"Ten PC Tips for Communicating with a Diverse Audience" by Simma Lieberman

By learning to speak to a diverse audience, you can broaden your client base transfer the learning to more people. We need to be more "PC". Were not talking "political correctness", were talking "Positively Conscious", of who is in our audience and understanding how to make people feel included. The more people feel included, the more they will listen to you, use your information and come back for more. If you offend people they will shut down and you will lose them.

1) Use words that include rather than exclude. While some women don't mind being called ladies, in a professional setting the word women is more appropriate. Be "positively conscious" of pronouns when discussing hypothetical cases. I have been inn workshops where the facilitator spoke as though all managers were "he" and all administrative support were "she". Metaphors are very effective. Remember to mix them. Don't use only sports metaphors. Have a balance. In Europe when they think of football they think of soccer. Be aware that people have different abilities. Instead of telling everyone to stand, you might say everyone who is able please stand, and have a way for others to participate in the exercise. 

2) Learn the demographics of the audience before your presentation, and prepare. 

3) Do not assume everyone shares your religious beliefs. 

4) Look at everyone in the audience and smile at them. Speakers can have a tendency to visually relate to people who look more like them. Assume everyone wants to be valued. 

5) Do not use humor that puts down any particular group. If you are not sure, get feedback from others. 

6) Examine your assumptions about people who are different than you. Be open to letting go of those assumptions. 

7) Do not be afraid to ask for the correct pronunciation of someone's name. 

8) If someone has an accent and you can't understand them, ask them to repeat what they said slowly, because what they are saying is important to you. 

9) Use methodology in your presentations to accommodate different learning styles. Visual Auditory Kinesthetic 

10) Be comfortable with silence. In some cultures that can mean respect and attention. Be comfortable with direct interaction. In some cultures that can mean respect and attention. Be comfortable with saying, " I don't know."

"Marketing vs. Sales" by Anna Lieber

"You can't build a reputation on what you are going to do." – Henry Ford. 

Business owners often confuse marketing and sales. But the distinction is really simple. Marketing is communicating what you do to generate prospects and increase visibility. Sales is converting prospects into clients. You need both. Here’s why. 

First, we all know commitment takes time. Before you marry, you date to get to know one another. Doing business is similar. It’s what we call the “know, like and trust” factor. 

Second, marketing is an ice breaker that warms up your leads. Prospects can be confused because they don’t understand how to judge your expertise. Sometimes they don’t even understand what you are talking about. Your knowledge base is simple to you but it’s a foreign language to them. 

Marketing educates prospects and helps take the fear and uncertainty out of a buying decision. It moves them from a flying leap to a more comfortable leap of faith. It’s that trust factor. The discount clothier Syms says “an educated customer is our best customer”. And we’ll add an educated customer guarantees a better experience for all. 

Third, marketing attracts new prospects. A company which markets all the time, via traditional, viral or guerrilla techniques, in good economies and bad, slow times and busy times, has the edge. Marketing generates brand awareness leading to a larger pool of warm leads and greater success.

Strategic marketing provides a select audience – you attract interested prospects instead of needing to track them down. Attracting rather than chasing – what could be better? A known brand is the comfortable choice. It makes decision making intuitive and creates raving fans.

Sales or converting prospects to clients is the next part of the process. There are various sales methodologies but most use a variation of these steps: qualifying leads, approaching them, presenting or demonstrating, probing for needs, answering objections and closing the sale. 

Sales skill is essential in moving prospects from stage to stage but marketing ensures prospects feel good about the decision. Expert selling is consultative and meant to create lasting relationships. And marketing continually communicates your expertise. 

The bottom line: Sales success is facilitated by good marketing. Marketing plus sales is the winning equation.

"Ideal Client Profile" by

Every business needs to generate referrals to new clients. So it’s imperative to know who we want as clients. A prospect is someone who has a need, ability to pay and the authority to make a decision to buy. But to design a better business, one which is more profitable and enjoyable, we want to be aware of first-class prospects, those who are likely to be our very best clients.

A ideal client is one you most enjoy working with, who is receptive, committed and can successfully use your product or service. They understand what you do and appreciate the value you bring. They may have purchased your type of product or services before and therefore require less time and education.

The most qualified leads come via referrals. Therefore the more specifically you can define your ideal client, the more likely you can communicate to get the right referrals. And the more focused your target, the easier to determine how and where to market. 

Develop your ideal client profile. Analyze your best clients using the following criteria:
€ gender, age 
€ income, education
€ position, industry 
€ type, size of of company 
€ need or problem
€ professional organization 
€ trade magazines, newspapers 

Use the profile in your conversations. Let others know the kind of people you want to work with and how to recognize them. Once you’ve determined your ideal client, you’ll find it’s a lot easier to find them. 

"Design: the Ultimate Brand Booster" by Anna Lieber

It’s no coincidence that products and services with high design values become household names. FedEx, Nike and IPod are a few examples. 

Tom Peters in his excellent book “Re-imagine!” says: “Design is the NO. 1 DETERMINANT (his caps) of whether a product-service-experience stands out–or does not.” 

Peters also quotes Fortune magazine: “Design is treated like a religion at BMW.” Hey, doesn’t everybody want a well-designed car? If the design is slipshod, what about the safety? It’s ironic that many of us will spend a premium to equip our offices with well-designed furniture and our kitchens with beautiful appliances. Yet, there is a disconnect when it comes to our business brands. Small business owners have a difficult time making an investment in good design. Rarely is it valued as the most critical brand component. 

And just as often corporations fail to manage their valuable brands. Time and resources are wasted as different departments produce materials which don’t even resemble each other. Lack of consistency is the ultimate brand killer. 

Our recommendations: appoint a brand leader, create brand guidelines, integrate your materials, educate your staff. Use great design to set your company apart. 

