To Manage a Crisis: Connect and Control

IT SEEMS AS THOUGH over the past decade the business community has seen a spike in crisis-level events. Market volatility during and after 2008 financial crisis, cyber security vulnerabilities leading to massive data breaches, disruption caused by new technologies and changing consumer habits, and the variety of scandals stemming from the accelerated flow of information on social media – each of these factors has led one business leader or another to experience a unique situation – a crisis of epic proportions.

Questions Every Salesperson Must Ask

HAVE YOU EVER asked a business executive their attitude towards suppliers in the market? If so, chances are you heard “they don’t understand my business.” Your perception may be different, but what you think doesn’t matter. Since the client signs the cheque, it’s their perception that counts. As a professional you’re under great pressure to really understand the client. In fact you’re probably competing against people who come from the industry you’re targeting – giving them the inside scoop. To succeed today, you can’t afford to be accused of not understanding your client’s business. 

Sustaining Manager Development

BUSINESS LEADERS ARE all too aware of the challenges of sustaining the impact of their manager development programmes. Time, ownership, resources, and preference for the old way of doing things, all conspire to undermine a programme before planning even starts. Learning and development teams are under pressure to do more with less and rarely feel like they have the resources to design the programme of their dreams.

Adapting to Their Style

WE COMMONLY HEAR the phrase “just be yourself”, but following that advice is not necessarily the best thing do to if you want to increase your chances of influencing someone else. In fact, in many situations you are likely to have much greater success if you deliberately modify your own behaviour and personal style of communication to accommodate the person you are dealing with. 

Ascertain and Confirm

IT’S THE FIRST meeting with a potential client. Instead of launching into a pre-determined sales pitch you take a consultative sales approach. You use the BRACES process to guide you through the meeting. You started off well by briefly building rapport (‘BR’) to position yourself and your company. Now it’s time to move to the next stage - ascertaining (‘A’) in detail the prospective client’s situation and confirming (‘C’) your understanding. 

Enhancing Emotional Self-Control

MANY SENIOR EXECUTIVES will assure you that to seal the deal, you must have a strong personal relationship with the person you are doing business with. They emphasise the importance of the handshake, face-to-face communication, and knowing what makes the other person tick. For people in sales, business development or in deal-making roles, this can mean spending much time away from the home base, chasing up new contracts or maintaining old ones.