Great Questions - Six Honest Serving Men - A Consultant's Tool

I was with some good consultants the other week.  We were talking to a large prospective client. We were assessing the client's problem.  We asked for some data and they presented the statistics and numbers to us.  The client had several Directors and Vice Presidents sit with us around a conference room table as we reviewed the numbers that was being thrown up on the wall from the projector. With the numbers in clear view - we could see - as they could see - several obvious problems. 

But the numbers told one story.  There is a story behind the story.

We asked questions about some of the obviuos numbers that were showing there were some problems.  Then we asked questions about the numbers and how they were captured. Then we asked questions about the effects of the problems on the organization and who this affected.  And then in what manner these problem affected the people around the table AND the end users. 

It was all very enlightening.  But it gave the client and specifically the people around the table, a level of comfort that we knew what we are doing and have "been there done that" just by the questions we asked. 

Diagnosing The Problem
If you are a consultant or a great professional working as an employee, your ability to diagnose the client's true problem is a chief skill you have to develop.

Getting to the root cause of the problem requires you to ask great questions and the ability to listen for "hidden" issues. These hidden issues are typically not identified by the client as a component of the problem. And yet, may be the cause of the problem or - could be affecting other parts of the organization.

You already know that asking great questions is critical to solving the client's problem. Yet most consultants do not ask questions as well as they think they do. 

What Not To Do
Yes, the consultant will ask one or two questions.  They hear what the client believes is the problem. And then they stop asking.  For some reason, most consultants and for the that matter, sales professionals who sell consulting type services launch into possible solutions. The consultant feels compelled to start telling how they might solve this with their processes and tools.

Now I am not saying that you should not discuss how you would solve this problem, but you may be solving the problem prematurely - that is - without all the facts at your disposal.

Six Honest Serving Men
One of the tools I recommend for any consultant is Rudyard Kipling's poem called; "I Keep Six Honest Serving Men ..."   It goes like this . . .

I KEEP six honest serving-men
(They taught me all I knew);
Their names are What and Why and When
And How and Where and Who.

Now the poem goes on.  But the important fact is the words; What, Why, When, How, Where and Who.  If you keep these six words in mind when questioning and when listening to the client you will begin to get a clearer picture of the problem what and who and where and how and when and why of the problem. 

Now great questioning skills are much more complex than this. However and this is a really big however, if you are truly able to think while the other person is talking and you are taking down notes, you can apply these six against anything you have captured - like an analytical tool.

An Example or Two
To give you an example.  The client says, "This problem of hiring a Project Manager is taking too long."

You could immediately talk about your Project Managers that are available or how you can recruit for Project Managers and the speed in which you can find them.  All because your interpretation of the trigger words "too long."  Your assumption of "too long" triggered something in your mind and this assumption was what was in your mind, was also in the client's mind.

If you instead asked "Why is it taking so long?"  or "What is taking so long?" You may get the response of "My manager does not have the budget approved yet."  This is a totally different problem than one you might be able to solve.

You may get the response "The Project Managers we interviewed do not have the exact software tool experience we need."  You now have another piece of data that you can use.  You could follow up with questions as to why the tool is required and/or what is it about this tool that is so unique. 

If you follow-up with a question to the client and ask, "How does not having a Project Manager affect the implementation of the solution?"

And of course - you listen to the response.

Now I realize that the example above is pretty basic - but it should give you a good idea of what I am referring to.  We will talk more about good questioning skills in later blog posts. 

It is important that you start somewhere.  And Rudyard Kipling's Six Honest Serving Men is a great diagnostic tool for you to use and add to your repetoire.

Good Luck!

Click here for your Kindle ebook on Amazon: Clientize--Who Gets In, Stays In, and Why

Why Do Consultants Fail to Make the Sale? Reason #3

Why do consultants and contractors fail to make the sale? Reason #3

Reason 3: Proving You've Been There Done That

Okay. So here we are. A critical piece in providing consulting services.  Once we have identified the buyer and we have explicitly agreed that there is a pain (PROBLEM) and the client/buyer wants to alleviate that pain - it's time to PROVE you can do it.