Some of you run creative businesses; others are business owners or corporate managers who work with design firms, writers, web developers, etc. In any case, to ensure a positive outcome, you need to manage the design process. Here are a few tips:

€ START WITH A PROPOSAL AND A TIMELINE 
Determine the project scope in a signed agreement. The proposal needn’t be extensive but it must outline the project parameters, deliverables, work process, fees and payment schedule, usage (if it applies), preliminary timeline and cancellation policy. An agreement will help prevent problems.

€ SIGN ON THE DOTTED LINE
The larger the project, the longer the commitment and the more extensive the documentation. A contract prevents miscommunications which disrupt the relationship and derail the project. Sign the contract before work begins. It’s a lot harder to negotiate after a fallout occurs. 

€ AGREE ON WHO DOES WHAT
Agree about the number of design choices, number of revisions, how you will handle printing or computer programming, and who supplies content (copy, images). Agree also on the client’s responsibilities and time frame on approvals, especially if there is a tight schedule created by an event or other deadline. 

€ MANAGE THE RELATIONSHIP
Many clients don’t fully understand the design process and what’s required of them. The client is concerned with being satisfied with the results, finishing on time and not going over budget. The designer’ is concerned with creating a great product, making sure the client is happy and charging for time spent. Sometimes these concerns conflict. Most disagreements occur when services additional to the proposal crop up. If they do, be sure to discuss it before proceeding. The designer’s role is to educate the client, manage expectations, schedule and budget, and charge fairly. And the client needs to communicate their needs, make timely decisions and agree to pay fairly for all services rendered. 

€ DESIGNER’S ROLE
Design firms can help projects go smoothly by creating a simple but structured work process. Create a welcome package to walk your client through the way you work. Get a deposit before beginning work. Get additional payments as the work progresses. Make sure you are buttoned up. If things do go wrong, be honest and correct the problem quickly. Clients hate surprises.

€ CLIENT’S ROLE
Clients can help projects go smoothly by educating yourselves about the design process. Practice due diligence in choosing a designer whose work you like. Realize good design takes time to percolate. Be reasonable. Handle the project professionally as you would with an attorney, accountant or doctor. And if you negotiate a lower fee, understand what you will be giving up. Know what’s included, what’s not—before beginning a project. Do your homework and ask the questions. 

Most important, remember design is a partnership between client and designer. Each shares responsibility for the success of the final design. 

"Are You A Commodity Or A Brand?" by Anna Lieber

Business owners often tell me they are frustrated when their service is seen as a commodity, virtually interchangeable with others. So how do service providers get out of this quagmire? And how can purchasers distinguish one designer from another, one accounting, technology, construction firm from the rest? 

We all know it’s not always how much something is worth but how much people think it’s worth. Consider the beauty industry where cosmetics companies put $3 worth of skin cream into $10 worth of packaging and charge $100. And if you had told people twenty years ago that we would all be paying for bottled water, they would have laughed. 

Why do we pay a premium for brands like Starbucks and Perrier? One answer is that their product is better, they give us a better experience and ... because they’ve told how they are better. 

So first, realize that your clients want to understand the differences but find it confusing. Second, understand it’s your responsibility to show them how you are different and better. And third, recognize that image and perception are everything. 

Rather than emulating competitors, figure out what you possess that they do not. What sets you apart? Is it your special capabilities, training, patents and trademarks, industry knowledge, access to resources, proprietary processes or just plain know how?

Now how do you change perception? In plain English, toot your horn. Once you’ve developed a clear and sustainable competitive advantage, drive it home with the right brand message. Communicate frequently with clarity and consistency. 

We trust companies we know and so to create value make sure others know you. A recognized brand is worth more. That’s what we mean by brand equity. 

"10 Marketing Mistakes: Are You Guilty" by Anna Lieber

1. YOU SPEND TIME ON SALES, BUT NOT ON BRAND BUILDING
Sales flow more easily, once you’ve built a brand with a point of view. 

2. YOU SPEND MORE TIME SECOND-GUESSING YOUR CREATIVE TEAM THAN SELECTING IT
Once you’ve selected a great team for their expertise, let them do their job which is to make you look good. 

3. YOU DON’T HAVE A CREATIVE TEAM
If you wouldn’t let your nephew fix your car or your teeth, why would you let him mess with your company brand? It’s just as important. 

4. YOU HAVE NO STRATEGIC VISION
It’s essential to develop a shared vision, with all members of the team pulling in the same direction. 

5. YOU HAVE NO MARKETING PLAN
If you don’t know where you are going, any road will take you there. Creating a dynamic, actionable plan is the foundation for control over your marketing. And planning is not a one-time event, it’s a process. You don’t know where to begin? Call me quick.

6. YOUR POSITIONING STATEMENT IS WEAK 
You don’t have a positioning statement? You don’t know what a positioning statement is? Check the Q & A above.

7. YOU HAVE NO SPECIALIZATION
A specialist will usually win over a generalist. Find a special niche and communicate it convincingly. Passion plus experience attract clients. 

8. YOU CREATE DIRECT MAIL FOR THE CIRCULAR FILE
If you have no strategy, no position, no call to action, no contact information, it’s pointless. Take 5 steps back to strategic vision. 

9. YOU HAVE NO MARKETING SYNERGY
What’s that? A mix of marketing initiatives will get your pipeline flowing. 

10. YOUR BRAND IS DULL 
You have no brand personality. Don’t take it personally. Change it. 
Strategize. Then add some snap, crackle and pop. 
     

"5 Social Media Mistakes Businesses Make" by Sherrie A. Madia PhD

Ready to jump into the social media world? Great! But before you do, know that being a user of social media, and understanding its strategic applications for your PR, marketing, and communications initiatives, are two dramatically different skill sets.

Some mistakes to avoid:

Mistake #1: Diving in without a strategic plan.
Don't start podcasting, blogging, tweeting, friending on Facebook, and posting YouTube videos until you know what your messages are, who will manage them, who your audience is, and how they and you are going to benefit from the content and relationships.

