Advanced Sales Training - Selling to C-Levels
8 Interviewing Tips to Easily Close Sales
Most sales people know enough to ask
questions. And
every sales person has heard a thousand times to listen more
than they speak.
However, most sales people interrogate rather than interview.
The difference is; interrogating is about the sales
person, and interviewing is about the prospect or C-level
executive.
Interviewing questions open up C-levels and
other prospects to reveal the triggers that will cause them to
buy from that interviewer.
Most prospects don’t try to keep secret their
information. They
usually never have an opportunity to expose it because the sales
person takes over with interrogative questions.
Interrogative questions are self-serving.
They are used to see if the prospect is interested in
buying or choosing the interrogator, i.e., “Is this service (or
product) something that you’d consider buying?” or “When will
you be approving your software purchase?” Or, “What’s the
budget? Has it been
approved, yet?” Or “Who’s the competition?” Or “How can we help
you with your software problems?”
These are all “I” or “me” questions.
Executives want the discussion to be about them and
they’ll deflect the “I” questions with ambiguous answers,
stopping sales people in their tracks.
This usually causes the interrogator to go into “convince
mode.” That is, they try to explain why it’s so important for
the executive to have their service/product.
Trying to convince is
annoying to the executive because there is no empathy.
Empathy sounds like this; “Now I see what you’re really
up against.”
Then there are the intrusive, interrogative
questions, such as “How are you controlling productivity now?”
or “Why are you using a manual system?” And the answer is, or
should be, “Well, it’s none of your darn business.”
These questions are sure to put executives on the
defensive, which they don’t like, and they again deflect by
saying, “Everything is fine.
We’ll get back to you.”
So to interview C-level executives and other
prospects and get them on your side, try the following.
1.
Frame your opening questions around the
individual and end it with “as it relates to…(your business)”.
My favorite (after the greetings and cordialities) is,
“So tell me, what are your issues or concerns as it relates to
generating more sales?”
My business is sales and I’d like to know how he sees his
selling situation.
2.
Don’t worry that the person doesn’t know
what you can do for him.
Once he knows you know his issues, he’ll be open to
listen.
3.
Watch and listen to a good interviewer
on TV, YouTube or Radio.
Notice how they ask questions and listen to the person.
Then, they dig deeper, asking the person to explain
further the meaning of the answers.
Notice how they don’t interrupt, yet keep the person on
track. Notice also
how they are not trying to push their own agenda.
4.
It’s important to role play with an
associate, supervisor or coach.
Be open-minded.
You are probably not asking in the manor you think you’re
asking. Record
you’re session and listen to yourself.
You will be amazed.
5.
Notice how sales people work with you.
Do they probe to see what you want, why you want it, and
what the perfect solution for you would be? Or do they show you
what they have and tell you how you’ll love it.
6.
Develop a set of standard question you
can ask any executive centered around the executive’s world;
about the executive herself, her responsibilities, her issues
and her future.
Your question must illicit what you’d like to know about her
visions (as it relates to your solutions), her paths to these
visions, the details of the perfect solution, etc.
Again, don’t worry she doesn’t know what you have to
offer. She knows
what she has and where she wants to go.
You’ll have to do the fitting.
7.
Practice your opening interview
questions in front of a mirror.
Try my favorites structured around your style.
Practice how you’ll get the executive to clarify what she
means by the power words she uses?
For example, when she says she wants someone reliable,
you say, “You mentioned you wanted someone reliable.
What does reliable look like to you?” or “Explain your
meaning of reliable.”
8.
Prepare yourself to listen.
Practice closing your mouth and listening to others with
an ear to understand.
Stop and think before talking to determine if you’re
interrupting. If
so, don’t stop her, because once you do, it becomes all about
you.
Remember once C-level executives and
prospects feel it’s about you, they want to run.
Once they feel you understand their situations, they
become very open to listening to you.
And now I invite you to learn more.
Bonus Tip: FREE E-book
Getting Past Gatekeepers and Handling Blockers
. If you can’t get to the powerful decision makers, you’re
depending on others to do your selling at the high levels.
The problem is you won’t know what they say, if they say
anything at all.
Sam Manfer delivers
key note speeches
and in-depth
selling work shops
for those
anxious to increase sales. His hands-on coaching turns
individuals and sales organizations into selling whirlwinds.
Sam’s selling awards and $ Million sales recognitions support his
methods. His book,
TAKE ME
TO YOUR LEADER$ along with his
Matching
Chemistry’s
CD and sales seminars replace selling myths and clichés that
frustrate decision makers with a proven approach that captures
their attention. Follow
Sam’s
C-Level Selling Blog
for more insights.
Sign-up for his
free Selling E-Zine.
Call Today for More
Information 1-866-Sam-Manfer or Send an E-mail Now!!
Just
click
mailto:sam@sammanfer.com
More Selling and
Sales Management Articles
|
