Making a Good Contact


  • Greet your prospect warmly and sincerely, using eye contact.
  • Allow your prospect some time to get acclimated to being with you, some time to talk. Don’t come on too strong. But don’t waste you prospect’s time, either.
  • Engage in casual conversation at first—especially about anything pertinent to what you are about to discuss. Make it friendly and not one-sided. Be a good listener. But let the prospect know that your time is precious. You are there to sell, not to talk.
  • Ask relevant questions. Listen carefully to the answers.
  • Qualify the prospect. Determine whether or not this is the specific person to whom you should be talking, the person with the authority to give you the go-ahead, to buy. Try to learn, during the contact, what to emphasize in your presentation.
  • Try to learn of your prospect’s attitude toward your type of offering. Tune in on his or her fears, expectations, and feelings—so that you can tailor your presentation to them.
  • Learn something about the person to whom your contact is directed, so that he or she will feel like a person rather than a prospect. Make your prospect like you, for people enjoy doing business with people they like. But don’t be phony. Don’t be syrupy.
  • Be brief, friendly, outgoing, and truly inquisitive. But be yourself.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

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Social Butterflies as Connectors


Connectors are people who have a large number of social connections. They are individuals in the organization who seem to know everyone. In management jargon, they are well-networked individuals who have contacts with people from a variety of backgrounds.

 Connectors are pretty unique individuals. Not everyone is a connector. Connectors have a large number of acquaintences, not necessarily their close friends. These are what are known as ‘weak ties’—friendly yet casual social connections. In an organization, connectors wield enormous influence and clout because of their contacts—both within and outside it. This is what makes connectors crucial in change management. If connectors become convinced about the change effort and are enthusiastic about it, they will pass on their enthusiasm to all their contacts, thus spreading the message of change very effectively. Therefore, an organization needs to identify its connectors first, and enlist their support for change.

 My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Communication, Business and You


Organizations bend over backward to see that communication both inside and outside the company are open, honest, and clear. Your ability to communicate increases productivity both yours and your organization’s. it shapes the impressions you make on your colleagues, employees, supervisors, investors, and customers. It allows you to perceive the needs of these stakeholders (the various groups you interact with), and it helps you respond to those needs. Whether you run your own business, work for an employer, invest in a company, buy or sell products, design computer chips, run for public office, or raise money for charities, your communication skills determine your success.

Good communication skills are vital because every member of an organization is a link in the information chain. The flow of information along that chain is a steady stream of messages, whether from inside the organization (staff meetings, progress reports, project proposals, research results, employee surveys, and persuasive interviews) or from outside the organization (loan applications, purchasing agreements, help-wanted ads, distribution contracts, product advertisements, and sales calls). Your ability to receive, evaluate, use, and pass on information affects your and your company’s effectiveness. 

Within the company, you and your co-workers use the information you obtain from one another and from outsiders to guide your activities. The work of the organization is divided into tasks and assigned to various organizational units, each reporting to a manager who directs and coordinates the effort. This division of labor and delegation of responsibility depends on the constant flow of information up, down, and across the organization. So by feeding information to your boss and peers, you help them do their jobs, and vice versa.

 If you are a manager, your day consists of a never-ending series of meetings, casual conversations, speaking engagements, and phone calls, interspersed with occasional periods set aside for reading or writing. From these sources, you cull important points and then pass them on to the right people. In turn, you rely on your employees to provide you with useful data and to interpret, transmit, and act on the messages you send them.

 If you are relatively a junior employee, you are likely to find yourself on the perimeter of the communication network. Oddly enough, this situation puts you in an important position in the information chain. Although span of influence may be limited, you are in a position to observe firsthand things that your supervisors and co-workers cannot see: a customer’s immediate reaction to a product display, a supplier’s momentary hesitation before agreeing to a delivery date, an odd whirring noise in a piece of equipment, or a slowdown in the flow of customers. These are the little gems of information that managers and co-workers need to do their jobs. If you don’t pass that information along, nobody will know about it—because nobody else knows. Such an exchange of information within an organization is called internal communication.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight