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a potential sale. Simply have an informal business chat and agree to follow up during
regular business hours or when it's convenient.
19. Existing Accounts. Look for additional opportunities within your active accounts. We
can get very complacent working with only one department or one division, sometimes
overlooking other opportunities that are right under our nose. Ask for a current
organizational chart and prospect the entire company”take your blinders off.
20. Acquisitions and Mergers. Read the business section of your local newspaper and
watch for any announcements of acquisitions and/or mergers. Your favorite account
could triple in size overnight and open up an opportunity to pursue new business”real
growth. Armed with an endorsement as an incumbent, your chances of success within
the new company are excellent.
21. Social Clubs. Consider joining a social club or a service club such as a Rotary Club,
Lions Club, or The Chamber of Commerce. It not only gives you an opportunity to
volunteer for a worthy cause, it is a great avenue for networking.
22. Cold Calling. I have saved the best for last. The dreaded cold call! The very thought of
it sets in motion all sorts of immobilizing defence mechanisms and excuses. Most
salespeople have somehow convinced themselves that cold calling is unprofessional,
intrusive, and unnecessary. I hear them say: "We don't make cold calls in our business.
We get leads from referrals, tradeshows, ads, and our regular customers." That's all fine
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and good but don't be too quick to abdicate”very few businesses are immune to the
benefits of cold calling. It is the backbone of good prospecting and when done properly
it will yield high potential prospects. Cold calling can be a very lucrative part of your
sales strategy.
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Professional Cold Calling
By definition, a cold call is where you know absolutely nothing about a particular account and you drop
in unannounced to qualify them. You have never made a visit to that account before. The only familiarity
lies in the fact you have been driving past it for a year.
Often a lack of cold-calling confidence, driven by fear, sabotages the best intentions. Overcoming that
fear begins with an effective, professional cold-calling strategy. Most authors would agree that cold
calling in itself is not unprofessional, but the approach has tarnished its reputation. Nowhere is it written
that cold calling is taboo. In fact, without cold calling, your customer base is not as rich and varied and
you seriously jeopardize real growth and the success of your business. The reality is that fear is the
biggest barrier to an effective cold calling campaign. Fear of rejection, embarrassment, and feeling
awkward in a strange environment. It's much easier to pursue the comfortable route and have
businesses come in by other means rather than expose yourself to the possible perils of cold calling.

You can no longer afford to deny yourself or your business the tremendous benefits of cold calling. To
that end, I offer you the following three steps as a guideline to making professional, results-oriented cold
calls. This approach may not be applicable in all situations so massage it to fit your sales arena. By the
way, one big plus of cold calling is that you'll never be late.

Introduction. When you arrive, introduce yourself to the receptionist using these four
components, in order: 1) your name, 2) your company name, 3) what you do, and 4)
that you are cold calling. Don't try to skirt the issue, tell the receptionist up-front that
you are cold calling. Next step is to ask them for their help. Most of the time they will
be quite receptive to helping. Gatekeepers see a lot of salespeople come and go
throughout the day so be sure your approach is professional, friendly, and respectful.
Heck, the absolute worst thing that can happen is they ask you to leave. That's OK”
Planning. Because it's a cold call you know nothing, or very little, about this business,
so do some homework. First, ask the receptionist for her help. "Would you mind helping
me out by answering a few questions?" In most cases she will oblige. Second, ask her
for a corporate package; i.e., annual report, company brochures, newsletters, anything
that will help you better understand the business. Refer to Chapter 3 for more detailed
information that may be helpful with your cold-call planning and preparation. Take some
time in the lobby to review the material. Don't leave yet.
Announce Yourself. Now it's time to announce yourself but be sure it's to the right
person. Throughout your planning, you have learned that Bert is the manager and he
may be your contact. However, it's not Bert you want to see, at least not yet. Ask who
Bert's boss is and announce yourself to that person. Go at least one level up, to Susan.
Follow the theory that it's easier to work downhill than uphill. Pick up the phone in the
lobby, or use your cell phone and call Susan directly. Why have a busy, overworked
gatekeeper announce you. Announce yourself. Who is better suited to introduce
yourself than you!

When she answers, you need to restate the four components of your introduction, including the fact that
you are cold calling. (I have found many executives are impressed when you tell them that you are in
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their lobby making a cold call.) After your introduction be sure to say this: "Susan, I realize you
generally work with appointments and that I am unannounced, but would you have a second to
exchange business cards?" It's very important to acknowledge that you are unannounced and without
an appointment. That's what makes your cold call professional and different from the others. Also, by
asking to "exchange business cards," Susan will associate that with a shorter time period than if you
had asked, "Do you have a minute?" The other advantage is that it attaches a purpose to your
introduction whereas, "Got a minute?" is somewhat ambiguous. If Susan comes out to meet you, offer
your business card and again acknowledge that you are unannounced, without an appointment. If
Susan declines your request to meet in the lobby, ask her when she is available and use your time
management system to book an appointment.

