O slideshow foi denunciado.
Seu SlideShare está sendo baixado. ×

To Sell is Human by Daniel Pink

To Sell is Human by Daniel Pink

In this show you will learn everything about the NEW age of selling. Mr. Pink dives into topics like the new ABCs of selling, the new modern pitches, why you must "serve" over "sell" and asymmetry of information. A must read if you are in SALES!

In this show you will learn everything about the NEW age of selling. Mr. Pink dives into topics like the new ABCs of selling, the new modern pitches, why you must "serve" over "sell" and asymmetry of information. A must read if you are in SALES!

Mais Conteúdo rRelacionado

To Sell is Human by Daniel Pink

  1. 1. MainTakeaway: To Sell is Human By Daniel Pink
  2. 2. MainTakeaways: The NEW age of Selling! You will learn about the asymmetry of information, the new ABCs, and the best pitches in our modern era
  3. 3. The New Era of Selling We’re Persuading, Convincing, and Influencing Others to Give up Something They’ve Got in Exchange for what We’ve Got One Adage of the Sales Trade has Long Been ABC – “Always Be Closing.” Now, there are a new ABCs – Attunement, Buoyancy, and Clarity It is No Longer Caveat Emptor…It is Now Caveat Venditor (Aka Knowledge is Now Available to Everyone)
  4. 4. Effective Selling One of the Most Effective Ways of Moving Others is to Uncover Challenges they May not Know they Have Two Essentials if Sales/Non-Sales Selling are to have any Meaning: Make it Personal and Make it Purposeful
  5. 5. Elasticity The New Breadth of Skill Demanded by Established Companies A World of Flat Organizations and Tumultuous Business Conditions – and that’s our World – Punishes Fixed Skills and Prizes Elastic Ones
  6. 6. Bring Value to the World To Sell Well is to Convince Someone Else to Part w/ Resources – Not Deprive that Person, but to Leave Him/Her Better Off in the End “It’s About Leading w/ my Ears Instead of my Mouth,” Ferlazzo says. “It means Trying to Elicit from People What Their Goals are for Themselves and Having the Flexibility to Frame what we do in that Context.”
  7. 7. Attunement The Ability to Bring One’s Actions and Outlook into Harmony w/ Other People and w/ the Context You’re In 1. Increase Your Power by Reducing It 2. Recognize that Individuals Don’t Exist as Disconnected Groups, Situations, etc. (Find Uncommon Commonalities) 3. Mimic Strategically (Play “Mirror, Mirror”) 4. Watch. Observe What the Other Person is Doing. How are they Sitting? How do They Speak?
  8. 8. Sales Study from Wharton “Perhaps not Surprisingly, Introverted Sales Reps Didn’t Perform as Well as Extraverted Ones, Earning an Average of $120/hr in Revenue Compared w/ $125/hr for their more Outgoing Colleagues. But Neither Did Nearly as Well as a Third Group: The Ambiverts Ambiverts? Neither Overly Extraverted nor Wildly Introverted
  9. 9. Positivity:Negativity Ratio Frederickson from UNC and Marcial Losada, a Brazilian Social Scientists used Mathematical models to Analyze Team Behavior. They found with an Equal 1:1 Balance of Positive and Negative Emotions had no Higher Well-being than Those Emotions were Predominantly Negative. But Once the Balance Between Emotions Hit a Certain Number, Everything Tipped. That Number was 2.9013. Once Positive Emotions Outnumbered Negative Emotions by 3-to-1 People generally Flourished.
  10. 10. Buoyancy Takeaways 1. Practice Interrogative Self-Talk – Ask Yourself, Don’t Tell Yourself 2. Monitor Your Positivity Ratio 3. Tweak Your Explanatory Style – Frame Yourself & Others in a Positive Way 4. Enumerate & Embrace – Be Conscious of how Many “nos” you get in a Week and Embrace “nos” as Fuel 5. Don’t Forget to Go Negative Every Once in a While
  11. 11. Clarity The Capacity to Help Others See Their Situations in Fresh and More Revealing Ways and to Identify Problems They Didn’t Realize they Had Today, when Information is Ubiquitous, he said the Premium is Now on “the Ability to Hypothesize,” to Clarify what’s Going to Happen Next
  12. 12. Creativity Jacob Getzel from University of Chicago w/ Mihaly Csikszentmihalyi concluded after his study, “The Quality of the Problem that is Found is a Forerunner of the Quality of the Solution that is Attained…It is in fact the Discovery and Creation of Problems Rather than any Superior Knowledge, Technical Skill, or Craftsmanship that Often Sets the Creative Person Apart from Others in his Field.”
  13. 13. Find Your Frame(s) Clarity Depends on Contrast Less is More The Experience Frame: Several Researchers have Shown that People Derive Much Greater Satisfaction from Purchasing Experiences than they do from Purchasing Goods The Blemished Frame: Adding a Minor Negative Detail in an Otherwise Positive Description of a Target Can Give that Description a More Positive Impact The Potential Frame: People Find Potential More Interesting than Accomplishment because it’s more Uncertain.
  14. 14. Clarify Motives w/ Two “Irrational” Questions 1. “One a Scale of 1-10, with 1 Meaning ‘No the Least Bit Ready’ and 10 meaning ‘Totally Ready,’ How Ready Are You to Study? 2. Why Didn’t You Pick a Lower Number? People Begin to Announce Reasons for Their Own Reasons to Study