Mistake #2: Not having a social media policy.
Your social media policy needs to outline how employees behave in the online universe during and outside of work. It should include education on style preferences and confidentiality. All messaging coming from employees should be aligned with your company's values and brand.

Mistake #3: Failing to tailor the plan to your target audience.
Hone in on sites, tools, and applications your target audience is using. Is your audience out walking in the park most afternoons, without so much as a cell phone? Or are they technology lovers who are never parted with their BlackBerry or iPhone? Research your target market to find out who they are and how to reach them

Mistake #4: Producing weak, unfocused, or unhelpful content.
The same messaging rules that apply to classic public relations and branding apply to social media. Create strong, smart, well-thought-out content that adds value to your customers' lives. Don't waste their time with self-serving promo. Give them something they can use -- tips, incentives, product information, new ideas, fun, and inspiration.

Mistake #5: Allowing your social media efforts to stagnate.
Gone are the days when companies could put up a website that sat on the screen like an electronic business card. Social media is about maintaining a dynamic conversation between you and your customers. Equip your content for the RSS-share-save-post-to revolution so it gets out there in multiple places. Answer blog, Flickr, and podcast posts; respond to tweets; engage "friends." Remember: Social media, done right, is not a one-off campaign by a handful of staff; it's a long-term corporate commitment.

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"Tis the Season" by Wendy Weiss

 Wendy Weiss

The holidays loom. Office parties, family celebrations, religious celebrations, celebrations with friends. Meetings are cancelled. Decisions are postponed. Too much to do, no time to do it. The sales process turns to sludge.

The holidays can be a frustrating time for sales professionals. Telephone prospecting calls end with no appointment the prospect instead saying, "call me in the New Year." Proposals languish. Decisions are on hold.

During that time from Thanksgiving through the end of the year, how do you keep from losing your momentum and how do you keep the sales process moving forward? If you are not able to keep the process moving, January can feel almost like starting over. Instead of leaping into the New Year with prospect meetings and starting new customer projects you are busy following up with all of the prospects who said, "call me in the New Year." Here are two steps that you can use to keep your sales process flowing, not only over the holidays, but also year round.

1. When prospecting by telephone for new appointments do not tamely accept the standard response, "call me in the New Year." Instead, suggest to your prospect that you schedule a meeting in the New Year and promise to call to confirm that meeting. (In the "old days" prospects would frequently say they didn't have their New Year calendar. In these days of palm pilots and contact management software that doesn't fly. After all, January is only next month!) At least 50% of your prospects will go ahead and schedule the meeting leaving you with 50% less follow up calls to make in January.

This is what you say:

"Let's pencil in a date and time for January. It's not carved in stone, I'll call you to confirm and if it doesn't work out we can always reschedule. Is early January good or is later in the month better?"

This way you'll have a series of prospect meetings already lined up for January!

2. When a prospect asks you to submit a proposal, then and there set up a meeting time with your prospect to go over that proposal. Ask your prospect when they want the proposal. When they give you a date or time frame say:

"Let's set up a time for me to come by and go over the proposal. Is (fill in date) good or is (fill in date) better?"

It does not matter if your prospect wants to meet in December or in January. The point is that you have kept the process moving forward, you have an appointment to discuss the proposal and you do not have to spend time in January making calls to follow up to schedule the meeting or get a response on that proposal.

And remember, on the appointed day, make sure to bring two copies of the proposal, both signed and ready for your prospect's signature.

Happy prospecting, happy closing, happy holidays!

BUY HER BOOK: Cold Calling for Women Opening Doors & Closing Sales

'Prospecting Success" by Wendy Weiss

I spent my formative years in ballet class. While other kids went out to play, I went to ballet class. In high school while others attended after-school activities or hung out together, I went to ballet class. By my mid-teens I was taking class five or six times a week or maybe even more. This was a habit that continued till injuries sidelined my professional dancing career.

This habit of taking a ballet class every day was not mine alone. Every dancer, professional or those seeking to become professional, takes class every day. It's a habit, it's a reality, it goes with the job. It is impossible to dance professionally without taking class. Even the stars, Barishnykov, for example, take class every day.

In my late teens I had some personal crises that stopped me from going to class everyday. At one of my rare appearances in class, my teacher asked where I had been. I told her what was going on in my life. She said to me, "That's no reason not to take class. You have to take class everyday, no matter what."

Sounds harsh doesn't it? But she was right. Not taking class only gave me something else to feel bad about.

When I started my sales training business, I used that same "no matter what" approach to prospecting. I prospected every day. I started out with absolutely no corporate connections. I was a ballet dancer, I only knew other ballet dancers. I did, however, know how to prospect. On and off for years my "day job" had been telemarketing. I began to prospect the same way I learned to take class, every day, no matter what. Five years later I have a thriving business. Even today I continue to prospect every day, while perhaps not for as many hours. Every day brings some prospecting activity, no matter what.

So how does the busy entrepreneur, busy owner or sales professional find the time to prospect every day no matter what? The answer is simple, put it in your calendar. Schedule time in your calendar every day for prospecting activity. At the scheduled time put aside what you are doing and prospect. Do not take other calls, do not work on other projects, do not  allow interruptions. Simply prospect. When the time you have scheduled is over, stop prospecting and go on with your other tasks.

Schedule appointments with yourself to prospect and keep those appointments. We get angry and upset when prospects miss appointments. Ask yourself: Why is it all right to miss an appointment with yourself? 

Prospecting success (just like learning to dance) comes over time. In order to keep your sales funnel full you must constantly be on the lookout for leads and prospects. By keeping your funnel full you avoid the boom and bust cycles that so many entrepreneurs and sales professionals experience. To be successful you must engage in some prospecting activity everyday, no matter what. It's a habit, it's a reality, it goes with the job.

