How should you answer an “uncomfortable” question or concern by a client that you wish you didn’t have to discuss, for example, a situation in which a colleague left your organization under difficult circumstances or negative press?
When your client inquires, the old adage “less is more” holds true. Never let the answer be sticky. First of all, don’t dodge the issue. Be fully prepared for the question and be ready to present the official “message” of your organization. Confidently and positively deliver the message. For example, when it is about a colleague who left your organization, never disparage. If possible, say something positive, for example, how much you enjoyed working with him or something neutral, such as the number of years she was with the organization or how disappointing X was. But don’t dwell on the negative.
After you respond, check if there are questions or transition to something related but positive, such as the credentials of the new executive or how happy you are to have the opportunity to be working with the client or how you are fully debriefed on the relationship and you desire to get his/her feedback on the relationship.
When the question is about your organization — for example, problems with the industry or your organization specifically, deliver your organization’s message. But first acknowledge the question or concern and, because it is probably general, ask a question to narrow it down. Non-defensively deliver the message and check how your response addressed the concern. Based on the client’s reply, you can move on, reposition your message, or plan a strategy to deal with the concern, for example, arrange to have the client speak with a specialist or senior to reinforce your message.
If the “gossip” is “juicy,” take the high road. Be discreet. Your client may want to hear the “dirt,” but he or she is also assessing your integrity and judgment. Listen, position your message, and put a strategy in place to protect the relationship.
If you know there are questions or concerns “out there,” be proactive. While you don’t have to be the one to raise the topic yourself, increase your contact with clients and visit face-to-face to maintain their confidence and keep their business.
STICKY QUESTIONS - To learn more about this author, visit Linda Richardson's Website.
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STICKY QUESTIONS
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How should you answer an “uncomfortable” question or concern by a client that you wish you didn’t have to discuss, for example, a situation in which a colleague left your organization under difficult circumstances o...
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Linda Richardson
(Visit Linda's Website)
Linda Richardson is the Founder and
Executive Chairwoman of Richardso
n, a global sales training company. As
a recognized leader in the industry, she
has won the coveted Stevie Award for
Lifetime Achievement in Sales Excellence
and she was identified by Training
Industry, Inc. as one of the “Top 20 Most
Influential Training Professionals.”
Ms. Richardson is credited with the
movement to Consultative Selling and is
the author of ten books on selling and
sales management, including Sales Coaching
— Making the Great Leap from Sales Manager
to Sales Coach, and Stop Telling, Start
Selling. She teaches sales and management
at the Wharton Graduate School of the
University of Pennsylvania and the Wharton
Executive Development Center. Linda is a
frequent speaker at industry and client
conferences, has been published
extensively in industry and training
journals, and has been featured in
numerous publications, including The Wall
Street Journal, Forbes, Nation’s Business,
Selling Power, Success, and The Conference
Board Magazine.
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