Management Consultant, Executive Recruiter, Author, Public Speaker;
My blog, "Fighting Alligators" is geared to the over 50 job-seeker; people interested in starting their own business; and freelancers looking to become more successful.
I have 22 years of experience with Fortune 500 Brands in Strategic Planning and General Management. For the past 22 years, I have been President of New Century Dynamics, Inc., an Executive Search Business I started and own. My company is in the business of providing Consulting and Executive Search Support to our client base. In 2014, I helped create ITB Partners, an Association of freelance management consultants.
The Chief Operations Officer is responsible for all restaurant operations and delivering a guest experience, optimal profit, and franchisee satisfaction levels consistent with the goals set for the brand. As part of the senior management team, the COO is responsible for the development and execution of policies, procedures and financial strategies that align with the strategic direction of The Company. The COO must work cross-functionally with all departments to ensure the proper implementation of all systems and strategic alignment throughout the chain. A comprehensive annual operating plan to support successful growth and alignment with the strategic plan is essential.
IDEAL EXPERIENCE
The successful candidate has had approximately ten years of related experience in the restaurant or hospitality industries. A Bachelor’s Degree in Business or Restaurant & Hospitality Management is required. An MBA is a plus, but not a requirement. Experience in a multi-unit, franchised environment with 100 or more locations is desirable, as is the demonstrated ability to develop and lead major strategic initiatives. Experience achieving and maintaining high levels of customer service in a retail environment is required.
IDEAL PERSONAL PROFILE
We are seeking a results-oriented individual with an entrepreneurial spirit who has proven restaurant management skills. The successful candidate is well organized, with an eye for detail. The ideal candidate is a team player that can help lead this organization to “best in class” status while maintaining high levels of morale and customer service. Strong written and oral communication skills; problem-solving, and decision-making abilities are required, as is the highest standards of ethical behavior. A positive “can-do” attitude with an optimistic view of problem-solving and conflict management a must.
We’re into the holiday season, which means you’ll be attending year-end parties and networking events. Now is a good time to discuss how to make those events more productive. As you would expect, I spend a lot of time networking, in groups and one-on-one. Over time, I’ve become more selective about the invitations I accept. I place a high value on my time, so I attend events offering the best outcomes. A little research goes a long way. I want to know who’s attending and whom to meet. That is one way to generate a better result. Knowing the host is an important factor in these decisions. Some attract high-quality participants, but others don’t. This week I attended two very successful events that were distinctively different.
Monday evening, I attended an “An Evening of Introductions” hosted by Susan Knox of Corporate Connections. I have known Susan for many years. Her events are excellent. This meeting was held in Marietta, Georgia at the offices of a prominent Law firm. This venue is well equipped with a large private meeting room that opens into a common area with a kitchenette. “An Evening of Introductions,” began with a closed-door meeting of twenty-five, high-profile business leaders and executives for emerging brands. These are people I should know.
Susan opened the meeting with a warm welcome and an overview of the agenda. That was followed by personal introductions from the attendees. This is the standard way to begin most meetings, however, Susan gave each of us three minutes to pitch our businesses. She added a bit of color as she introduced each participant, providing an interesting personal comment. It was a nice touch. Excellent communication skills were on display. Note pads were provided to jot down key points from each. I seldom recommend a three-minute elevator pitch, but it was effective for this format. It helped me determine who to talk with and interesting ways to start each conversation. As I was one of the last to speak, I had time to make my story most interesting. I was pleased with my performance.
When the formal meeting ended, the networking began. The doors were opened to the remainder of the guests, and cocktails and hors d’oeuvres were served. I found it to be very productive. These folks know how to network! Whenever possible, I will attend Susan’s events.
Ten Keys to Better Networking
Be selective about the events you attend.
Be professional.
Know who’s on the guest list.
Ask the host in advance “who do I need to meet?”
Stay long enough to make connections then follow up quickly.
Enjoy the cocktails and snacks in moderation.
Dress for the occasion – You cannot be overdressed.
Find common ground to initiate a conversation.
Don’t be bashful – people want to meet you!
Bring Business cards, but don’t offer them until asked.
Two days later, I attended my first-ever political event. This was for an ITB Member recruited to run for state office. I didn’t know what to expect, but I was confident that I would be with friends, and friends of friends. I was not disappointed. Most of these folks are active in the political arena, including a few that are running for state and federal office. They are networking pros! I didn’t meet anyone who wasn’t interesting and friendly. In many ways, it was like hanging out with neighbors. The first question was usually about our connection to the candidate. That is a great, non-threatening way to begin a conversation! I made several good connections; one is a direct bullseye that should lead to new business.