BUY HER BOOK: Cold Calling for Women Opening Doors & Closing Sales

"'Power Language for Appointment-Setting" by Wendy Weiss

1. Use power language: "The solution is." rather than, "I believe the solution is."

2. Never use the word "appointment" when trying to set one. Instead, use the word "meeting." "Meeting" sounds more professional and more important. "I would like to meet with you."

3. Use directed words to reach your prospect. When you ask to speak with your prospect, say, "Jane Jones, please," and not, "May I speak with Jane Jones?" The first sentence conveys authority; the second asks permission.

4. Use directed words (and open-ended questions) to gather information. Ask, "Whom should I speak with?" and not, "Do you know who I should speak with?" The first conveys authority,  and whomever you are questioning, if they know, must answer with a name. In the second sentence, the response could simply be "yes" or "no."

5. Whether trying to ascertain a good time to call your prospect back or trying to schedule a meeting, it is a good idea to give alternate choices. "Is this afternoon good, or would tomorrow morning be better?" It is much easier for your prospect to decide "when" rather than "whether."

6. "I'm just calling." Eliminate the word "just" from your vocabulary. That little word "just" is an apology. It says that your call is not important and that what you have to say is not important. Simply tell your prospects and customers why you are calling. That is enough.

7. ".we will hopefully achieve." Hopefully? No one pays you to "hopefully" do something. They pay you to actually do it! Tell your prospects or customers what they will achieve or should expect to achieve.

8. Be clear and to the point. You are telling your story to a stranger who has never heard it. 

BUY HER BOOK: Cold Calling for Women Opening Doors & Closing

Your Voice Is Your Instrument by Wendy Weiss

On an introductory call, your voice is your instrument. During a face-to-face meeting, you have visual cues and body language available to add layers of meaning. On the telephone, you have only your voice and the words that you use. The way that you use your voice can make or break your conversation.

Imagine that you are telling a bedtime story to a child. You would not drone on in a bored tone about the “Big, Bad Wolf.” No! You would put fear and passion into your voice to have that story come alive for that child. On an introductory call, you are telling your story to your prospect. Think about it in the same manner—what you would like that prospect to hear, feel and see. 

The emphasis on any particular word can totally change the meaning of a sentence. Let’s take the phrase, “She is not a thief.” If you emphasize the “She”—the sentence means that she is not a thief, but someone else is. If you emphasize “not”—the sentence is a defense. If you emphasize “thief”—the sentence implies that she is something else that you have just not named. Think about the emphasis that you wish to make—and use your voice accordingly!

Look at each sentence in your sales pitch and determine what you are trying to convey and what is the best way to do so. Try out different line deliveries, until you are satisfied with the result. Use a tape recorder to listen to how you sound. Do you sound like someone with whom you would like to have a conversation? Listen for warmth and passion in your voice. Do you sound interesting? Convincing? Confident? Is your speech clear, professional and pleasant? Or do you sound angry, tired, tentative or bored? Is your speaking voice nasal, a monotone or singsong? Do you speak too fast or too slow? Do you mumble? Remember as you listen to the tape that you hear yourself differently than do others. By listening to your taped voice, you will hear yourself as others hear you.

Once you have determined what you wish to convey to your prospect, practice your script until it flows easily. You do not want to sound like you are reading a script. Call your friends and pitch them. Perhaps you can work with a colleague who is also making introductory calls. This way, when you have your prospect on the telephone, you will be prepared and voice the message that you wish to voice.

BUY HER BOOK: Cold Calling for Women Opening Doors & Closing Sales

Why Are We All So Afraid? by Wendy Weiss

What can strike terror into the heart of even the most successful sales professional or entrepreneur? 

Cold Calling.

What can crush self-confidence, destroy self-esteem and leave even the most seasoned sales professional quivering with humiliation and defeat?

Cold Calling.

But why?

Every culture has its myths and stereotypes, and one of ours is the stereotype of the manipulative, unscrupulous salesman. The term "sales" conjures images of untrustworthiness and deviousness. We have the stereotypes of the "traveling salesman," the "used car salesman" and, of course, the "telemarketer." 

These terms do not literally describe what the person is selling; they take on a larger meaning. For example, our cultural translation of "used car salesman" is not simply someone who is selling used cars, but instead means someone who is unethical, uncaring and will pressure you into a sale that is not necessarily in your best interest. "Telemarketer" has come to mean not just someone who sells over the telephone, but someone who interrupts your dinner, doesn't listen and tries to pressure you into meaningless, valueless purchases. It can also mean someone who is running a scam over the telephone, usually preying on the elderly.

This is not the reality of individual telemarketers or used car salesmen. It is the stereotype. And these stereotypes do a huge disservice to most salespeople. Far too often, salespeople buy into these stereotypes, these images of untrustworthiness, placing themselves, in their own minds, on a lower level than their prospects.

If you buy into these negative images, you are at a disadvantage before you even pick up the telephone to call your prospect. It is imperative to change the way that you think about this process. Examine your intent:

? Is your product or service meaningful?
? Does it provide a benefit?
? Do you believe in the value and benefit of what you are selling?
? Are you doing the best that you know how to insure that your customers get what they need?

If your answers to the above questions are that you have a meaningful product or service, it provides value, you believe in your product or service, you are doing your very best to insure that your customers get what they need-if those are your answers, why then, you don't fit the stereotype. Stop acting as if you do! Stop apologizing. Stop feeling uncomfortable. Proceed with pride and integrity.

But there are some additional reasons that people fear cold calling. When you are face-to-face with someone, you have all of the visual cues to help you through the sales process. How does the person look? How is she dressed? What are her facial expressions? Does she make eye content? Is she smiling? Is she frowning? We instantly and intuitively assess these cues, and they help us determine what is happening in our communication. 

On the telephone, you have none of those cues. That's what makes it so scary. It's as though you are suddenly blind, and you cannot tell what is going on. It is important to train yourself to listen very deeply when you are on the telephone-you must hear those cues that you would normally see. And remember-your prospect has no visual cues either! That is why it is imperative to use your voice expressively and have a clear message.

