Choose Your Words Carefully

Choose Your Words CarefullyChoose Your Words CarefullyPeople like to feel comfortable. And they usually feel most comfortable around other people who are like them. So it follows that, as a salesperson who is trying to build rapport with prospects, youll want to match your word choice to your prospects likes and dislikes. Making Prospects Feel Comfortable Choosing your words wisely is an important component of making your prospects feel comfortable with you. That means avoiding sales or industry jargon unless your prospect has already used that phrase or otherwise demonstrated that they prefer a highly technical level of conversation. If you do end up in a situation where you absolutely have to use an industry-specific word - for example, the prospect asks you a question about how the product does a certain task - take the time to explain what the technical term means or at least use it in a way that makes the meaning obvious. If you use a phrase your prospect doesnt understand, you will most definitely make them uncomfortable. No one likes to say What does that word mean? to someone theyre considering doing business with. And if your prospect says nothing, then theyll feel uncomfortable and also wont understand what youre saying a recipe for disaster. An even worse situation occurs when you use a highly technical word that YOU are not 100% familiar with. If you misuse an industry word and your prospect realizes that fact, youll sound like an idiot. The prospects trust in you and your level of expertise will go right out the window. When in doubt, stick to less technical terms even if you think it doesnt sound as professional. Use Language Appropriate for Your Prospect When you design your standard sales presentation, keep the language at a level that youre sure will make your prospects comfortable. If it becomes clear during a presentation that your prospect is mora technically minded, you can always raise the technical level of your pitch... but only use words that you are completely familiar with. On the other hand, if the prospect is the one to use a technical word or phrase and you dont know what it means, you may feel embarrassed about admitting your ignorance to the prospect. Whether to speak up or remain silent will depend upon the situation. If you feel youve already developed a pretty good rapport with the prospect, go ahead and ask. You can actually make the prospect feel better about you because hell enjoy having the chance to teach you something (and thus feel smarter). If youre having a tough time creating a connection with the prospect, you might be better off not saying anything. But in that case, write the word or phrase down and look it up later or ask a colleague what it means. Then youll know what it means the next time you run across a technical-minded prospect. Avoid Words That Evoke Negative Feelings Aside from jargon, there are a few words its better to avoid in a sales presentation. As a rule, stay aw ay from words and phrases that might bring up negative feelings in your prospect. For example, using the word contract might make your prospect feel restricted or conjure images of being trapped with your company, so you might train yourself to say agreement instead, which has a much mora positive association. Of course, sometimes the situation will require you to say contract. In that case, go ahead and say it. Youll only make your prospect more uncomfortable if you contort your language all around just to avoid a relatively harmless phrase.

