Monthly Archives: March 2012

The most costly conversation is the one that is left unsaid.

Increase Performance, Self Development0 comments

So how do you remedy those costly conversations that you are so fearful of going bad? The best remedy is to just say it. And be aware, how you say things has more weight then what you say.

Here is a quick tip from Fierce Conversations of how to say it and get results instead of resentment.


Objections don’t have to be game stoppers.

Business Growth, Increase Performance, Sales0 comments

An objection can be just a part of the conversation. It is a small shift in thinking to go from thinking an objection is the end, and thinking an objection is a chance to get to the deeper topics that are the most important.

The “Align & Redirect the Objection To Close” formula is:

  1. Align then redirect the objection with one of the twelve statements.
  2. Tell one of your micro-experiences to start them imagining what you want them to think about.
  3. Ask question to start them selling themselves on the benefits when it works for them “What would 5% increase in sales for your company look like?”
  4. Close with the next logical step in sales cycle. “Great, I am able to deliver just that. Aligning the details is the next step. Who is the person that would approve the proposal and how fast would you like your results?”


Design your 12 Statements to interrupt and redirect Objections:

These statements set you up to tell one of your 12 stories or comments that diffuses resistance (See some of my stories below as examples for you to plan your own stories). Stories diffuse resistance because it causes your audience to make pictures in their mind based on your suggestions (aka your story). This brings them to a highly persuadable state so that you can ask for the specific action you want again with an increased probability of acceptance. If you can redirect the objection to get them to consider your same specific request 12 times it is highly unlikely anyone will stay with you that whole time and then say “No”. If they were not interested, they would not still be with you at the end of all 12 of your to objection redirectors. Then use #13.

  1. I can understand that you would feel that way.
  2. You know, I have heard that too.
  3. Actually I have thought that before as well.
  4. I felt the same as you did. Then this happened. I ….
  5. I am not saying you are wrong, AND … (don’t say ‘but’).
  6. Listen, you are a smart guy/woman, what if …
  7. Ok, I see. What would you say to …
  8. The last time I overcame a challenge just like this I …
  9. I can totally relate to your concern. I felt the same way when …
  10. You are right to think that with the circumstances you are in. I am offering you a new element that hasn’t been possible until now. That element is …
  11. What if …
  12. Let me pause you real quick. Are you saying …
  13. I am curious. What has kept you in this conversation after telling me no 12 times?

What you say is not as important as that you say something that keeps the conversation going without creating more resistance in your prospect. My mini-stories suggest images of success for my prospect to imagine, neutralizing the resistance of ‘being sold’ and create an openness for me to re-ask and close based on what their goals and outcomes.

Here is an example of how I would use the #1 redirect with one of my micro-experiences that could lead to closing a sale after I was rejected.  

They say, “Not interested.”

I say, “I understand that you would feel that way. Edison at VHA Corp felt that way too. He didn’t get that asking the same questions were getting him the same results. We found that shifting the questions focus from his service to a broader range of client-need gave him a 30% increase in sales in 6 weeks. It was incredible. What would 30% increase, or how about just a 5% increase across the board in sales for your company look like to you?” 

Then once he tells what that increase would mean, then close. “Great, that is what I am offering. Who is in charge of approving sales development proposals?” and so on. 

Now your turn! Develop your top 12 align and redirect statements. Then your top 12 mini-experiences to suggest success and reduce resistance to your offer through story. 

Piggy back rides are one at a time.

Business Growth, Increase Performance, Leadership Training, Self Development0 comments

The saying goes, “You can help a 1000, but can’t carry 3 on your back.”

What you do for another that they can do for themselves makes them weaker. Helping others do what they can do for themselves does not make them stronger.


Managers, parents and the others out there that “need” someone else to do well, please consider. If you are doing for others what they are able to do for themselves (presentations, homework, dishes, laundry, reports, paying bills, etc.) is it really for their good or for you to feel good? … My experience is that most of the time this sort of action is a selfish action on the caretaker’s part.

This is an act of taking, which is selfish and about you avoiding feeling back, feeling uncomfortable that someone else looks in an unbecoming way and feeling like when they look bad it is a bad reflection on you. This is a selfish and taking act. Notice I did not say a selfish person or a taker. My belief is the person is good, the actions come from unhealthy beliefs that don’t work. Actions that use others and harm others to be self serving just do not work.

Here is why, it’s the struggle of a worthy cause that brings the highest life. 🙂 

So, all of you that are well intended, but keep the people you care about weak and crippled by your caretaking, consider this before you “help” again. When you do for them what they can do for themselves you are crippling them.

I have written more on the attitudes and beliefs that support strength for those that report to us and are in our lives. How you come to any situation is what makes the difference, not the situation itself. Go HERE for information on my book on how to transform yourself into the supporter and catalyst for profitable change, instead of the caretaker.