I was happy to have attended this event. The venue was perfect. The side room of a local bistro, it was cozy but large enough to accommodate the guests. The importance of the right venue cannot be overstated. Based on my relationship with the candidate, I expect to attend more events and support her campaign. I don’t expect to jump into the political arena, but I can add value at the periphery.
If you are interested in becoming a more effective networker, use the season to practice the suggestions presented here. I think they will be helpful.
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I had arrived a little early for my luncheon meeting with an alumni friend. We get together about once a quarter to catch up, to discuss relevant issues about our university and the local alumni chapter. It was a workday, so I was dressed in business casual attire; a navy-blue blazer, a white shirt, gray wool trousers, and black shoes. My typical uniform. As I had some time to kill, I decided to visit a nearby menswear store that I patronize from time to time.
I received a warm welcome from one of the staff members who gave me a general overview of the merchandise they recently stocked. He was helpful, in an unobtrusive way, giving me the opportunity to become familiar with their merchandise. As the season is changing, there are a few items I want to add to my wardrobe, so I wasn’t killing time entirely.
While wandering around the store another employee approached me and slipped a white pocket square into my jacket pocket. He complimented me on my appearance and said that the pocket square completed my look. I was pleasantly surprised by his action, thinking that he presented me with a gift. Well, maybe I was a bit confused as I didn’t take it as an overt attempt to make a sale. His action created an opportunity for us to interact further as I continued to review their merchandise.
When it was time to go to the restaurant, I made my move toward the door, thanking the sales associates and promising to return. The associate who presented me with the pocket square, still in my pocket, asked if I would like to pay for the item. I had totally forgotten about it, especially since I had processed it as a gift. When I realized my mistake, I had to laugh. It was a funny situation, although somewhat embarrassing. He got me! How could I refuse to pay for the pocket square? I paid for the item, thanked them again, and went off to lunch. I’m a big fan of pocket squares so I am happy with the purchase.
Driving to my office after lunch, I thought back to the situation at the men’s store. I had to laugh at myself again for missing the obvious point of his gesture. But something was nagging at me. I admit that it was a clever sales technique, however, it felt deceptive.
I may have been confused because no one has ever put an item in my pocket that wasn’t meant to be a gift. Typically, a sales associate will bring me an item, often a tie, to show me how it complements my jacket or suit coat. He wouldn’t tie it around my neck, but maybe drape it over my sleeve. If I showed interest, he might take me over to a mirror to see how the tie would look in relation to my shirt and jacket. In those situations, I would hold the tie, folding it in a way that would allow me to bring it to my shirt collar to resemble my appearance if I were wearing the tie. I would manage this process, not the sales associate. During this time, he might talk about the item, speaking to the quality, the price, and how well it complements my attire. You know, selling.
In my recent interaction, the sales associate didn’t tell me anything about the item or the price which failed to reinforce the act of selling the pocket square. OK, call me naïve, but I am confident that you would’ve reacted in a similar way if only for a moment.
I admit it was a clever technique if not a hit-and-run tactic. He made a small sale, and I do like the pocket square. However, I am not motivated to return to that location or to work with that associate. I hold no animosity toward him, but he didn’t create mutual trust and respect that would motivate me to return.
Often, it’s the little things that make the biggest impact. When working to build a relationship we should be mindful of our behavior. We want to ensure that we don’t send any conflicting messages. Hit-and-run tactics will limit you to a low-level sales rut, with few return engagements. A lack of clarity or candor will inhibit the formation of relationships. In that event, you may never have an opportunity to work with many prospects. I may have returned to that store if the pocket square had been given as a gift, or if the sales associate had presented the item differently. I guess we will never know.
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A lagniappe (/ˈlænjæp/ LAN-yap, /lænˈjæp/ lan-YAP) is “a small gift given to a customer by a merchant at the time of a purchase” (such as a 13th doughnut on purchase of a dozen), or more broadly, “something given or obtained gratuitously or by way of good measure.”[2]The word entered English from the Louisiana French adapting a Quechua word brought in to New Orleans by the Spanish Creoles. From Wikipedia
Last week’s article mentioned the value of gift-giving to build relationships and generate new business. This week I was on the receiving end of several offers that reinforced the value of gifting. The most memorable situation occurred while talking with a prospective new consultant, Linda. Linda recently left a corporate career to strike out on her own, as a licensee of a National Brand that markets productivity enhancing solutions. We talked about her program’s benefits and I told her about our business model. At the end of our conversation, she invited me to complete a complimentary on-line diagnostic to determine how I might benefit from her services. It was gift of a free service. I was intrigued and gladly completed her survey. Her diagnostic is an excellent way to qualify new clients and since she captured my name and email address, she has what she needs to build a long-term relationship. Naturally, I did the same.