BUY HER BOOK: Cold Calling for Women Opening Doors & Closing Sales

Who Should I Call? by Wendy Weiss

Over the past several months, I have received e-mails from readers who are starting to make introductory calls. They ask how they can pinpoint whom to call. They are really asking two questions. The questions are: "Who should I call?" and "Who is most likely to buy?"

Part of sales is simply numbers. If you open the telephone book at random and simply start dialing, if you stay at it long enough, eventually, you will reach someone who will say "yes." This would take a long time and not be particularly productive—but it would happen.

A better approach is to create an "ideal customer profile." And here you need to be very specific. You are creating the model to which you will match all of your prospects. I call this "prequalifying." The more specific you are, the easier it will be to find the best prospects—the ones who are most likely to buy. Look at all the demographics; location, revenues, number of employees or specific industries. If you are in the consumer market, look at age, income level, interests...

If you've been in business for a while, take a look at your top 10 customers. Plot out what they have in common. Look for similarities—you can assume that businesses that are similar might also need your products or services. What are the industries? Do the decision-makers have similar titles? Take the time to fully break down all of the similarities in your customer base. The more clearly you can define your potential customers, the easier it will be to find them.

Another good place to look when creating your "ideal customer profile" is at your competition, because your competition's customers are potentially your customers as well. Call your competition and ask for their marketing materials or visit their web site. Generally, these will list past and/or current customers. You can analyze this list in the same manner that you analyzed your customer list.

Look also at why your customers buy your products and/or services and why they buy from you. Understanding the need and understanding the benefits to your potential customers will go a long way to help you target whom to call.

Once you have your "ideal customer profile" (and by the way—you could have several different "ideal customer profiles"), go to the library and tell the librarian exactly what you are looking for. She should be able to tell you exactly where to find lists of prospects—for free. At the library, they have association directories, trade journals, business directories…

Also, join associations in related industries where you might find prospects. This will provide you with valuable networking opportunities along with a membership directory. If you do not want to join an association, contact them anyway—sometimes they sell membership directories. You can do the same thing with trade publications in related industries. They sometimes sell subscriber lists. Your local chamber of commerce is also a good place to look for leads.

Lists of prospects are everywhere. All you need to begin is the company name and main telephone number. Everything else—the name of the decision-maker, the correct company address, etc.—you can find out in your telephone call.

Once you have your list, divide your leads into "A," "B" and "C" according to the priority you give them—"A" being highest priority and "C" the lowest. You can move leads from list to list as you gather new information. Concentrate on your "A" leads. They are the ones with the most potential. If, however, you are a beginner, are not yet comfortable and/or are trying out a new approach, start with your "C" list. It will be low priority, low anxiety, and you will get some practice and more than likely some "yes's."

Wendy Weiss © 2003

BUY HER BOOK: Cold Calling for Women Opening Doors & Closing Sales

The Wasted, Unproductive Follow Up Call by Wendy Weiss

I received a telephone call yesterday. It was someone I'd met at a networking group months ago. She reintroduced herself, mentioned the group where we'd met and said she was calling to follow up. She did not say about what. I asked the question for her, "Why are you calling? What did we discuss?"

She told me that she makes customized covers for laptops. I thought that was nice, but I didn't need one and still didn't understand why she was calling me. She then told me she makes other types of customized covers too. I said, "Oh."

We had now been on the telephone for a couple of minutes. I still really didn't understand why she was calling me. She seemed to want me to lead-but she was the one who had made the call! 

I try to be nice, I always talk to people who call me-it's my business. Other people are not always so nice or willing to give time to strangers who call for no apparent reason. 

Finally my caller asked if I was developing products that might need covers. I'm currently developing a new product that will go in a binder. I told her about that. She said they also could do customized packages for products. She continued to point out that the work was customized and I could get "whatever I wanted." Now what I wanted was binders, I could get them in Staples or some internet discount site or from a vendor who specializes in these types of products, so telling me I could get "what I want" doesn't make a lot of sense.

I asked if she could give me an example. She had no samples to send and no brochure or catalogue with appropriate examples. She had a web site, which only showed laptop covers. The caller kept reiterating that her creations are "customized" and that I could get "whatever I wanted." She kept reiterating this as if it was important. It wasn't.

She was selling features, "It's customized," rather than benefits, "It will make your product unique and it will make it stand out. It will add value. It will help with your brand and image. You will sell more because of the way it is packaged." These are benefits. What a better outcome to the conversation if she had only mentioned one of them!

Think also what a better outcome if she had suggested, "Let's get together and talk about your product. We could do some brainstorming as to how it might look and what you want to accomplish with the packaging and I could make some recommendations." I would have gladly met with her. Who knows what might have followed that meeting?

At that point it was time for me to get off of the telephone. I had a coaching client calling in 5 minutes and I needed to get ready. As we ended the phone call she said, "I'm here if you need me." That's nice, but she had never given me a compelling reason to think that I might need her.

I was annoyed. She was probably very frustrated.

So what are the lessons learned?

1. Understand your sales cycle and the goal of your telephone call. This caller had no agenda beyond calling to "follow up." After that, she expected me to lead. 
2. Focus on the benefits not the features! Imagine your prospect thinking to themselves, "Why should I be interested? What will this do for me?" If you want your call to succeed, you must answer those questions.
3. Ask for what you want. (See #1.) Once you know the goal of your phone call, you must ask for what you want.
4. Keep asking for what you want.

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"Warm Calls vs. Cold" by Wendy Weiss

Recently, a participant in one of my public seminars gave me a “warm” lead, the name and telephone number of the training director of a company with a large sales force. She told me to call. She said she knew that they needed help, and she told me to use her name.

Wow! A “warm” lead! I was excited! I called!

Once I reached the prospect, I introduced myself and then mentioned the name of the participant who had given me the referral. 

