Words
... you missed an opportunity.
The only reason the client bought you in. They want a business outcome. They want value. And because you're so keen to talk about game-changing technology, connected experiences, product sprints, digital transformation, and all the rest ... you missed an opportunity. It was your chance to ask the business
Business growth and winning projects with key decision makers in big companies.
Working with consultants I notice interesting things around business growth and winning projects. These include: * Project opportunities coming via a tiny number of decision makers and influencers. * The number of highly-profitable business relationships is sometimes even smaller. * Productive relationships have common characteristics - roles, traits, mindsets, power. * There are already
5 reasons clients won't decide
A client asked me why they're not getting traction with a heavy ROI value proposition. They can demonstrate a profit improvement of between £0.5M - £1.0M for their prospect in just 90-days. That looks good, right? So, why is their prospect hesitating to engage? Here'
Ask a precise question ... then shut up.
Ask a precise question ... then shut up. Clients want to talk ... don't get in their way. STOP INTERRUPTING.
How to make closing comfortable
Part 1: What concern about selling comes up most for consultants? My experience suggests the answer is asking clients to make a decision. a.k.a. closing. Part 2: Why is closing a concern for consultants? My observation is the move from ideation conversations is uncomfortable for them. a.k.
Why is closing a concern for consultants?
Part 1: What concern about selling comes up most for consultants? Imagine you've been having a great pre-sales conversation with the client. Chances are you've done a lot of divergent thinking together. Opening up ideas, exploring pathways, and generating options. It's visionary mode, it&
What concern about selling comes up most for consultants?
This is a question I get asked by clients ... curious to know if they’re all in the same boat. I always answer with the concern that comes up least. You may be thinking that’s an odd response. But it isn’t. You see the concern that comes up
Why you should bring more inquiry into conversations.
We've looked at the idea of broadcast behaviours. The recommended action being for consultants to bring more inquiry into conversations. As a result you may start delving deeper into other people's statements. You can also invite them into your thinking too. Is the ability to balance
What about managing your broadcast behaviours?
Following the previous post on handling other's broadcast behaviours, here are more ideas to test, this time applied to yourself. 1. (M) Make your point. As consultants we are often expected to offer our point-of-view. Limit your input to what people need to know ... not everything you know.
3 ways to handle broadcast behaviours
Some broadcast behaviours you might have noticed, where people are: * Speaking. * Waiting to speak (a.k.a. fidgeting). * Interrupting. When you notice these, what can you do about them? Three useful ideas you might test out are: 1. Acknowledge. What about meetings where someone raises the same topic every time?