questions, especially if they ramble.

Tough question type 5: Statement
"Your new solution appears to be very effective, but you've only just released it. You don't know if it has any kinks. I'd like to see it field-tested, before I commit. It's not for us at this time."

This statement, made during the Q & A session, is not really a question. But if you are trying to land a sale for the early release of your new product, you certainly don't want to leave it at this. Instead, paraphrase the statement as a question: "Why adopt our new product now?" Then follow with your answer about why your prospective customer wants to be the first kid on the block to enjoy the many benefits of your promising new product.

Tough question type 6: Material previously covered
You've probably witnessed this common occurrence: A presenter delivers a thorough explanation of a new product, only to have someone in the audience ask a question about one of the product's features — a topic covered thoroughly in the presentation. At an internal company meeting, this usually results in audible groans from other members of the audience. At an external meeting, other audience members, being discreet, stifle their groans.

Most presenters, being both discreet and respectful, also stifle a groan, but all too often will begin their answer with, "As I said…" This seemingly innocuous phrase telegraphs impatience with the questioner as well as condescension.

Instead, move directly into the answer as though you hadn't covered the subject in depth earlier: "Absolutely! Our new product performs this function better than any other product on the market." Take advantage of this opportunity to briefly recap the main features of your new product. Resist the temptation, however, to go into the material in as much detail as you did in your original presentation. Answer succinctly and move on to the next question.

Tough question type 7: Guilty as charged
Your startup company is entering a sector dominated by a larger, longstanding competitor. An audience member stands up: "There are dozens of little start-ups doing exactly what you're doing. Then there all those big guys, with their entrenched market share. It's a jungle out there, and you're only just getting off the ground. What on earth makes you think you can survive?"

This final question type is perhaps the toughest of all, as it concerns a difficult issue about which you or your company are "guilty as charged." The underlying issue posed by the question is true. Startups do have a difficult challenge, but you don't have to plead guilty and surrender the point.

Here are a few more productive ways to respond:Start by paraphrasing: "How will we compete? …"Agree with the point: "You're absolutely right; it is a jungle out there. …"Don't agree too long; step on the brakes and make a sharp U-turn: "But that doesn't mean that there isn't room for a new entrant. …"Supply evidence: "Those large companies are top-heavy and have multiple interests, while our agility and sole focus have netted us 15 major customers in our first year of operation. …"Conclude positively. "So we're confident that we not only can compete effectively, but will succeed in this market."Master these techniques for handling the tough questions, and you'll never again have to feel like you're in the line of fire.

(See also 7 basic tactics for tough questions)

This article is based on excerpts from In the Line of Fire: How to Handle Tough Questions…When it Counts by Jerry Weissman (Pearson Education, Prentice Hall, 2005) and its companion DVD, In the Line of Fire: An Interactive Guide to Handling Tough Questions, featuring video clips of major political debates, press conferences and media interviews. Both products are available at www.powerltd.com.

Originally published in the October 2005 issue of Presentations magazine.

Everything DiSC Pulse: The Method Makes the Difference

2009-01-01T19:26:00.000-08:00

Research reveals three training methods that have a surprisingly large influence on participant enjoyment and engagement: small group discussion, role play, and PowerPoint.

As a trainer, you've probably had a few sessions fall flat—even a session with content that’s interesting or really useful to participants sometimes can be a dud. And then there are the times you get raves, even when you thought no one would be impressed. So why is some training more engaging than others? It might have something to do with the training method, not just the content.

We surveyed 5,034 recent training participants to see which training methods had the greatest impact on their enjoyment of training programs. Why enjoyment? Because when training is enjoyable, people learn without realizing it. They are more likely to have positive associations with the materials they've experienced and they're more likely to use what they've learned. And when training is enjoyable, participants are more engaged and less likely to zone out. This is all important. But more important, participants in our study who said they enjoyed their training were much more likely to say the training made them better at their job. They also were much more likely to say the training was a good use of their time and to recommend it to a friend. Based on our data, here are three methods that had a surprisingly large influence on participant enjoyment: small groups, role play, and PowerPoint.

Small Groups

By far, the method that made the biggest difference in a participant’s enjoyment of training was small group discussion. As trainers, you probably see the benefit of allowing participants to process information with other people. It's a great way for people to integrate information and make it their own. But it also had a bigger impact on participant enjoyment than any other variable we researched. In our study, the inclusion of small group discussion increased participant enjoyment by 35 percent (compared to training without small group discussion).

Small group discussion allows people to be active and socialize. It also lets them share their stories, opinions, and knowledge. We expect people who are outgoing and enthusiastic to enjoy small group discussions (and they do), but surprisingly we found even those people who describe themselves as reserved and analytical enjoy training more when it includes small group discussions. More surprising was even though small group discussion is a common training method, only 43 percent of those surveyed said it was included in their last training experience.