Now that you have met Susan and exchanged pleasantries, (use PSIP”Chapter 7”to guide your
conversation) ask her if she has a couple minutes to answer a few quick questions. If she says yes,
take advantage of this opportunity and ask questions to further qualify the account and also identify who
the decision maker is (who is the bag of money?). However, your first question should be, "How much
time do I have?" Show respect for her time. After all, you are unannounced. During your conversation
ask Susan these five questions:
1. Does Bert make the decisions?
2. Does Bert have a budget?
3. Will Bert talk to you prior to a decision?
4. Will you introduce me to Bert?
5. If Bert approves of our proposal may I accompany Bert when he presents to you?

If the answer is "yes" to #3, you know Susan makes the decisions, not Bert. However, you will have to
respect Bert's position and sell him on your proposal. Otherwise, it will never go any further.

Question #4 is what I refer to as corporate cascading. Susan introducing you to Bert. Powerful stuff.
Because your introduction to Bert was through Susan, Bert will be receptive to meet you. Bert won't be
upset with you for going over his head because you have never met him before. He can only be curious
as to your approach.

If Susan is not in the office or is unavailable, try to meet briefly with her executive assistant. Assistants
can be informative and helpful. They may also book appointments for Susan. If not, ask her to check
with Susan for available meeting times.

The Susan/Bert strategy is a very effective approach to cold calling. I have used it successfully for
years. Rather than do a typical cold call where you leave a business card and a brochure and depart
empty-handed, consider implementing the Susan/Bert strategy.
However, before you throw this book down and protest your resistance to cold calling, you don't have to
do it all the time. I'm not suggesting that cold calling become your modus operandi, but it can be very
effective at appropriate times. The two best times are to fill in blank time caused by cancelled
appointments, or to plan a half day in a certain area of your territory to cold call. For example, upon
learning that your 10 AM appointment was cancelled, don't go back to the adult daycare center, go cold
calling and make productive use of the time before your next appointment. My informal research
suggests that 50% of the time you cold call, you find at least one new potential account. As Woody
Allen says, "80% of life is showing up."

Although prospecting is the lifeblood to any successful business, it remains one of the most feared and
avoided activities of selling. Overcoming reluctance to prospecting means developing a plan, setting
goals, and keeping good records. To help build your confidence, you may want to consider doing a
"ride-along" with an experienced sales entrepreneur who is good at prospecting. Tag along for the
afternoon and simply observe how it's done. Observation is a powerful learning tool.
As you build your confidence, experiment with different methods and ideas to find the prospecting
combination that works well for you and your business. There is no single universal method, no optimal
mode to fit all situations. Your prospecting strategies need to be situational to your sales arena,
maximizing your ROT (return on time equity). I don't suggest that all 22 ideas will work for you but do
concentrate on developing a combination of methods and you will see it stimulate your business and
drive real growth. Become an expert in the methods that have the greatest impact on your productivity.
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Congratulations, you have now completed Step #3
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Chapter 6: Building Rapport and Trust: Behavioral
Behavioral flexibility is proving to be one of the most useful tools you can add to your intellectual
inventory, your professional equity. Understanding style types and learning how to adjust (not change)
your approach fosters rapport and trust with your customer, while helping meet and exceed your
customer's communication expectations. Sales entrepreneurs understand that the full dynamics of
interpersonal communication go beyond the basic communication model of sender (encoding) and
receiver (decoding).

Different customers require different selling approaches. Behavioral flexibility provides a tool for us to
adapt to different selling situations. Its application continues to grow in popularity as business people
learn to appreciate the tremendously positive impact behavioral flexibility has on relationships.

Building and maintaining rapport and trust are the cornerstones to any relationship. So what's the
difference between rapport and trust? Rapport can be instantaneous or developed in a very short period
of time. It means having something in common with the party you are meeting. Part of forming a first
impression is deciding whether you like this person enough to continue the conversation without
barriers. Sometimes when you meet someone new, you instantly feel good about him or her. Rapport
develops quickly. Perhaps it's like the "love at first sight" feeling. Trust takes longer. Trust is developed
over time and is based on honesty, consistency, integrity, and professionalism. It's following through on
your commitments and promises. I may initially like you (rapport) but it may take a bit of time before I
trust you. Thus, rapport and trust must work in accord for the relationship to advance. These are two
common denominators to any endeavor in life and to any relationship, including relations with your
internal customers, kids, siblings, and spouse.