  15. 15. More Clarity • Try a Jolt of the Unfamiliar – Do Something Opposite or Travel to a Foreign Country • Become an Information Curator – Rather than Information Seeker • Learn How to Ask Better Questions • Ask the Five “Whys”
  16. 16. Your Pitch “The Purpose of a Pitch isn’t Necessarily to Move Others Immediately to Adopt Your Idea. The Purpose is to Offer Something So Compelling that it Begins a Conversation, Brings the Other Person In as a Participant.”
  17. 17. Best Pitches 1. One-Word Pitch – What Do You Think of When People Say “Search” or “Priceless” 2. The Question Pitch – Reagen Asked the Question, “Are you Better off Now than You were 4 Years Ago?” 3. The Rhyming Pitch – Rhymes Boost What Linguists and Cognitive Scientists Call “Processing Fluency,” the Ease w/ Which our Minds Make Sense of Stimuli
  18. 18. Best Pitches 4. The Subject-Line Pitch – Tapping the principles of utility, curiosity, and specificity, if I were to send you a e-mail pitch about he preceding five paragraphs, I might use this subject line if I suspected your inbox was jammed: 3 simple but proven ways to get your email opened. But if I thought you have a lighter email load, and you already knew me well, I might use: Some weird things I just learned about email 5. Twitter Pitch 6. Pixar Pitch – Once Upon a time _______. Every day, ________. One day _________________. Because of that, __________. Because of that, ______________. Until finally ________.
  19. 19. For Better Pitches • Answer 3 key questions: – What do you want them to know? – What do you want them to feel? – What do you want them to do? • Collect other people’s pitches and record your own • Add a visual • Experiment with pecha-kucha (20-sec/slide presentation) • Pay attention to sequence and numbers
  20. 20. Improvise Beneath the apparent chaos of improvisation is a light structure that allows it to work. Understanding that structure can help you move others, especially when your astute perspective-taking, infectious positivity, and brilliant framing doesn't deliver the results you seek. In those circumstances and many others, you’ll do better if you follow three essential rules of improvisational theater… 1. Hear offers 2. Say “Yes and.” 3. Make your partner look good
  21. 21. Hear the Offers Once we listen in this new, more intimate way, we begin hearing things we might have missed. And if we listen this way during our efforts to move others, we quickly realize that what seem outwardly like objections are often offers in disguise
  22. 22. Make your Partner Look Good Making your partner, the person you’re selling to, look good has become even more critical than it was in Fuller’s day. Back then, unscrupulous sellers didn’t have to worry so much about making buyers look bad. Buyers often had nowhere else to go and nobody to tell. Today, if you make people look bad, they can tell the world. But if you make people look good, they can also tell the world. “In improv, you never try to get someone to do something. That’s coercion, not creativity,” Salit says. “You make offers, you accept offers – and a conversation, a relationship, a scene, and other possibilities emerge.” As goes improv, so go sales and non-sales selling. If you train your ears to hear offers, you respond to others with “Yes and,” and if you always try to make your counter part look good, possibilities will emerge.
  23. 23. “The general problem of road safety in Kenya is abstract and distant. Equipping individual passengers to influence their very own matatu driver while he is driving them makes it concrete and personal. Reading a CT scan alone in a room is abstract and distant. Reading a CT scan when a photograph of the patient is staring back at you makes it concrete and personal. In both traditional sales and non-sales selling, we do better when we move beyond solving a puzzle to serving a person.”
  24. 24. “The time is ripe for the sales version of Greenleaf’s philosophy. Call it servant selling. It begins with the idea that those who move others aren’t manipulators but servants. They serve first and sell later. And the test – which, like Greenleaf’s, is the best and the most difficult to administer – is this: If the person you’re selling to agrees to buy, will his or her life improve? When your interaction is over, will the world be a better place when you began?
  25. 25. Serve • Move from “upselling” to “upserving” • Rethink sales commissions • Recalibrate your notion of who’s doing whom a favor • Try “emotionally intelligent signage” • Treat everybody as you would your grandma • Always ask – and answer – these two questions – If the person your selling agrees to buy, will his/her life improve? – When your interaction is over, will the world be a better place than when you began?
  26. 26. What’s Your Takeaway? • Get Thinking, Fast & Slow on Amazon by clicking the Amazon link • Share this NEW knowledge with friends/co- workers on Facebook or Twitter • Share a Comment Below!

×