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The 21.5 early warning signals that the prospect is ready to buy.

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Question: When is the prospect ready to buy?
Answer: He or she will tell you if you just pay attention (aka listen).

The link between the presentation and the close of the sale are buying signals. Recognizing the signals to buy is one of the nuance areas in the science of selling. I don’t believe that selling is an art, I believe that selling is a science. There are nuances to the process.

When you get a buying signal, the science is you taking action. The nuance is your ability to recognize the signal. If you listen to the buyer, he or she will give you the signals. One of the problems is that salespeople don’t listen very well.

Buying signal quiz: The biggest buying signal is a…
(A) Body signal or body language.
(B) A question asked by the buyer.
(C) An objection.

Is it (A) body language? NO! That is a manipulative piece of crap!
Is it (B) an objection? Sometimes. The buyer is asking for information in addition to what you said, or different from what you said.

The answer is (C) a question. You may just be thinking of them as questions that the buyer is asking… but that’s a big listening mistake! An objection means you haven’t sold me yet. But a question indicates genuine buyer interest. Your job is to listen beyond the question. Your job is to listen for the motive. Motive is a short word. Short for motivation. Get it now?

When you hear the question, that’s your signal to begin to ask for the sale or know that the sale is imminent if you answer in a way that reduces risk or creates some kind of green light to enable them (you) to move forward.

As a professional salesperson, your job is to recognize the question, the buying signal and then convert it to a sale. Recognizing it is the hard part. Here are the “how to recognize” ground rules…

  • Here’s a rule of thumb: Any question asked by the prospect must be considered a buying signal!
  • Here’s a rule of dumb: Preventing the question from being asked by talking too much, thereby preventing you from uncovering vital elements to make the sale.

Your job is to ask customers and prospects in order to give them an opportunity to think, respond, and ask you. Questions beget questions.

  • Here is a rule of dumb dumb: avoiding the question by being sales cute. EXAMPLE: “Ahhhh how much is this?” “Well, how much do you want to pay?” Or even ignoring the question, which is what they taught you in old, manipulative sales school by saying if they really want to ask that question they will ask it again. Give me a break!

Don’t try and make the prospect feel bad while you use your arrogance and actually go past the sale.

But here is the rule of dumb da dum dumb. Answering the question and not asking for the sale. That would be called a big big big mistake.

So, here are the 21.5 buying signals and questions to look for:

1. Questions about availability or time. Are these in stock? How often do you receive new shipments? Now let me explain something to you. There is a principle in selling, which is the principle of leaning forward. Questions make the prospect lean forward with interest to the answer that you provide. Now, when you understand these signals, you’re going to notice them all the time. Your job as a salesperson is to get the prospect to lean forward with interest. “What is your normal delivery time?” “What’s the warranty?” How much more of a buying signal could you want?

2. Questions about delivery. “How soon can someone be here?” Well, when do you need it? “How much notice do I have to give you?” Answer their question, and at the same time ask them a question to begin confirmation of the sale.

3. Questions about rates, price, or statements about affordability. This is a big one. “How much does this cost?” “What is the price?” “I don’t know if I can afford it.” What they are saying is “I want it!” The only question is how much? So the next part of that would be…

4. Questions or statements about money. “How much money would I have to put down to get this?” Or even, “This costs too much.” Those are huge buying signals. When someone wants to know the price, or what the terms could be or even if they are objecting to it, it means that they are interested in it.

…There’s MORE – #5-21.5 coming over the next two weeks. Stay tuned for more buying signals.

Reprinted with permission from Jeffrey H. Gitomer and Buy Gitomer.

About the Author

Jeffrey GitomerJeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at [email protected].

3 Simple Ways Productivity Leads to Your Best Self

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What do you think of when you hear the term “self-improvement”? If you’re like a lot of people, you might imagine working your way through giant stacks of self-help books, starting an intensive new exercise regimen, or devoting more time to charitable causes – all of which are certainly worthwhile ways to improve oneself.