The response was not what I expected. “What did she say?” he snarled. “How do you know her?” It seems the two of them were not on very good terms, and he didn’t think very highly of her. What had just happened to my “warm” lead? (Why this woman gave me this lead is perhaps the subject for a different article.)

Does this type of scenario happen all of the time? Let’s hope not! But the point is that the difference between a “warm” call and a “cold” call exists only in your mind. Whether or not you have a referral, when you call your prospect, you must have done your homework. You still must be able to represent yourself intelligently and articulately on the telephone. If you cannot do that, you will not move to the next step.

These arbitrary distinctions of “warm” and “cold” actually make it more difficult for you, because you assume that the “cold” call is harder than the “warm” call. That is not necessarily true. Frequently, people avoid making “cold” calls, assuming that they will be more difficult and yield fewer results. Conversely, they don’t always do their homework on a referral, assuming that it is some how “in the bag.” The truth is that “cold” calls quickl become “warm” calls when the caller has done her homework and is able to introduce herself in a clear and succinct manner. Don’t limit yourself with artificial distinctions of “warm” vs. “cold.”

Whether or not you have a referral, you are calling to introduce yourself, your company and product or service. Forget “warm” calls and “cold” calls.” Think “introductory” call.

So, what happened with my “warm” call turned “cold?” I stayed calm. I got the appointment anyway. The rest I’m still working on. 

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"Warm Calling" vs. "Cold Calling" Rant" by Wendy Weiss

Had another conversation with yet another entrepreneur who told me he does not "cold call," he only does "warm calls." 

I continue to be baffled by those who cut off possibilities with a semantic twist. "Cold call, warm call," it's simply a state of mind. Your mind. Your prospect does not make those distinctions. Just because you have designated a call to be "warm" doesn't mean that the person you are calling thinks it's "warm." This "warm call/cold call" concept is a smoke screen that covers the real issue.

The real issue is controlling your message. The real issue is being able to communicate with a prospect so that they understand and resonate with what you have to say. The real issue is about having the skill necessary to communicate with a prospect under any circumstance.

Prospecting by phone, introductory calling as I prefer, is a communication skill. Like any communication skill it can be learned and it can be improved upon. The idea when introductory calling is to contact a qualified prospect and entice them with your message. You have a brief amount of time on the telephone to catch and engage your prospect. If you are not able to do that, the call ends without achieving your desired result. If you have the proper skills, however, it is possible to have extremely productive conversations with prospects no matter how you choose to categorize them, "warm" or "cold."

The idea of a "warm call" is that you've had some prior contact with your prospect and that you have somehow "warmed up" the call. The prior contact might be with a letter sent before your call, it might be that you have encountered the prospect elsewhere it could also be that you have a referral.

All too frequently callers who use the "I only warm call" approach do not adequately prepare for their calls. Instead, they rely on the appellation "warm." If you are one of these callers, stop right here and ask yourself these questions:

--> How many "warm" prospects have said "no" to me over the years?

--> Would those calls have been more productive if I had been better prepared and more in control of my message?

Although you may have sent a letter, you have no guarantee that your prospect has read it. Although you may have met previously, your prospect may not recall that. Although you may have a referral that is no guarantee that your prospect will meet with you or have any interest at all in your products or services.

When you are on the phone with a prospect you must deal with them, where they are, at that particular moment in time. If your prospect hasn't read your letter, doesn't remember the person who referred you, or is simply having a bad day, that's out of your control. What is within your control when prospecting is to have honed your skills so that your message is clear and so that you can respond in any situation. 

When you have skills, you know how to catch a prospect's attention, you know how to keep their attention, you know how to respond to questions and objections and you know how to ask for what you want. When you have those skills it's no longer about a "warm" call or a "cold" call, it's about communication, conversation and results. 

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Volunteerism—Before you say NO, consider this:

Volunteerism is Good for Your Career,
 Good for Business, 
and 
Good for the Community

Have you noticed your mailbox at home and at the office swelling with dollar-seeking pleas from non-profit organizations? Are organizations knocking at your door, asking you to volunteer your time? 

More and more, fund-raisers and volunteer-dependent organizations are targeting career women, entrepreneurs, and small business owners, as they compete for your time and money. 

Volunteering for a cause in which you believe provides the important satisfaction of giving something back to society, helping your community, and helping disadvantaged citizens. But if that doesn’t warm your heart, consider this—volunteerism is also good for business, and good for your career! Businesses large and small, as well as individuals and entrepreneurs, are all learning the value of being good citizens, or “Corporate Citizenship.” While many small businesses owners and self-employed individuals cannot afford large, or even moderate, dollar donations—volunteerism provides a great opportunity to or deep pockets. Moreover, just like the corporate giants, small business owners, entrepreneurs, and career women should take note that it does not diminish your good deeds by sending out press releases and getting more than just a little publicity about your efforts.        

Before you toss the literature and letters in the wastebasket, take a closer look! Simply put, in order to gain community or professional visibility, or to sell a product or service, people have to know who you are, and they have to feel good about you. AND you have to feel good about yourself. Volunteering for a cause you believe in provides both professional and public exposure, as well as the personal and important satisfaction of giving something back to society. One does not preclude the other—if you choose your charities wisely. Carefully consider where you will have the most impact helping others, and gain the most exposure.  Building a career or a new business does take time and energy, and it is easy to feel there is little left to donate. This is a mistake! And for two reasons: (1) there is nothing so satisfying as helping others in need and really being part of the community, and (2) it will help you and your company! There is nothing wrong with doing good deeds and getting the public and professional recognition that go with it.  

Women business owners certainly have caught on. Volunteerism has been integrated into their lives and businesses. According to the National Foundation for Women Business Owners, “nearly six million women business owners volunteer, making significant contributions to the fabric of their communities.”  Nearly eight in ten women business owners spend time volunteering and encourage a majority of their employees to do so as well. Half volunteer for more than one charity.  Overall, nearly two-thirds or 65 percent of women business owners spend time helping a community-related charity; other charities include education-related (35 percent), religious (28 percent), health or disease-related (21 percent) and the arts (19 percent). There are lots of opportunities! 