Proving
How often have you had a problem whether is be a leaky faucet, a car problem, a problem with your body - such as a knee injury or an allergic reaction - and you went to the - where?

You went to the Internet.  You Googled the problem. You looked for solutions.  You may have asked friends.  But you became somewhat - albeit - superficial - and here's the key word: KNOWLEDGEABLE.  You became a little dangerous.

What you were looking for was - who has has the same or similar problem - and what did they do about it. In other words you were looking for someone with - that's right, you got it: EXPERIENCE.

Been There Done That
Can you demonstrate clearly you know what you are doing - that is - you have the ability to solve the problem? 

Sounds simple.  But most contractors, professionals, and consultants FAIL here. They cannot prove to the buyer that they can depend on this person to get the job done.  Why is this? Why do so many consultants, professionals, contractors - or anyone - fail here?

A Few Simple Reasons:
1. They cannot communicate very well.  They cannot stand up and deliver - (I don't mean literally stand-up) how they have solved this same or similar problem in the past.  There is a whole method to delivering this kind of information to someone.

2.  They don't try to understand the client's problem and how this problem of theirs is unique to the buyer's organization/division/department. In other words, they don't get on their side of the table and see the problem from their perspective.

3. They cannot explain the risks of multiple methods and approaches to solving this problem.

4.  They fail to close on a start date.

5. They fail to diagnose the problems caused by the problems.  So, what heck does that sentence mean? 

It means - that if I hurt my knee there is pain - yes. But that isn't the real problem.  Right now as I write this I did hurt my knee. But one of my real problems stemming from the knee injury is I cannot run right now.  And that means I get grumpy. It means I cannot go to the running trail (they call the one I run on a "Green Way") and enjoy the run and be alone for 40 minutes and rejuvenate myself. 

These are the affects of the problem that are really the problem.  If someone understood this I would be more apt to "bond" (not the feel good relationship bond - but maybe this is not true - maybe it is) and begin to trust the other person.

6. They can't explain the procedure or better yet for us in the business world - the process of solving this problem.  And the ability that you really have a bonafide process to resolve - and provide a solution.

These are just the tips of the icebergs listed above here. But these give you a great foundation to begin building your arsenal of how you are going to "sell" the buyer on why you can deliver and start building that trust that you are competent.

Why Do Consultants Fail to Make the Sale? Reason #2

Why do consultants and contractors fail to make the sale? Reason #2 . . .

So, in the last article, or a.k.a. Reason #1, I wrote, we often go to the person who pays us the most attention - rather than to the person who is the ulimate buyer. We mistakenly assume that this person who is paying us attention by giving us their time, is the buyer.

So hopefully you got it - get to the buyer.

Why Get To The Buyer?
Why is it you have got to get to the buyer?  And this is Reason #2: You have got to determine if this person actually wants to get this project started and completed AND do they actually have the funds for it.

This is really about understanding the size and scope of the problem they are trying to address.  And yes I said the word, "problem."  I know you have probably read some bull in a book somewhere in your life about selling and there was some crap that went like this:

"Never say the word 'problem' to a client. Keep it positive. If you have to say anything negative say the word 'challenge.' This will keep your client happy." 

By the way, you have to read the above quotation in some sort of goofball voice to have the effect I want to have in undermining your old, conventional thoughts about selling - which is not selling by the way - it is working with clients by educating them about you.

Problems, Problems, Problems - I Want Problems

Only real problems need to be fixed.

Here is a simple and cautionary piece of advice: If it's not a problem - then there is NO SALE!!!

Only problems get money these days. And the bigger the problem - the more important it is going to be to find a solution.  Note: I did not say: "The bigger the problem, the bigger the sale."  Understanding the impact of the problem - how big a headache the problem is - is really about understanding the client's priorities. 

Competing Priorities
And all clients have priorities.  And unfortunately, a client has multiple priorities that are "competing priorities" which basically means that these "competing priorities" are fighting for his or her (here we go again with this awkward gender thing - is there a word that can say both at the same time?) time and attention.

You have got to make sure that this "problem" is important to him/her. And that what you have to offer can take it off the buyer "worry list."

And now we are drifting into Reason #3 - of; Why do consultants and contractors fail to make the sale? Making sure the client understands YOU can take it off their worry list. Meaning: You can demonstrate your knowledge, acumen, skills, etc that you have; "been there done that." 

10 Reasons Why Consultants Fail To Make the Sale - Reason #1

Why do consultants and contractors fail to make the sale? Or job? or if you want to get fancy and charge more per hour - let's use the word "engagement."

The reason or reasons are pretty simple.  I have been studying this subject for years. There are 10 primary reasons.

Here is Reason #1.  They Fail to Understand Who the Buyer Is. 
Yes, it's that simple.  Often a consultant will not understand who the real buyer is.  Let's face it - we all - and I mean all - go to the person who we feel likes us and that is usually the person who will pay us the most attention usually by giving us an appointment. We gravitate to the person who is "available."

Too many times we meet someone and they tell us that they have a need.  We listen hard and explore. We ask all the right questions. But we ask questions about the project.  We meet with them face to face or knee to knee.  We tend to gravitate to the technical side of the project - by asking technical questions.

What we forget to do is ask questions about who is buying.

What Do I Mean by WHO?
Who are they and why are they important? Er, um, let me rephrase that - or this - "Why are they important?" I should have written: Why is this is important to them?  And by "this" I mean: "the project."

Well I am starting to drift into another reason why consultants fail to make the sale - which is; Why is this important to them." So, allow me to get back on track with the "who."

Who you are talking to is not necessarily the ultimate buyer. The ultimate buyer or the "economic buyer" as per Miller Heiman's Strategic Selling book and process, is the person who has the budget and can write the check.

Okay Let's Be Real
If you are working in a big organization  - like say the likes of an IBM and you are trying to make the sale to this Goliath, you may never, ever, get to the guy (or lady) who cuts the check.  But you should be able to get to the guy (or lady) who has the budget and give the thumbs up.

Even if it just for a minute - you should be able to get to this guy (or lady).

Why do you need to get to this guy? (or lady - and just for the record, I am getting a little tired of typing both guy and lady - so I may use "guy" as gender neutral in the future).

You have got to ask them a few questions about the importance of the project - and be able to explain to them what kind of "pay-off" the project will provide.  Read "pay-off" equals "return on investment."

Well now we are into the next reason why consultants fail to make the sale - or - Reason #2. 

Concentrate on Effort - Not the . . . . What?!

All my life - I was focused. Focused on the outcome. Except when I came out of college and my early years. I was focused on the effort - the activity - the work right in front of me.

Then I read a lot of books on goal setting. Visualizing. Working to make the outcome happen!

But I lost the message behind all the great books. That is, focus on the task. Aim at the goal. But work on and focus on the activity.

The activity. The work right in front of you. Know what you are trying to achieve. But don't lose sight on what you are doing in the present moment.

Yikes.

A message I am relearning.

My greatest fun was working on the activity. My greatest peace and excitement was being present and working on the work. That - as I look back - was my greatest advancement.

I am going back to basics. This is a Zen type of thing. The goal may change, but my work in the present moment will not. I may never get to my goal - it may change, my plan may fail, etc. But work - that is right in front of me - won't.

Derive happiness from the task. Focus on the effort - not the goal. If you focus on the goal, you lose the present moment and everything begins to become a means to the end.

Your Selling Sucks: Seven People Who Don't "Get It"

In selling solutions and services, many firms suck at selling.

Your selling probably sucks too.Why does your selling suck?It may not be what you think. It just may not be your sales people.

In fact, my scientific evaluation says - in 99 percent of the cases - it is not your sales people. It is because of you. And your lack of understanding what goes on in the selling environment today.Okay, I said you.

Who is you?

1. You = sales management - because you don't have the balls to tell upper management.
2. You = product management - because you haven't been in the field making cold calls - ever.
3. You = the CEO - because you buy into the false bravado of people surrounding you saying, let's fire the sales people and get new ones in. Except your sales people turnover is 50% or more every two years.
4. You = marketing - because you sit in the office and think attending conferences and trade shows and advertising is selling and you are afraid to tie your performance to real results.
5. You = the CFO - well, no, most of the time you do get it and your pissed because you have taken the time to analyze the situation, but you cannot get people to act because they see you just as a "numbers guy" (or "numbers person" for the women who kicked-ass and are in this position - I respect the hell out of you).
6. You = solutions architects or solutions support people who just expect the sales people to make cold calls and get appointments and move out of the way so "I can sell the prospective client."
7. You = The HR department. Wake up and get the data. Stop pussy footing around here. Drill down into what is really happening. Go to the CFO, team up and get real answers. Your CEO needs you now.

Who is it then? If it is not your sales people's "fault" for not selling - who should we hang?

Let's not hang anyone . . . Let's just answer seven simple questions. See the next post!!!!

You Suck At Selling

Why does your selling suck? Since this is a question - I will give you a choice to help you decide the answer;
A.) Is it your sales people?
Or
B.) Is it your ability - or should I say - your inability to define what it is you actually sell?

In about 99% of the cases I have been involved in - guess which is the correct answer?

How many sales people are in a state of limbo because they really don't know what it is they sell. Are you kidding me? "That's pure bullshit." one sales director would say. Okay smart guy, Let me ask you just two questions. First question; Who is your competition for this specific service (solution) and why are you better? And second question; What problem does it solve for your target prospect - specifically? And the answer "lower costs" or "improved operations" is not specific enough.

The look I get - is a puzzled look. And then an answer that basically says; "F - you." And they leave.

But no matter who is right here, the sales person does not know either. If you leave it to them to decide - you are making a huge and expensive mistake.

This needs to be defined for them. You need to - without delay - define this for them. You cannot be everything to everybody. No prospective client will even see you today without some reason - and leaving them a voicemail saying "I can reduce your costs. Please allow me the opportunity to stop by and see you." will be met with a *7 or whatever the code is to "delete" a voice message. Do you know how many calls prospective clients are getting day from sales people? This is not a value proposition. This is lazy marketing. And your sales are suffering because of it.

Getting to Know You

Most people don't know who A.G. Lafley is. But if you know Proctor and Gamble, you do. P&G is the more common term for the company. P&G was struggling when Lafley took over the company in 2000.

Today P&G thrives. What happened? What did the CEO do?

If you know Lafley, or heard of his leadership style, you know then that this man is driven. He is a "people person." But unlike most press-driven leaders, he is humble, and put his people and customers first.

What Did P&G Do?
Simply, they placed the customer in the center of everything they did. Does this sound "old" and "trite?" Perhaps. But perhaps this works.

Have you noticed the day of the 1990's bellow for "customer services" basically is non-existent today? That we are served by surly waiters, check-out people, flight attendants and sales people? Do you notice that we are made to feel that they are actually doing us a favor?

This is today's opportunity. If our customer service sucks, and customers are not happy with the rude treatment, maybe this is an opportunity for us to leverage for an advantage.

That's what P&G did. P&G focused on two touch points with their customer base. First was when they bought the product. And second, when they used the product. These were the moments of truth. And their goal was to "delight" the customer at those two touch points.

What Can We Learn?
Our business is vastly different than a consumer based company. Yes? Of course. But what if you and your team focused on the same two touch points with your customers and clients? What if you focused on delighting the client at the point of the sale and at the time of delivery?

"We do this already," you say. But how often do you and your team, work closely with the customer up front in the sale, only to have a disconnect in the delivery of your services? The up front part of the sale, the pre-sale, is as critical to customer satisfaction as the delivery is. Now clients will not agree with this statement, because logically this is hard to grasp.

But the simple truth is expectation setting is done up front and expectations are not met when the delivery of services occurs, creating the "expectations gap." Here are two areas that may help bridge the gap;

1. Often we tell the client what they are going to receive in the delivery of services, but what we don't do is things like tell them what they won't get in the delivery. If we can draw up services that won't be delivered, but show these services as options, or separate smalled projects now, we avoid the unintended consequences of my expectations and what "I thought I heard" versus what you actually intended and thought you stated. Also, this lays out follow-on projects upfront and provides a potential path for longer repeat business opportunities.
2. Also, creativity is performed, believe it or not, often more times in the steps leading up to the sale - before the deal is closed. And the excitement generated prior to delivery is never captured for the people responsible for getting the job done. The delivery people are too focused on closing out the project. So, innovation becomes a secondary matter, if it is considered at all.
3. Back to "Getting to Know You." Most of the relationship building is done up front - the pre-sale again. The people who are delivering are not good at "getting to know you" and "keeping that relationship." They are for the most part engineers who prefer dealing with numbers, or paper, or words. The love goes out of the sale, the passion leaves just after the contract when the delivery team walks on-site. Their rallying cry is, "Get it done." That's their passion. Keeping a key person who was up front in the sale, continuously involved in the delivery is a key point that can make all the difference in the world to your business and client satisfaction.

This little piece of advice, if done well and professionally will identify gaps in expectations between you and your clients. And perhaps improve the way you do business. And provide a road map for future follow-on business.

The bottom line: Focus on delighting your clients, by starting up-front prior to the sale and after the sale when it's time to deliver.

The 70/30 Rule To Client Relationships

"Listening, not talking is key to selling high value professional services and solutions," according to Joe Murphy, the professional sales force and turn around consultant. Maybe you've heard this quote, "God gave man two ears and one mouth, and he is supposed to use them in that proportion."

The best people who consult and sell practice what is called the "70/30 rule." This rule says you should talk only 30 percent and listen 70 percent. Most people make the fatal mistake in selling believing that selling is really about being a good talker. People who believe this are usually not very successful, a little arrogant and probably not very good learners. They think they should talk the client to death. You have even heard people say, "You have the 'gift of the gab' and therefore you should be in sales. Nothing can be further from the truth.

Using your ears and mouth in this ratio is one of the vital key to sales success, in almost any profession. In fact, when you think about it, the ability to listen well is indispensable in developing high quality relationships.

One of the keys to developing the "70/30" habit is to focus "On the Other Person." This mean that you need to become "other-centered." This means be interested in others, instead of trying to become interesting.

Here are two great ways to do this;

1. Put an imaginary spotlight on the other person. Think of the person on a stage and the spotlight is on them.
2. This one is key; ask great questions. One of the best skills you can develop is to ask great questions of the other person. When you do this, you cannot help but to get the other person to talk about their needs, their problems, and how they want to be helped.

Good luck.

Branding Your Work

Branding as a consultant, or an attorney or lobbyist or a highly paid executive, is about getting to be known, how you wish to be known. This is both art and science. It requires finesse, and a process of thinking and implementing. But it all starts with your intense desire to be recognized and then your ability to sit down and think about two questions;

1. What characteristics do you value? What is important to you?
2. What characteristics are important to your clients? What is important to them?

When you think about these two points of view, you will gain an understanding of perhaps why you are not known, or why you are an "also ran."

In reality, these two questions are very simple questions or seem to be. But hardly anyone, except the best, ever asks these questions of themselves.

However, you must.

Take out a sheet of paper and write down the characteristics of #1 today. Write them out on a sheet of paper. Not on the computer/laptop. On paper. This is key and is critical to stimulating your thinking. Go to Starbucks or McDonalds to do this. And do it early in the morning. Go to someplace where you can be alone! (i.e. not interrupted).

Your list today may look like this:

1. I want to be known as; honest
2. I want to be known as; hardwarking
3. I want to be known as; smart
4. I want to be known as; On top of my game.
5. I want to be known as; Easy to do business with.
6. I want to be known as; Positive
7. Etc.

You get the picture here? Good. Now go do it. Tomorrow, we will cover this again. Because these two questions are not as easy as you think they might be!