Competency-Based Interview Questions

Competency-Based Interview QuestionsCompetency-Based Interview QuestionsCompetency-basedinterview questionsrequire interviewees to give specific examples of times in which they demonstrated particular skills or attributes. Generally, unterstellungquestionsrequire interviewees to describe a problem or situation, the actions they took to handle it, and the end results. They allow the employer to quickly evaluate a candidates mindset, and gauge how a candidate handles certain situations. Competency-Based Interview Questions Often, these types of questions begin with the phrases Describe a time when... or Give me an example of a situation where... Interviewers may ask questions about a variety of competencies depending on the skills requiredfor the specific job. For example, while an interviewer for a retail job may ask competency-based questions about communication and gruppework, an interviewer for an upper management job may ask questions about leadership, independence, and creati vity. How to Prepare for Competency-Based Interview Questions To prepare for competency-based interview questions, make a list of aptitudes and attitudes that you think are important for the job for which you are interviewing. Check the job listing for examples of required skills and abilities. For example accountability, ambition, approachability, compliance, conflict management,critical thinking, delegation, flexibility, inclusiveness, influencing, initiative, resourcefulness, risk taking, etc.Next, list situations in which you have demonstrated each of these competencies. Once you have prepared a list of situations, review it. By thinking of examples before the interview, you will be able to answer questions quickly and concisely. For each skill, write down the situation, the actions you took to handle the problem, and the ultimate results. This is a modified version of theSTAR interview review response technique. STAR stands for situation, task, action, result. Using this te chnique will help you give a brief, coherent, and structured response to interview questions. How to Answer Competency-Based Interview Questions Choose Your Example Before answering the question, think of a specific example of a past situation that answers the situation given. Try to use an example that is relevant to the job youre applying for. For example, while problem solving can be a skill you use in a variety of situations, focus on a time when you had a specific work-related issue in the office, and how you managed it. Be Concise It is easy to wander when answering a competency-based interview question, particularly if you do not have a specific situation or problem in mind. Provide a clear, brief description of the situation, explain how you handled it, and describe the results. By focusing on one specific example, your answer will be succinct and on topic. Do Not Place Blame If you are describing a particular problem or difficult situation (for example, a time when you had to work with a difficult boss), it may feel natural to attack or distributions-mix blame on another person. However, these questions are aboutyou, not about anyone else. Focus on what you did to manage the situation do not dwell on other peoples issues or failures. Examples of Competency-Based Interview Questions Adaptability Tell us about the biggest change you have had to deal with in your previous employment. How did you handle it? Communication Tell us about a situation where you failed to communicate appropriately. In hindsight, what would you have done differently?Describe a time when you had to explain something complex to a colleague. What problems did you come across and how did you deal with them? Creativity Tell us about a time in which you developed an unconventional approach to solve a problem. How did you develop this new approach? What challenges did you face and how did you address them? Decisiveness Tell us about a decision you made that you knew would be un popular with certain people. How did you handle the decision-making process? How did you handle other peoples negative reactions? Flexibility Describe a situation in which you changed your approach in the middle of a project. What made you decide to change your approach? How did you work to implement this change smoothly?Describe a situation in which you were asked to perform a task you had never performed previously. Integrity Tell us about a time when someone asked you to do something you objected to. How did you handle the situation? Leadership Describe a time in which you had to improve a teams performance. What challenges did you encounter and how did you address them? Resilience (How do you deal with stress?) Describe a time in which you received negative feedback from an employer, colleague, or client. How did you manage this feedback? What was the outcome? Teamwork Describe a time in which members of your team did not get along. How did you handle the situation?Describe a ti me in which you were a member of a team. How did you positively contribute to the team?

The 7 deadly sins leaders commit that hold them back

The 7 deadly sins leaders commit that hold them backThe 7 deadly sins leaders commit that hold them backThis Seven Deadly Sins is a group of vices within religious teachings that are known as excessive versions of ones natural aptitudes. Though identified by desert fathers in the third century as passions one needed to overcome, these shortcomings have relevance in todays work environment.1. Pride that you are mora capable than your employeesHow gratifying is it to be dubbed King Know-It-All when everybody hates your guts? When you make all the decisions and give continual directives it cuts off their independence and desire to take risks. Innovation suffers and disengagement grows. Hire good people and get out of their way.2. Sloth in your dedication to develop your personal growth and that of your teamYou develop projects but how often do you develop your emotional intelligence? When was the last time you asked an employee, Where do you see yourself three years from now? What proje ct would you like to develop? What mindful routines do you practice daily that keep you calm and confident?3. Gluttony in your desire for perfection so that you look good, managing the perfect employees who develop flawless quality and stellar productivity metrics for your own kudosBe vulnerable. Stop looking in the mirror and look your team members the eye. Are they worn out? Discouraged? Can you relate to them? Do they know you have been where they are? Do you care about them?4. Lust after all the other managers who have superior people, mora resources and better jobsAnd fairies fly and prince charming is in everyone elses house. Stop dreaming about other pastures. The grass is green right under your own feet. Own it.5. Envy of leaders who have more power than youTrue power comes from searching inside yourself to play to your own signature strengths. Dont play to weaknesses or youll only be mediocre. We envy things we admire. What can you learn from the people you envy? Be a mindf ul observer without judgment. There is always a lesson in discord. Treat envy with curiosity.6. Wrath to those who make mistakesGetting even with someone who has hurt you is like drinking poison and expecting the other person to die. We forgive not for the other person but to free ourselves from oppression that develops into angry behavior and negative thoughts. Next time you see a child being scolded ask her how much she wants to help that parent do a chore.7. Greed to have it all which leads to unrealistic expectations of yourself and your teamWe live in a society that constantly reminds us we need to have more. More time, money, thin, young. That expectation is insatiable. Nothing is ever enough. When do you celebrate your successes? The shorter the distance between what you want and where you are, the happier you will be.Mary Lee Gannon, ACC, CAE is an executive coach and corporate CEO who helps busy leaders get off the treadmill to nowhere to be more effective, earn more, be mo re calm and enjoy connected relationships with the people who matter while it still matters. Watch her FREE Master Class training on Three Things to Transform Your Life and Career Right Now at www.MaryLeeGannon.com.