Now let’s get down to the nuts and bolts. Keep in mind that volunteerism, if not done carefully, can be an unfocused activity that is nothing more than recreational at best. But carefully thought-out, it can be a powerful professional opportunity as well as a worthwhile community service. Below are guidelines for deciding which national or local organization to join, or which charity will be the recipient of your time and money.

Jot down how much time and money you are willing to spend on the organization and its activities.

Choose a committee that fits within that budget.

Look for the activities that will get recognition.

Don’t bite off more than you can chew. This is a responsibility and a commitment that you must fulfill.

Corporate “giving” has additional considerations. If you are considering corporate, as compared to individual sponsorship of a charity or organization, take your thinking a bit further.

Does your company’s philosophy mesh with  the organization’s mission?

Is the charity a group that is well-respected in the community?

Does it have a IRS tax-exempt status?

Is the group audited by a public accounting firm?

members and vendors or other companies? 

"Does the group have active directors, or are they in name only?

Be sure to get an annual report, financial statement, budget, and copy of IRS not-for-profit filings.

If all this sounds very calculating, IT IS! After all, we are talking about your time and dollars—as well as making a difference in people’s lives. Just because you are providing a service to a worthwhile cause by serving on an organization’s board or committee, helping the disadvantaged directly, or providing dollars or an in-kind service, doesn’t mean you should not use the experience to further your business or career. 

Not only will you get publicity and recognition, but you will be giving publicity to the charity as well. This is a part of building your professional image, and it is an important part of doing business in your community.

Copyright © 1999 Marion Gold & Company Marketing Communications

Will people think you’re bragging? Will you look foolish waving your own flag? They might. But with careful planning, a public or professional image can be created without losing credibility and self-respect. Think about the image you want to create, explore your own comfort level with public exposure, and assess the communications   potential of your efforts. This is part of “positioning,” and it is the basis for all good marketing efforts—whether you are marketing yourself or your company.

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"Vocabulary and Its Importance" byline: Anne Sawyer

Introduction

Language is our most-used and best communication tool. We begin using rudimentary words as infants and toddlers to get our needs met, often changing bottle to baba or water to wawa, as we gain linguistic control. As we grow older, it becomes more and more important to be able to articulate clearly what we want to express – whether it be to teach, give directions or instructions, to express emotions, or for gain – to flatter or bargain. Human beings are social animals and we yearn to connect with other humans, to understand them and to be understood.

Why is it important to have a good/strong vocabulary?

We are judged not just on the external cues, such as appearance, age, gender and race, but also by other categories, including education, social position and what we do for a living. The ability to move fluidly between social strata and turn situations to our advantage has a great deal to do with context, and how we speak, because this is one of the crucial ways in which we present ourselves. Just as you wouldn’t choose to wear a wedding gown to a job interview, or a bathing suit to the beach, you would be wise not to speak to your boss in the same ways and language that you use with your four-year-old child. Each situation demands different language choices, and the greater your vocabulary the more choices you have. Just as we want our doctor or our automobile mechanic to answer our questions in “layman’s terms”, there are times when it is necessary to skew ones word choices to the situation at hand.

How can one tell if one’s vocabulary is inadequate?

The New York Times can serve as a good litmus test. If you find that you are reading an article or novel and come across so many unfamiliar words that you lose track of the story, that’s one sign. When I was younger and came across a word that I did not know, rather than looking it up in the dictionary, I would just skip it, thinking that it wasn’t important. Of course that led to my missing important plot points on many occasions.

If, in social situations or at work, you find that you are hesitant to join the conversation because you don’t follow all the words that the people around you are using, or you hesitate because you are afraid of appearing stupid, that’s a sign.

If you find that you use the same words over and over to express yourself, words like “wow”, “yeah”, “awesome” and “like” – and you’re not a 13 year-old, then you may need to bolster your vocabulary.

What if you know words, but are hesitant to use them in conversation?

In a case like that, it would be helpful to look the word up in the dictionary, consult the definition, examples and pronunciation given, and begin to insert the word into conversation. Start with a new word each week or every few days, and don’t use it to impress people, but when the word truly serves to express exactly what you mean. For example, a word that you hear all the time, but probably don’t use often is “ubiquitous” which means omnipresent or “present everywhere” – not like God or oxygen, but as in cellular phones or handheld palm devices. 

What are some tricks to improving vocabulary?

If you really want to improve your vocabulary then you need to become very aware of language. Listen for new words when you are out in the world or when watching television. Write them down when you can and later, look them up in a good dictionary. You can try to infer the meaning of the word from the context in which it is used, or the conversation around it.

Reading is the number one way to improve vocabulary. I recommend fiction – novels and short stories, as well as journalism – major newspapers, magazines that include fiction selections, such as The New Yorker, …And make note of unfamiliar words so you can look them up.

If the situation is appropriate, such as with a friend or colleague in private conversation, then don’t hesitate to ask the person for the meaning of an unfamiliar word they have used. Even I have developed the ability to just ask – there are so many words in our language, that there’s always a new one just around the corner.

Other ways to improve are to engage in word related activities – such as playing Scrabble, doing the crossword puzzle in the newspaper, buying a Word of the Day calendar, subscribing to an online vocabulary booster, reading books of puns and jokes and then telling them to others.

Use Testimonials to Market Yourself by Wendy Weiss

Testimonials are a wonderful way to market yourself. They give you credibility-a third-party endorsement. It is no longer you alone saying that you and your company and products or services are phenomenal-it is someone else saying that they are phenomenal! When you place an ad, everyone knows that you have paid for it. It is you "tooting your own horn." Much more believable and credible is someone else "tooting your horn!" Use testimonials in your marketing materials, use them on your web site, use them in advertisements, use them in your media kits, put them on business cards and make sure to use them in your sales presentations and/or on the telephone as success stories.