Early in my career, I spent five years working for Hickory Farms of Ohio. Hickory Farms built its business by offering gifts of free samples. Employees would greet shoppers passing in front of their store with the offer of a free slice of Beefstick Summer Sausage. While the shopper was enjoying their sample, the employee would tell them about the product and ask if they liked the taste of the item. A positive response from the shopper (commitment) began a conversation often leading to a sale. Today, sampling is a common practice used in restaurants and grocery stores.
Gift giving is a practice deeply embedded human culture. We know that throughout history, especially in the political realm, it was customary for visitors to present their host with a gift. The more important the host, the greater the gift. Gift giving is still a common practice, especially between people with established relationships. However, most larger companies have established rules for accepting gifts to ensure ethical behavior. In my experience these rules usually govern the acceptable value of the gift and full disclosure. Giving gifts is an excellent way to say thank you and to demonstrate appreciation, however, gifts can also be an effective way to establish a relationship.
Reasons for offering a gift:
To build and reinforce relationships/loyalty
To show love, devotion, and respect
Symbolic communication
To help others (altruism)
To find a mate
There is an entire industry segment (Promotional Products) devoted to gift-giving as a marketing tactic. I am confident that you have received items from companies that want your business. Typically, these are small items with a low monetary cost, but high utility value, which includes the giver’s logo, a tagline, and even a telephone number or email address. Items like coffee mugs, writing utensils, and key fobs come to mind. Every time you use the item you recognize the logo and think of the gift giver.
Linda’s technique is a classic way to generate new clients. Other similar offers include White Papers, Research Reports, Directories, and Training, among others. These offers are seldom 100% current or complete so they provide limited value but are useful ways to whet one’s appetite for more. Another effective technique is to offer a limited engagement at a modest price that adds value at minimum risk. I am not a fan of conducting this work for free as doing so tends to diminish one’s brand value. These entry-level projects are typically diagnostics that help the client validate the nature and scope of a perceived problem. It is a useful way to solidify a working relationship with a goal to stimulate further engagements.
If building relationships is an optimal way to generate new business, giving gifts is an effective way to establish a relationship. Offering gifts is aligned with established cultural norms that convey respect and appreciation. Giving a gift invokes the concept of reciprocity, another cultural norm which creates a perceived obligation for the recipient to respond in kind. Hopefully, the recipient will feel obligated to give you a fair opportunity to pitch your business, if not actually contracting your services. Whereas gifts of intellectual property may provide immediate value, smaller physical items with your company logo and contact information will serve as a constant reminder to the prospect. Limited engagements at a lower cost, while not necessarily considered a gift, is an effective way to solidify a relationship. These engagements can serve as a foundation for larger, more profitable contracts. In conclusion, while you are attempting to establish a relationship consider the viability of tangible and intangible gifts to facilitate the process.
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ITB Partner, Erica McCurdy launches her political career by entering the race for GA District 95.
Come by to mix, mingle, and meet Erica McCurdy, Candidate, State House of Representatives, 95th District. We live in a great community and we want to celebrate and talk about how we can be even better together. We look forward to seeing you!
Let’s work together to stop the partisan bickering and make an IMPACT on Georgia’s 95th. I have a history of rolling up my sleeves and getting the work done. That is exactly who I am, what I have always done, and what I will do as your State Representative.
When:
Wednesday, November 20, 2019, at 6:30 PM – 9 PM EST
“Introduction to FAIR Quantitative Risk Analysis Methodology”
Donna Gallaher provides Information Security and Operational Risk Management Advisory Services giving Boards of Directors and Senior Executive Management Teams the tools and expertise they need to navigate the unfamiliar waters of evolving markets. We facilitate collaboration among your company’s business units to develop policies and operational risk mitigation strategies appropriate for your risk tolerance. Donna will present:
Ms. Gallaher served as a C-Level Strategic Advisor in IT and Cyber Strategy for multiple global companies for over 15 years drawing from her previous successes in engineering, solution selling, IT operations and leadership. She provides value to clients by thoroughly understanding business and regulatory requirements, assessing obstacles and translating technical challenges into business risks allowing technology to function as a business enabler. Linkedin
The Atlanta chapter of the Business Executives Networking Group (BENG) is a multidiscipline, independent group of job seekers, those currently employed and business networkers, who are willing to help others. Current membership includes mid to senior-level executives with over ten (10) years of business experience. Past attendees have come from financial management, information technology, legal, manufacturing, engineering, transportation, logistics, distribution, and general management industries. We actively seek new members from all disciplines.