Role Play

Many trainers recognize that role plays make training more effective. Role plays allow participants to practice a skill they’ve learned and get immediate feedback. Role play takes abstract knowledge and makes it concrete. So why did less than a quarter (23 percent) of our survey participants say role play was part of their last training experience? It might be the fear factor.

We've all seen people roll their eyes at the suggestion of role play. Because of this, many of us might be reluctant to include role play because we think people don’t like it. In our study, however, we found the opposite to be true. The presence of role plays increased participant enjoyment by 25 percent. This is equal to the inclusion of games. And while it's true that people who described themselves as playful and lively enjoyed role plays the most, even people who think of themselves as private and inexpressive found training with role plays more enjoyable than training that didn't include it. When designing your next training, see if there are opportunities to add role play. Your participants might thank you.

PowerPoint

In the training world, many people are moving away from PowerPoint. Some completely abstain, while others are occasional users. The biggest critics say PowerPoint is the death of training. It appears, however, that no one asked the learners what they thought. In our study, the inclusion of PowerPoint presentations increased learner enjoyment by 25 percent.

PowerPoint makes it easier for people to follow along. It also keeps people focused, employing a message or image that relates to the topic. If minds do wander, PowerPoint is a reminder to get back in the game. And for visual learners, seeing a representation of information is key to their understanding.
So while much maligned and at times overused, PowerPoint should not be dismissed summarily—at least from the learner's perspective.

The Bottom Line

So, what does this mean to you? It means training that is enjoyable increases the likelihood participants will use the information and the training will be seen as worthwhile It also means the opportunity for creating more enjoyable training is within your reach, by remembering to include simple, tried-and-true methods such as small group discussion, role plays, and PowerPoint presentations.

Next month in Everything DiSC Pulse, we’'l reveal what learners really think about e-learning.

Mark Scullard is director of research at Inscape Publishing, a provider of training materials for the corporate market. He has more than a decade of research and data analysis experience in the development of psychological evaluation tools and methods. He received his doctorate in psychology from the University of Minnesota, with a supporting program in statistics.

Jeffrey Sugerman is president and CEO of Inscape Publishing. He has more than 20 years of experience in senior management, marketing, and business development in the technology, training, and publishing industries. He holds doctorate and master's degrees in psychology from Washington University in St. Louis, and a bachelor's degree in psychology from Northwestern
University.

For more information, visit www.inscapepublishing.com
Article source :'www.presentation.com'

How to Say Goodbye to Your Employees

2009-01-01T19:11:00.000-08:00

When you lay people off, the last thing you want to do is ask them to stick around. The sheer discomfort of seeing them after laying them off makes that a bad idea—even if it's the right the thing to do to give them time to look for another job and aid in transitioning the responsibilities they left behind to remaining employees. With the foul whiff of layoffs in the air, Right Management offers new research into severance practices around the globe. Here are some of the high (or should we say low?) points of what was found:

• Reduction in workforce (77 percent) and organizational restructuring (75 percent) are the main triggers for activating the provision of severance.

• Severance and termination policies are governed primarily by a combination of company policy and local/national law (62 percent). In the event of employee termination, most companies (63 percent) are required by law to give a certain amount of advance notification to the employee. Just more than half (58 percent) of those surveyed said their company had a formal, written severance policy.

• Eligibility for severance differs by region, with more than half of companies in the Americas (54 percent) having no minimum requirement and far fewer companies in Europe (32 percent) and Asia-Pacific (34 percent) saying the same.

• Top executives earn the most severance per year of service, whether they are voluntarily separated (3.39 weeks per year) or involuntarily separated (3.52 weeks per year). Regardless of position or type of separation, severance most frequently is offered throughout the world as a lump sum payment. More than half (56 percent) of the companies surveyed put a cap on the severance calculation.

• Regardless of employee level, the most common benefits included in a severance package are assistance programs (such as outplacement and financial planning); continued benefits (such as health care and financial compensation); and, to a lesser extent, company resources such as an office or car. Seventy-three percent of terminated employees are required to sign a waiver or release before they can access severance benefits. Although not legally required, most companies (73 percent) provide outplacement services.

• "The fast-changing and demanding global market is placing increased pressure on companies to compete more effectively," notes Douglas J. Matthews, president and chief operating officer of Right Management. "The subsequent result may be frequent restructuring, downsizing, or cutbacks. When those initiatives are implemented, departing employees need to be supported with severance practices that are aligned with the company's sense of corporate responsibility and values."

Article source : 'www.presentation.com'