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I M P O R T A N T
C O N C E P T S
One of the main
objectives of this program is to help each participant
identify the arenas he or she has responsibility
for or control over in the sales process.
We spend 75% of
the time understanding each individual internal world
with strengths and vulnerabilities. 25% of the time is
then spent understanding the way each participant
interacts with co-workers and clients.
The morning session generally
covers the informational/educational aspects of the day,
while the afternoon is more experiential and
interactive. At the end of the day we debrief...tying up
all the loose ends. In many sales seminars the
participants go through the engaging process of
developing a list of 10-12 Operating Principles
during the afternoon, which includes a number of "we
will..." and "we will not..." statements that directly
impact the personal/group success and the
reputation/integrity of the company. This is a
list that everyone signs at the end of the day. The
group then decides how to provide accountability for the
implementation of each statement. A powerful part of the
day-long experience!!!
Dr. Freeman likes
to telephonically interview 3-4 of the participants in
advance, utilizing their "anonymous" remarks as a way to
customize the entire seminar experience. |
© Copyright, 2006 The
Freeman Institute. All rights reserved. Nothing on
this page may be used without explicit written permission.
Note: Reproduction of any kind, including cutting and pasting,
is strictly prohibited.
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P
R O G R A M O V E R V I E W |
Generic full day version
with appropriate breaks |
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Participants share the best part(s) and most challenging
aspect(s) of their jobs (if smaller group). |
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Presenter introduces himself and the purpose of the program. |
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Humorous concepts illustrating the reality that people are
different; predictably different. |
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Explore the five contributing factors to personal sales
styles:
i. Heredity
ii. Childhood role models
iii. Birth order
iv. Physical characteristics
v. Experiences |
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How each personality approaches the sales process:
i. Opportunity
ii. The cold call
iii. The appointment
iv. Objections
v. Identifying the customer's need out of
the objections
vi. The sale
vii. The referrals and references |
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The differences between power and influence in the sales
process. |
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Emotional pain -- the great modifier of human behavior.
* Johari Window -- How trust and mutual respect are
built up or broken down in an organization. |
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How personal Blind Spots and Mask effect leadership/
followership styles and teamwork. |
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Peeling the layers of the onion skin to get to the core
issues:
i. Gender issues
ii. Cultural diversity
iii. Generational influences
iv. Professional status
v. Personality style |
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Administer sales profile material |
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Overview of the universe of the four dominant personality
styles and how each style:
i. Responds to or reacts to
emotional pain
ii. Seeks to control his or her environment
iii. Leads and follows
iv. Makes decisions
v. Communicates
vi. Deals with change
vii. Processes information
vii. Sells and follows up |
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Three main areas where conflict in the sales process generally
erupts, combined with concepts for
preventive maintenance -- plus skills for
managing oppositional behavior from client after it has
escalated. |
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In-depth study of each sales personality
i. Major fears
ii. Natural and adaptive styles when confronted
by stress or change
iii. Dynamic drives
iv. Needs-motivated behavior and communication
language
v. Tools for working effectively
with each style
vi. How personal dominant and sub-dominant styles
can compliment vs. cause internal stress
vii. Drawing the best out of others at
work and at home -- lifestyle
change |
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Learning to "read" one's graph. |
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Now what do we do with the information? |
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Time for feedback, personal responses to the accuracy of the
information, and specific questions. |
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Participants develop "Operating Principles",
along with action and accountability plans. |
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Allowance for one-on-one time with instructor. |
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 100%
Satisfaction Guaranteed. Period.
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