However, the path to self-improvement isn’t always about drastic lifestyle changes. Sometimes the easiest way to get started on the journey to a better version of you is just by doing the little things to get organized, make a plan, and recognize the everyday effort it takes to get there.

Improving your productivity is a simple place to begin – and with World Productivity Day upon us, there’s no better time than now to start discovering your best self! Here are 3 ways to do it:

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About the Author

Johan GunnarsJohan Gunnars is an entrepreneur and CEO and co-founder of Simpliday – Meetings, Reminders & Email in One, a new iPhone calendar app allowing users to achieve a more organized and efficient life by bringing together meetings, reminders and email in one customizable, beautiful, user-friendly app. Johan experience in productivity, software, e-commerce, consumer electronics, among others, leads him to focus on how companies and products can make a difference while connecting to the overall vision and strategy. Johan is based in Malmo, Sweden. For more information about Johan and Simpliday, visit Simpliday.

Is Your Business a Commodity or a Resource?

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How are your services and the people providing them viewed by your clients? Are you a commodity readily available anywhere? Or are you a resource where skill, judgement, and critical thinking are valued and rewarded? The difference is important to your business future.

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About the Author

Garrett SuttonGarrett Sutton is an author and asset protection attorney based in Reno, Nevada. Sutton’s bestselling books include: Start Your Own Corporation, Loopholes of Real Estate, and Finance Your Own Business. His latest book is Toxic Client: Knowing and Avoiding Problem Customers, deals with the important premise: Not every client is a good client.

For more information on Sutton and his books please visit www.ToxicClient.com.

Overcoming Opposition

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I’m regularly flummoxed when I hear people question climate change, or when folks actually believe that people of color are ‘different’ and worthy of being insulted, underpaid, ignored. What’s up with Congress and why can’t that many smart people find grounds for compromise? And why do women still only earn a fraction of what men earn? Are we not smart enough? Worthy?

With our unique, subjective stances, we attempt to change the opinions of others to concur with us: Liberals attempt to change Conservatives; races try to engender diversity; sellers attempt to convince buyers their status quo is flawed; techies/engineers/scientists/doctors believe they hold the Smart Card of Right/Knowledge/Rationale and work at pushing their opinions accordingly. Yet rarely do we make a dent. Others are ‘stubborn’ ‘stupid’ ‘irrational’ ‘ill-informed’ while we, of course, hold the high ground.

Core Beliefs Maintain Our Lives

The problem that causes all this ‘stubbornness’ and difficulty achieving alignment is the difference in core beliefs. Developed over our lifetimes via our experience and life path and forming the core of our subjective biases, they embody our Identity. And as the foundation of our daily decisions and status quo, it all feels just fine. It’s who we are, and we live – and restrict – our lives in service to these beliefs: we choose jobs, newspapers, neighborhoods and life partners accordingly. While researching my new book What? on the gap between what’s said and what’s heard, I learned we even interpret what others say to maintain our subjectivity.

Every day we (our companies, families, etc.) wake up congruent; we work hard to maintain our status quo, aided by our habits and memory. Every day, in every way, we regenerate our biases; in service to maintaining systems congruence, we filter in/out anything that causes us to question status quo. Anything that threatens this faces resistance and conflict as part of self-preservation. Why would anyone disrupt their stable internal systems just because something from outside that attacks our core beliefs tells us to? When pundits say our behaviors are ‘irrational’ they ignore the fact that all of our beliefs are rational to our systems. Everyone seeks to maintain their status quo at all costs. Literally.

And when we hear others spout ideas that run counter to our beliefs and potentially challenge our views, opinions, habits and norms, we feel challenged and set about finding ways to convince others to believe as we do. But our attempts to change minds must fail

  • Because our ‘relevant’ information, carefully culled from studies, pundits, target intellectuals or politicians to prove we’re Right, is biased according to our own subjective beliefs and likely not the same studies, pundits, target intellectuals, or politicians that our Communication Partner would believe.
  • Because we’re arrogant. We’re telling others I’m right/you’re wrong.
  • Because information doesn’t teach anyone how to change, and it can’t even be heard accurately, unless they are already prepared to do so.
  • Because we cause resistance.

Agreement Requires Belief Modification

As outsiders we will never fully understand how another’s idiosyncratic beliefs create their opinions. Nor do we need to. We just need to find agreement somewhere; we must eschew the need to be Right. We must enter each discussion as a blank slate, without a map or biases, with the only stated goal being to find common ground.

Imagine if you believed (there’s that word again) that you had no answers, no ‘Right Factor’, only the ability to facilitate an examination of a higher order of beliefs that you can both agree on.

Instead of trying to match your own beliefs, find a belief you can match. Maybe you can agree that maintaining climate health is valuable, and merely disagree on causation or cures and move on from there. Here are some steps:

  • Enter conversations without bias, need to be right, or expectation.
  • Enter with a goal to find a higher order of agreement rather than a specific outcome.
  • Chunk up to find a category that’s agreeable to both and fits everyone’s beliefs.
  • Begin examining the category to find other agreeable points.
  • Use the agreeable points to move toward collaboration where possible.

I’m a Buddhist. I’ve learned that there is no such thing as being Right. But I’ve also learned that I don’t need to disrespect my own beliefs or undermine my own tolerance level to be compassionate and recognize that everyone has a right to believe as they do. Of course sometimes I’m willing to lose a friend or client if another’s beliefs are so far outside my identity that I feel harmed. But I understand that my stance, too, is most likely biased and defensive. I, too, might have to alter my beliefs to be more amenable to collaboration.

Here is the question I ask myself at times I feel the need to change someone’s opinion: Would I rather be Right, or in Relationship?

About the Author

Sharon Drew Morgen is founder of Morgen Facilitations, Inc. (www.newsalesparadigm.com). She is the visionary behind Buying Facilitation®, the decision facilitation model that enables people to change with integrity. A pioneer who has spoken about, written about, and taught the skills to help buyers buy, she is the author of the acclaimed New York Times Business Bestseller Selling with Integrity and Dirty Little Secrets: Why buyers can’t buy and sellers can’t sell and what you can do about it.

To contact Sharon Drew at [email protected] or go to www.didihearyou.com to choose your favorite digital site to download your free book.

6 Things I’m Learning from Millennials

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StrategyDriven Diversity and Inclusion ArticleMost of us have first-hand experience with just how ridiculous stereotypes can be.

I, for example, proudly break the stereotype of the reserved British person by being blunt and speaking my mind; seldom will you find me acquiescing about things I’m passionate about for the sake of English decorum.

While politeness is a stereotype that doesn’t personally cause me much grief, it’s important to remember that many stereotypes are actually quite dangerous—even the ones that seem harmless.

Take millennials, for instance. There’s no doubt that millennial talent represents a valuable asset for the continued success of many companies. However, much of the furor around unlocking the mysteries of millennials in order to win their talent does a unique disservice to an entire generation (and, for that matter, the generations of Boomers and Gen Xers as well) by forcing individuals into predefined silos of what broad groups of professionals are supposed to say and do:

  • Millennials are entitled.
  • Millennials can’t thrive in a traditional corporate structure.
  • Millennials can’t make decisions without everyone’s input.
  • Add your favorite millennial stereotype here.

I’m guilty of falling into this trap myself, but daily interactions with colleagues, friends, customers, and job candidates are constantly shaking loose many of the preconceived notions I have about working with millennials. Here are six things I’m learning.

