Handling Delays


In the sales process, especially in the final phases, delays can represent a frustrating gray area that leaves you hanging, wondering whether or not the customer will buy. After you have proposed a solution, one of three outcomes could take place:

  • Decision pending
  • Continuation
  • Stall.

Decision pending is a waiting period in which the decision has not been made. The reason could be that a key decision maker either was not present when the proposal was made or has not yet made up his mind; or that other, more pressing issues have arisen.

Continuation means that the customer seems to be interested in continuing the relationship with you but makes no specific commitment regarding your proposal.

Stall is a situation in which the customer puts you off or seems evasive. A stall usually indicates a hidden objection. Stalls typically occur after you have asked for a commitment. Use the following tactics to handle a stall:

  • Try to find out the real reason for the stall by using your questioning skills.
  • If the customer does not buy, find out why.
  • Get the objections out in the open and handle them, to determine the real reason for not buying.

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.

Evaluate


Evaluation is intimidating. Often, managers are too busy to keep up with what people are doing and how well they are doing. And when managers don’t know what their people are doing, they can’t  evaluate accurately. As a result, they feel unable to support their impressions or comments about performance—and so they avoid the task.

But when selection and direction are done properly, evaluation becomes a logical, easy-to-implement process. If you know what your people are supposed to do and have assigned each of them specific tasks, responsibilities, and objectives with deadlines, then you have criteria against which to measure that individual’s performance. In this situation, evaluation becomes a simple matter of determining whether or not a person has met those goals, and how well.

Mangers often assume that if they select good people and direct them in what is expected, things will get done. They’re right. Things will get done, but how well they will get done and how long they will take are uncertain. Evaluation lets you determine how well something was done and whether it was done on time. In a sense, evaluation is like a traffic cop. You can post all the speed limit signs in the world, but they will be ignored unless people know that infractions will be discovered and fined.

This sounds logical, but it’s surprising how many managers postpone evaluation again and again while they focus on more pressing but ultimately less important duties. When evaluation is postponed, deadlines also slip, because employees begin to feel that timeliness and quality are not important. When performance slips, more responsibilities shift to the manager—who thus has even less time to direct and evaluate employees.

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