So, how do you get all of those glowing testimonials from satisfied customers? Ask. Get in the habit of asking every single satisfied customer for a testimonial. There are many ways to do this. Here are a few:

1. Ask your customers to fill out a brief customer satisfaction survey. Leave space for comments at the end. Make sure to also ask at the end of the survey, "May we use your name and comments in our marketing materials?" Have a space for them to check "yes" or "no," along with their signature. Most people are delighted to have you use their comments!

2. If you use public speaking to increase your visibility and generate leads for your business pass out an evaluation form to your audience. Make sure to ask at the end of the evaluation form, "May we use your name and comments in our marketing materials?" Have a space for them to check "yes" or "no," along with their signature. Again, most people are delighted to have you use their comments!

3. Using the satisfied customer's name greatly increases your credibility. It is far stronger to have an endorsement with a name than without. Use the customer's name and the company name. Make sure to ask permission to use their name first.

4. Ask your customers to write testimonial letters. Say, "I was wondering if you could help me." (People love to help!) "Would you write a testimonial letter for me outlining how happy you are with our product/service?" (Only ask customers that you are sure are happy!)

5. Offer to write it for them, "I know that you are very busy. I'd be more than happy to draft something for you to edit." People do genuinely want to help, and people are also genuinely very busy. This makes it easy for them to help. 

6. Every time you complete a project and/or a customer says something positive to you about your product/service, say to them, "Would you write that down on your letterhead? It would be a big help to me, and I would use it to market my product/service."

7. Use your testimonials as success stories when speaking with prospects or even customers. This enables you to tell others what you have accomplished for your customers without appearing to brag. The model of a success story is: Your customer had a problem. You fixed it. They are now very happy. Remember to always tell your success story from the customer or prospect's point of view. That means stick to the benefits that your customers received from your work.

8. And if you occasionally suffer from the "blahs," here's another tip. Post your favorite testimonial letters on a bulletin board or clear wall space near where you work. Put the rest into a three-ring binder. Anytime you start to feel "blah," read through your letters from all of the people saying how much you have helped them. It will perk you right up!

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"Twisted Thinking" by Wendy Weiss

One of my new favorite books to recommend to coaching clients is "The Feeling Good Handbook" by David D. Burns, M.D. This is a book about depression. The subtitle reads: "Overcome depression, conquer anxiety, enjoy greater intimacy."

So why am I recommending a book about depression to my clients? This book is about a type of treatment called cognitive behavioral therapy. The word "cognition" means "thought" and this book is a common sense look at changing the way people think and thus changing their behavior.

In "The Feeling Good Handbook" Dr. Burns lists "The Ten Forms of Twisted Thinking" that occur when people are depressed. These ten forms also exist when people are not depressed and they exist within many, many sales professionals, entrepreneurs and business owners. If you use any of these twisted forms (and most of us do in one way or another) it will negatively impact your sales. I am listing all 10 so that you can judge for yourself. The following list of "Twisted Thinking" is paraphrased from "The Feeling Good Handbook" by David D. Burns, M.D.

1. All-or-nothing thinking

Everything is black or white. If a situation falls short of perfect, then it's a total failure. An example of all-or-nothing thinking is dieters who have one cookie and then proceed to eat the entire bag since they've already blown their diet. Another example would be sales people who because they do not have the time to make 100 calls in a day make no calls.

2. Over generalization

Seeing a single negative event as a never-ending pattern of defeat. People who over generalize use words such as "always" or "never." "Cold calling never works for me." "Prospects always reject me."

3. Mental filter

Picking out a single negative detail and dwelling on it to the exclusion of everything else. An example: You receive many compliments from your associates about your presentation. If, however, you receive even one mildly critical comment you obsess about it and forget about all of the positive comments.

4. Discounting the positive

You reject positive experiences by insisting they "don't count." If you do a good job, you may tell yourself that it wasn't good enough or that anyone could have done as well.

5. Jumping to conclusions

You interpret things negatively when there are no facts to support your conclusion. There are two categories here: **Mind reading: You arbitrarily conclude that someone is reacting negatively to you with no evidence to back that up. You arbitrarily conclude that a prospect does not want to speak with you with no evidence to back that up.**Fortune telling: You predict that things will turn out badly. Before a prospecting call you tell yourself, "They're not interested." "I'm bothering them." "They'll probably say 'no.'"

6. Magnification

You exaggerate the importance of your (or your company or product or service) problems and shortcomings. You also minimize the importance of your (or your company or product or service) desirable qualities.

7. Emotional reasoning

You assume that your negative emotions necessarily reflect the way things really are. "I am uncomfortable making cold calls" therefore "People do not like cold calls" therefore "Cold calling does not work."

8. "Should" statements

You tell yourself that things should be the way you hoped or wanted them to be. "I should have made that sale." "Musts," "ought's" and "have to's" are similar offenders. Should statements that are directed against yourself lead to guilt and frustration. Should statements that are directed against other people also lead to anger and frustration. "My prospect should call me back."

9. Labeling

Labeling is an extreme form of all-or-nothing thinking. You attach a negative label to yourself or to others. Example: You make a mistake and then say to yourself, "I'm a loser."  Labeling is quite irrational because you are not the same as what you do. These labels lead to anger, anxiety, frustration, and low self-esteem.

You may also label others. When a prospect does not respond as you had hoped you may tell yourself, "He's a jerk." Then you feel that the problem is with that person's character instead of with their thinking or behavior. This makes you feel hostile and leaves little room for constructive communication.

10. Personalization and blame

You hold yourself personally responsible for an event that isn't entirely under your control. An appointment with a new prospect is cancelled because that prospect has left the company. You think, "If only I was better at prospecting, this wouldn't happen."

Some people do the opposite. They blame other people or their circumstances for their problems and they overlook ways that they might be contributing to the problem. Blame doesn't usually work very well.

© 2006 Wendy Weiss

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