| Shakespeare said "The pen is mightier than the | | | | the easier it is for them to ask their guide to take |
| sword." | | | | them there. If you get them excited about |
| Steve Lawson said "Your mouth is the most | | | | something that their guide cannot match, they have |
| dangerous weapon you have." | | | | no choice but to hire you as their new guide. |
| Okay, I'm no Shakespeare. But there is a lot of truth | | | | How does that translate? You must share the |
| to that saying. Some people put a lot of thought into | | | | benefits of your solution without telling the prospect |
| WHAT they say, but very little thought into whether | | | | how to implement your solution. It can often be a |
| they should say anything at all. Here are three | | | | fine line, but every time you cross it, you run the risk |
| specific situations in which I have repeatedly seen | | | | of training your competition on new ideas. If this is a |
| advisors LOSE SALES by saying too much. | | | | frequent problem for you, consider working with a |
| Situation #1: Shoppers looking to buy a car don't | | | | professional sales trainer who will show you how to |
| want to know how to build it. Usually, your clients | | | | get a commitment from prospects before you "spill |
| work with you because you are the expert. That | | | | the beans." |
| takes the burden of being an expert off their | | | | Situation #3: You have to give prospects time to |
| shoulders. Yet, I frequently see prospects at a goes | | | | think and respond. In many sales presentations, I |
| from interested to confused, and confused people | | | | have witnessed advisors ask a question, pause very |
| don't buy! | | | | briefly for a response, and continue on without an |
| Most salespeople usually justify their actions with one | | | | answer. Why bother asking a question if you are not |
| of two responses. Some say, "I want the client to | | | | getting an answer? Instead, give the client time to |
| understand what they are buying." While this is | | | | think and answer the question. After what seems like |
| admirable, you cannot expect clients to understand it | | | | an eternity (6-8 seconds usually) the client will usually |
| to the degree that you do. Remember, you're the | | | | answer or ask you to repeat the question. Not only |
| expert. They simply need to understand the pros and | | | | do answers to your questions (assuming you ask |
| cons and whether or not it meets their needs. | | | | good questions) increase the effectiveness of your |
| The other response I hear is, "I want to establish | | | | presentation, but it "forces" the prospect the pay |
| credibility." This is a little trickier because it is | | | | attention to you. |
| important to demonstrate that you are competent. | | | | All three situations, especially the last one, are tied to |
| However, part of being competent and credible is | | | | the fact that may people have a fear of silence |
| having the ability to make confusing information | | | | when speaking. Toastmasters is a well-known |
| simple. | | | | organization that helps people become better |
| Situation #2: Have you ever made suggestions to a | | | | speakers. One of the things I learned early on in |
| prospect only to have the prospect thank you for | | | | Toastmasters is that people are so uncomfortable |
| the idea and then purchase "your idea" from another | | | | with silence that they will say things like "Uhhhh" just |
| source? It happens all the time. Why? Many advisors | | | | to fill the silence. Yet, the best public speakers in the |
| share too much information while trying to impress a | | | | world all know how to use dramatic pauses and |
| prospect...and it does not work. | | | | silence to give their speeches more impact. |
| Imagine trying to make a living as a guide in a popular | | | | Advisors and salespeople should follow this example. |
| tourist destination. You are speaking with someone | | | | Learn to harness the power of silence as a tool |
| who has already hired someone else as a guide. The | | | | when you give your next presentation. Saying |
| only reason they are talking to you is because they | | | | nothing is a lot more powerful than saying the wrong |
| are curious to learn if you know about something | | | | thing. |
| their guide does not. The more details you provide, | | | | |