It’s been a while since I thought much about the process I employ to generate new business. Even though I’ve been managing my business for over twenty years, I don’t think about the processes I use to generate more business. I have an effective system in place which I execute diligently. Building relationships with prospective clients has become second nature, almost intuitive. Recently, I have been thinking a lot about my business development systems and processes, however. Since making a commitment to deliver a presentation on selling consulting services, I’ve been compelled to reconsider the matter. As you would expect, the subject has been on my mind quite a bit lately.
Friday, I discussed my progress on the presentation with my friend Faith. During our discussion, I mentioned that I hadn’t chosen a topic for this week’s blog post. I said that I would like to continue the theme of the last few weeks, building relationships. She suggested that I write about building professional relationships that generate new business. I liked her idea and I’m pleased to continue exploring this subject.
As I think about it, my work is all about building and strengthening relationships. People come to me seeking new jobs and career advice. I like to do what I can for them. Although I may not be able to help them immediately, I believe it’s important to understand their needs and aspirations. At some point, I will learn of an opportunity to provide assistance. By doing so, I am creating a foundation for a long-term relationship.
Mary’s situation is a good example. Mary is in the process of closing the family business and moving her residence to Atlanta. She came to me looking for help transitioning from her position as COO for an industrial company to become an employee for another company. Currently, she is not able to devote 100% of her time to job search, so starting the process has been prolonged. I immediately connected her with two networking groups to begin her transition.
Two weeks ago, we scheduled a call to discuss her situation. I had promised to review her resume and owed her my feedback. After providing my thoughts, she asked if I would take her on as a coaching client. I agreed, of course, and we scheduled a follow-on, face-to-face meeting. Reflecting on our interaction, we developed a relationship that resulted in new business for me. She came to trust me because I demonstrated a sincere interest in her career aspirations. I connected her with others who could be helpful and provided suggestions to improve her resume. Stated another way, I showed a genuine interest in helping her and demonstrated my capabilities. Interestingly, I never pitched her on the idea of becoming a client.
Selling consulting services is about selling an intangible product. One cannot touch, hold, see, smell, or hear the product. It is something that can only be imagined. Those buying consulting services are taking a leap of faith. In many ways, the process is the same as completing a successful series of job interviews. The candidate’s primary objective is to establish rapport with the hiring manager. After all, we want to work with people we like and who like us. To achieve a successful outcome, one must establish a personal connection. So, building rapport requires effective interpersonal skills. Those skills include the following:
Empathy – needs assessment
A Positive Mental Attitude
Appreciation/Gratitude
Mutual Respect
Accountability
Offer something of value – a gift.
Professionalism
Honesty and forthrightness
As with any job interview, you are being evaluated on every step of the selection process including an offer of employment. As you work to gain the prospect’s confidence, your working style and ethics are on display. The prospect is becoming comfortable, or not, with the idea of working with you. A well-executed process is critical! I cannot overemphasize the importance of this phase of the sales cycle.
Selling consulting services is a process governed by the fact that you are selling an intangible product, the prospect’s desired outcome. As a consultant, your job is to make the product tangible and mitigate the prospect’s doubt. You are the product! The attributes of the product you’re selling are your attributes: competence, professionalism, empathy, and ethics among others. You will demonstrate these attributes by developing a working relationship with the prospect. By developing solid relationships, you will ensure the success of your business.
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I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
The October 2019 issue of Atlanta Magazine, in partnership with an independent research firm QMI Research, named Kevin Garrett as a 2019 FIVE Star Wealth Manager. This is the sixth consecutive year that he has received this award, and the seventh in eight years. Kevin is a partner of Integrated Financial Group, a consortium of professional advisors.
“I’m appreciative of the recognition of this award. While its great to be included in this group, we always strive to improve our client’s experiences, like our Return On Life program that we are rolling out this year which is designed to give our clients the best chance to live their ideal life,” Garrett commented.
