When you get in front of a prospect or customer for that important meeting – What are you saying? Are you clear on what you need to say and how you are coming across? Are you prepared and presentable? What is your prospect or customer hearing and seeing?
As you can likely attest, most business meetings waste productive time and last far longer than they should. But until we learn to communicate telepathically, meetings will remain a necessary evil—not only as a means of exchanging ideas and information, but also as a way of building relationships with others. That doesn’t mean you have to like them, but you can certainly make them more tolerable by applying these tips:
Tip Sheet #8 from Doing the Right Things Right
Sometimes setting a motivational fire within the team can be useful if it jolts people out of complacency—or sheer laziness—and gets them back to work. Since teamwork rules in the business environment, having team members who don’t shoulder their share of the load can jam the work process gears, bringing productivity to a halt. Not only do slackers slow team efficiency, their attitude may infect others.
Don’t automatically assume your slackers realize what’s happening. Their poor performance may not be deliberate. They may be so worried about something at home they can’t do a good job at work. Possibly, they lack the right training to do as well as they should. Perhaps they’re overwhelmed, not a good fit for their jobs, or bored. Maybe they don’t recognize their own incompetence. So before lowering the boom, start with these corrective actions:
“What’s your goal of this meeting?”
I asked the sales rep I was training.
“To build a good relationship,”
she proudly replied.
I am pulling my hair out. Banging my head against the wall. Writing… erasing… writing again. I just can’t seem to get it right. What’s causing me such distress? Words. My value proposition. How I entice people to do business with me. I’m in the process of changing my website to emphasize my speaking. When my targeted prospects pop onto those pages, I want them to say, “Wow. She totally gets the challenges we’re facing. That’s exactly what we want our salespeople to do. We need to bring her in to our next meeting.”
When quotas are not directly tied to earnings, salespeople pay little mind to them. Quotas become nothing more than background noise rather than tools that direct sales activities.
People love to complain about micromanagement, even when at times they are just being actively managed, which is a perfectly good and welcome practice for front line management. While I agree that true micromanagement is neither effective nor desired, at times it is easy to understand why some managers turn to it. I also find that many who feel t