1. Authenticity Beats Formality
I recently interviewed someone for a key role based in Dublin, one critical to the success of a new product. Eventually, the role will grow to cover the whole of Europe. In contrast to many candidates before her, this woman chose to forego a formal conference call or in-office meeting. Instead, the interview was held on Zoom (which the candidate had just downloaded onto her phone) from a cafe in Dublin. I was impressed with her drive, openness, expertise, and energy—the fact that she was in a cafe on her phone was irrelevant to her obvious competence. Her authentic self and desire to win beat any formality that other candidates may have felt were relevant. She got the job.

2. Matrix Beats Hierarchy
Driven millennials are great at getting the right things done through the matrix—no matter what. A colleague in our Atlanta business center recently took the initiative to enable a product feature that will drive more sales. Pulling this off required matrix management across IS, marketing, customer service, product management, and product development. Despite what might otherwise be a complicated juggling act, there was no hesitation or time wasted in waiting for senior personnel to weigh in or offer approval. Instead, the feature’s execution was handled quickly and efficiently, and when it appeared, everyone loved it.

3. Humility and Raw Ambition Go Hand in Hand
I am lucky enough to know a couple of hyper-successful millennials, one in sport and one in media. Both are internationally renowned; both have had almost overnight success; and yet both show extreme humility despite their stardom. Supportive messages from these people on WhatsApp or Twitter are a frequent sight (How can I help you? Is there anything you need? Really appreciate your feedback!). That’s not to say that these guys aren’t ambitious—they want more, they want to win, and they definitely want to earn big and be well known. They just do so in a way that takes people with them, and shows humility and appreciation every day.

4. Winning at Digital is Not a Millennial Thing
I have learned not to assume that all millennials are social media gurus. In fact, working with small businesses (a major facet of my day job) has shown me that plenty of millennial business owners don’t understand how to use social to market their businesses. Additionally, they often ignore digital business tools (like online accounting) that might help them to accomplish more. The truth is that anyone can adopt a “millennial mindset,” and doing so is essential for success in an increasingly digital world. For example, Richard Branson (who is decidedly NOT a millennial) has always been a fantastic example of someone who knows what it takes to build a brand—which today means taking full advantage to technology to transform your business and connect with customers; ignoring this instantly ages people, regardless of how old they actually are.

5. Diversity-mindedness Connects Us All
No-one knows it all. Human hunger for knowledge keeps us sharing, reading, learning, and connecting. Do millennials want to learn from older people more than those in the generations before them? Hard to say. However, an acceptance of people of all kinds—of diversity—is definitely a key component to the millennial mindset. And this open and inclusive perspective is one that can effectively bridge the generation gap between millennials and their older colleagues—provided that a respect for authenticity over formality, the matrix, and engagement versus top-down communication are shared priorities.

6. Transformation Matters, Logistics are Trivia
Job interviews often end with questions to the candidate and closing statements from the candidate to the interviewer. Here are some real examples of things I’ve heard. Guess who said what:

  • The commute is long—how flexible are you to working from home?
  • What is your take on corporate philanthropy?
  • What is your view on the USP that would enable this product line to leapfrog the competition?
  • What books are you reading at the moment and why?

That’s right – millennials!

For all business leaders looking to discover the secret to the millennial mind, here’s my advice: Millennials are just people—there is no special key to winning their talent or unleashing their abilities. The most important thing I’ve learned is that every person—millennial or otherwise—is nuanced, complex, and undeniably individual. Drive, pluck, and determination are ageless qualities, and those that have them are the ones that naturally rise to the top. That is no secret. If you want to learn what makes millennials tick, talk to them; ask questions; be genuinely curious without prejudice. Who knows what great potential you might discover once stereotypes are out of the picture?

About the Author

Nick Goode is the Vice President Product Management — Cloud & Sage One, Sage’s cloud accounting and payroll solution for start-ups and small businesses. Goode is accountable for the commercial, channel, product and marketing strategy for Sage One worldwide. Goode is previously Head of Sage One for Sage UK, and prior to that, Head of Marketing for the Accountants Division at Sage. His LinkedIn can be viewed at https://www.linkedin.com/in/nickgoodeuk and his Twitter handle is @nickgoode.