The Five Star program is the largest and most widely published wealth manager award program in North America. As part of the updated research process for the Five Star Wealth Manager program, firms and peers nominate award candidates. Award candidates are evaluated against 10 objective criteria to determine the Five Star Wealth Managers in more than 40 major markets. The updated Five Star Wealth Manager award process includes:
Eligibility Criteria – Required: 1. Credentialed as an investment advisory representative or a registered investment advisor. 2. Actively employed as a credentialed professional in the financial services industry for a minimum of five years. 3. Favorable regulatory and compliant history review. 4. Fulfilled their firm review based on internal firm standards. 5. Accepting new clients.
Evaluation Criteria – Considered: 6. One-year client retention rate. 7. five-year client retention rate. 8. Non-institutional discretionary and/or non-discretionary client assets administered. 9. The number of client households served. 10. Educations and professional designations.
3,197 award candidates in the Atlanta area were considered for the Five Star Wealth Manager award. 285 (approximately 9% of the award candidates) were named 2019 Five Star Wealth managers.
You can see the listing in the October edition of ATLANTA Magazine
My firm specializes in working with people that experience what we call “Sudden Income.” Typically the income came from one of these events:
1) Accessing and Managing Retirement Assets
2) A Performance Contract (Typically a Sports or Entertainment Contract)
3) Divorce Settlement
4) An inheritance or Insurance Payout
5) Sale of a Business or Stock Options
6) A Personal Injury Settlement
I believe the unique nature of these events requires specialized professional experience, empathy, and communication to deal with both the financial changes and the life changes that inevitably come with them.
My clients value my ability to simplify complex strategies into an actionable plan. They also appreciate that I am open, non-judging and easy to talk to about their dreams and fears. Each client defines financial success differently and my goal is to guide them from where they are now to where they want to be. As my client’s advisor, my goal is to provide them with a lifetime income stream, improving returns, protecting their funds and managing taxes.
Firm Specialties:
Retirement Planning For Business Owners & Executives
Woman’s Unique Financial Planning Needs
Professional Athletes
Investment/Asset Allocation Advice
Estate Planning
Risk Management
Strategic Planning
Kevin was listed in
The Wall Street Journal as “One of the Financial Advisors In The Southeast That You Need To Know”
Kevin was listed in Forbes Magazine’s Annual Financial Edition as a Five Star Financial Advisor
Kevin has been awarded the Five Star Professional Wealth Manager in Atlanta Magazine in 2012, 2014, 2015, 2016, 2017 and 2018.
Award based on 10 objective criteria associated with providing quality services to clients such as credentials, experience, and assets under management among other factors. Wealth managers do not pay a fee to be considered or placed on the final list of Five Star Wealth Managers.
KEVIN GARRETT, AWMA, CFS
Integrated Financial Group
200 Ashford Center North, Ste. 400 | Atlanta, GA 30338
It isn’t often that I can observe my clients during their day-to-day interactions. In my twenty years as an Executive Recruiter, I have observed only five interviews conducted by a client. I found those situations interesting and most helpful. As a coach and consultant, I usually rely on the client’s after-the-fact recollections of an encounter. This is not ideal, as I only hear one side of the story. Sometimes, I am fortunate enough to observe the encounter in real-time. Those opportunities, however rare, result in a treasure trove of useful information. I had one of those opportunities this past week.
I spent some time with a prospective client this week. It was an unusual situation as I was working with another client, who happens to be a vendor for the prospect. This prospect has come to know me through my work with his vendor. Apparently, he likes my style and has talked with me about an engagement. So far, the discussion has been preliminary. I recognize a possible conflict of interest with my current client, which I intend to avoid.
My client and the prospect are typical entrepreneurs. They are hyperactive, creative types. Maybe even a little ADD. Although affable and engaging, they share a common weakness, communication skills. When they aren’t understood, or work is not completed as they had envisioned, they become frustrated. It’s as if they expect others to read their minds. The resulting admonitions are unprofessional, unproductive, and borderline nasty. They fail to provide clarity to their expectations and how to correct the issue if required. I am amazed that neither recognizes the problem, but they aren’t happy with the symptoms. My client has come to the realization that changes must be made if there is to be a productive working relationship with the prospect. Clearly, they lack self-awareness regarding this issue.
While with them this week, I experienced their interactions firsthand. I observed the prospective client’s interaction with others including his employees, vendors, and customers. I observed his interaction with my client and a few of his subordinates. They were interesting and revealing. In one case he admonished an employee for his failure to complete an assignment. The prospect was agitated that the employee had not completed more work, challenging his work ethic. The prospect continued to repeat, “you’ve got to step up your game.” Regarding this encounter, I witnessed the instructions the employee received from my prospective client. The employee did exactly what he was told to do. The prospect failed to recognize the work completed by his employee and never explained what should have been completed. My take on the situation is that the prospect was worried about something else and unloaded his frustration on the employee. Not exactly what I would call a positive management style. The confrontation was a waste of time and detrimental to the employer-employee relationship.