The pioneer who developed the psychology of style types was a Swiss psychologist, Dr. Carl Jung. He
initially observed differences in his parents' behavioral styles and his fascination led to years of studying
the differences among people. He began his research in the late 1800s and in 1921 he wrote Psychology
Types. Jung's research eventually revealed four basic behavioral types: Initiator, Thinker, Feeler, and
Sensor. Most of his work focuses on internal characteristics that lead to external behaviors. Another
point to consider: It is suggested that you are born with a predominate style that does not change as
you go through life. Once a thinker, always a thinker. That's not to say you don't experience traits from
the other styles; you do. Jung's work simply suggests that you have a primary personality style. The
four styles I refer to later in this chapter are Socializer, Director, Thinker, and Relater, all evolving from
Carl Jung's work.
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How Do I Get Them to Like Me?
Behavioral adaptability is the key to successful application of the behavioral flexibility model.
Adaptability means you have the maturity and confidence to behave in a style that may not be your
primary style, but that reflects the style of your customer. Sales entrepreneurs consciously go out of
their comfort zone in order to establish a relationship of rapport and trust.
By recognizing the styles of yourself and others, you can adapt your behavior to fit the situation.
Adapting speeds up the likeable factor. People are naturally drawn to like-minded people with similar
styles. If you can embrace and parallel the behavioral style of your customers, they can't help but
appreciate your approach and, consciously or unconsciously, begin to like you. In their book, The Art of
Speedreading People, Paul and Barbara Tieger talk about the tremendous sales advantage of
speedreading your customers”identifying the customer's style type and adapting. They go on to
suggest that your next goal is to speed-reach your customer”communicate on the customer's own
level based on the style type you have identified. You need to observe and listen carefully to your
customer and respond in the way that best accommodates his or her behavioral type.
Developing your skill in reading and interpreting people's behavioral style helps manage the initial
tension that exists in any new relationship. As Tony Alessandra says in his book, People Smarts, "You
can learn to adapt your style to handle different types of situations, even the more difficult ones that we
encounter in the real-world laboratory of life." He goes on to suggest this tool is not about changing, it's
about acting in a "sensible, successful way" to nurture a lasting relationship. Perhaps Dr. Richard
Carlson says it most succinctly in his book, Don't Sweat the Small Stuff... and it's all small stuff:

For many people, one of the most frustrating aspects of life is not being able to understand other
people's behavior. We see them as "guilty" instead of "innocent." It's tempting to focus on people's
seemingly irrational behavior”their comments, actions, mean-spirited acts, selfish behavior”and get
extremely frustrated. If we focus on behavior too much, it can seem like other people are making us
miserable. It's true that other people do weird things (who doesn't?), but we are the ones getting upset,
so we are the ones who need to change. I'm merely talking about learning to be less bothered by the
actions of people.
Carlson goes on to suggest that, "When someone is acting in a way we don't like, the best strategy for
dealing with that person is to look beyond it and see the innocence in where the behavior is coming

Parallel to Carlson's thinking, I offer this explanation of behavioral flexibility: An understanding of the
behavior model gives us the patience to tolerate other people and their actions”including internal
customers such as spouse, kids, and family. You can't change your style or other people's styles, but
you can change the relationship.
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Four Behavioral Styles of Customers
The following style grid outlines the four styles and positions them in relation to the vertical and
horizontal axis.

The vertical axis is the openness scale, which refers to how willing the person is to be open and to
reveal what is happening on the inside. At the top, we have highly open, talkative, friendly,
relationship-oriented individuals: extroverts. At the bottom, we find self-contained, quiet, very closed
individuals: introverts. The introverts are self-contained people, usually expressionless, not revealing
their feelings, thoughts, or emotions. Their world is internal and it can be difficult to read them or know
what they're thinking. Comparatively, the extroverts readily show excitement, joy, enthusiasm, anger,
and a variety of emotions.
The horizontal axis is referred to as the directness scale: direct or indirect. People who are direct, on
the right side, make decisions quickly and easily: not a lot of details are required. These people are
spontaneous, "Sure, sounds good, let's do it." Their motto is, "It's easier to get forgiveness than
permission." People who are indirect, on the left side, are not as comfortable making quick decisions.
They move more cautiously, arriving at a decision more slowly. A direct individual may very well get
frustrated by the amount of time an indirect person takes to make a decision. Conversely, an indirect
person is not impressed with how quickly and recklessly a direct person makes decisions. It's all about
understanding that people are different. Your interactions with people succeed when you heed their
external signals. Interactions fail when you ignore the signals. Now for the bad news and good news:
the bad news is there is only one thing you can control and change; the good news is, it's you. Don't try
to change other people; you can't. The high divorce rate proves it. Even marriage counselors are in
agreement that the behavioral flexibility model goes a long way toward improving relationships. The
following pages outline the primary characteristics of each style. Let's have a look at each style and as
you read through them, try to ascertain the style that best fits your behavior, at work and at home.
These are fun-loving extroverts, social people who are full of life and always appear to be enjoying
themselves, having fun. Their preference is party first, business second. The best way to get their
attention and build rapport is to have fun with them before you get down to business. They are
energetic, enthusiastic, talkative, and literally the life of any party. They are sharp dressers, very stylish,
and sometimes outrageous. Socializers are not afraid of drawing attention to themselves; in fact, they


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