I observed similar conversations between my client and the prospect. Those conversations included contradictory instructions and failure to establish clarity. At one point, the prospect told my client “we must slow this project down,” then later, “you must speed up your work!” Totally contradictory. When debriefing my client, I recommended that he make greater effort to achieve clarification. I suggested he ask questions and take cogent notes. Then confirm back with the prospect to ensure mutual understanding. Simple right? Well, not necessarily. The other point is to make better use of technology. I recommended that my client use email, text messaging and meeting scheduling tools to ensure understanding.
This post is about working through a dysfunctional relationship, the need to improve one’s communication skills and the importance of hiring a coach or maybe even an Organization Psychologist. I will continue my discussions with the prospect as I know I can be helpful. At this point, the prospect needs a coach more than a consultant.
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I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
As you would expect, I spend a lot of my time promoting ITB Partners to prospective clients who may need our consulting services. Additionally, I talk with many people who want to affiliate with our company to leverage their resources and create a sustainable independent consulting practice. This week was typical in that respect.
Of course, all my meetings are interesting. I learn a lot from these conversations. One conversation stood apart this week. I received a phone call from a lady I have known for many years. A millennial, she’s been developing a sideline business. She started by purchasing unclaimed freight and reselling that merchandise through Facebook. As she learned about her customers and her skill set, her business became focused on selling women’s clothing. She has positioned herself as a fashion consultant. Her unique selling proposition is helping women purchase clothing that best suits their body type and personal style. As her business model requires consultative selling, I was very interested to learn how she connects with her clients and the process she uses to generate business. She was very gracious as she answered all my questions.
Consulting services are categorized as intangible sales. The product we sell is an improved future ‘state of being’ compared to the current situation. The desired ‘state of being’ cannot be experienced physically. One cannot see the outcome with their eyes; they cannot touch or taste the product as it currently doesn’t exist. The product may be a significant increase in revenue, lower operating costs, greater profitability, or reduced risk. These states can be measured only after they have occurred. Those of us selling consulting services must conduct ourselves like a physician. We want to make our clients feel better.
Last week I wrote about the value of listening which I believe to be an essential skill. I am convinced that it is the most important tool required to be a good consultant. I have been faithfully working to improve this skill. Toward that end, I remind myself to concentrate on what the other person is saying and to squelch thoughts about my response. As with most sales processes, my meetings are about gathering information to qualify prospective clients, not to debate. I endeavor to listen carefully and ask questions that yield useful information. Asking the right questions is required to keep the conversation flowing.
I am fond of using the physician as an analogy for the consultant. Before the physician can convince the patient on a course of action (to resolve a problem) she must gain the patient’s trust and confidence. The patient must be assured that the physician is prescribing a treatment that is in their best interest and that the physician is competent. It is the same process for an independent consultant. The first step is to gain the trust of the prospect and then to establish confidence. To begin the process of creating trust, the consultant must establish rapport. We do that by asking questions and listening thoughtfully to the prospect’s response. Questions that reveal the prospect’s situation, concerns, and fears help the consultant understand the nature of the problem to be solved. It also demonstrates empathy which establishes rapport. Like a physician, we want to know ‘where it hurts,’ and to understand the prospect’s ideal situation. Asking follow-up questions shows the prospect that you have a sincere interest to help them resolve their problems. Sincerity on your part will establish trust.
When you’ve established trust, you can work to gain confidence. Establishing confidence is based on quantifiable results. In other words, how many times have you completed the prescribed work and what is your success rate? If you are a surgeon prescribing a heart transplant, the patient will want to know how many heart transplants you’ve completed and if you lost any patients. This is a good time to have references available to ‘sing your praises.’
To be successful selling an intangible product like consulting services requires that you create a bond with the prospect. Creating a bond, or establishing rapport is accomplished by listening carefully to understand the prospect’s pain. Asking follow-up questions to completely understand the extent of the prospect’s situation helps ensure that you will close the deal. So, take time to ask good questions, listen carefully, and close more deals.
Thank you for visiting our blog.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
As you would expect, I spend a lot of my time promoting ITB Partners to prospective clients who may need our consulting services. Additionally, I talk with many people who want to affiliate with our company to leverage their resources and create a sustainable independent consulting practice. This week was typical in that respect.