Bridging The Communication Gap

Miscommunication can be a costly occurrence.

Defined simply by Merriam Webster as failure to communicate clearly, the causes of miscommunication can vary significantly – lack of forethought or preparation, poor verbal skills or intentional deceit on the part of the sender; lack of comprehension,
poor listening skills or distraction on the part of the receiver.

In a 2005 article, author and conflict resolution expert Tristan Loo suggests that miscommunication is also the primary contributing factor to conflict.

“Miscommunication opens up the triangle of other factors that inevitably leads to conflict,” he says.

He goes on to explain that people tend to fear the worst outcome. In miscommunication the mind will fill in missing information with its own creative insight, which is often fear-based. Our minds naturally seek logical explanations to events as well. Absent those explanations, our minds frequently switch to a fear-based mode in which we satisfy our need for answers with that of assumption. Once we lock-into our assumptions the tendency is to believe them as truth, thus resulting in conflict.

The Solution – Trial Closing
In the selling world, a great deal is lost to misunderstanding and conflict. Buyers tend to buy from people they like and trust – but miscommunication, as noted above, breeds uncertainty, conflict and distrust.

To bridge the gap, Loo suggests people adopt an open mind with respect to alternative possibilities. To facilitate this, increased use of clarifying questions by all parties during need assessments, business meetings, conversations and presentations is the key.

Since it is an accepted principle that the primary sender of communication must take the responsibility for the quality of the communication, then the person who is selling, promoting or persuading should be the one to initiate these clarifying questions which, when properly used, will confirm both understanding and receptivity.

Malpractice!

Defined as "...prescribing medicine or medical treatment without sufficient knowledge of the patient's condition," malpractice is an odious word.
Similarly speaking, the sin of "sales malpractice" is committed countless times each day, often with devastating consequences. Business relationships are compromised, orders are lost, time is wasted and needs are left unfulfilled because of sales malpractice.

Sales malpractice happens when sales people fail to properly assess or recognize customer needs, interests and priorities. The transgression tends to be committed unintentionally, as well-intentioned sellers plod on with ineffective pitches, one-sided sales spiels and misdirected presentations, offering solutions that don't quite fit.

Fortunately, the malady is easily avoided!

Creating and then diligently executing a customer needs assessment (CNA) plan is the answer. And, to avoid any misconceptions, the CNA must be conducted early in the selling process, and must be regularly confirmed during more lengthy selling cycles.

In addition, an effective CNA must go well beyond asking customers what they think they need!

Successful needs-assessment involves learning about what each customer is trying to accomplish; it requires thoughtful questions, focused listening, a situational analysis and confirmation of the facts.

In today's consultative selling model, all customer needs must be assessed and confirmed before any solutions are offered; no presentation can be made, no advice given, no proposal written, no quote submitted until all factors have been carefully considered.

Only then can a solution be offered in good conscience.

Customer Needs - One Size Does Not Fit All

Regardless of what type of business we're in, gauging our customers' and prospects' needs requires more than a "one-size-fits-all" approach. Here are a few proven best practices:

Never assume the customer knows everything necessary to make the right choice. Most know considerably less than we know about the products and services we provide; and while we may each have a number of "in-the-know" regular or long-term clients who are familiar with what we do, there are still application-related or other nuances that warrant our attention. The best practice is to always ask clarifying questions with respect to each situation, and to go the extra mile toward accurately assessing all the circumstances associated with each situation and each customer's needs.

Focus on what each customer or prospect is trying to accomplish rather than on what service or product type they are "looking for." By asking open-ended questions that relate to each customer's situation or how they plan to use our products and services, we should be able to assess all of their needs, which might include a basic or customized approach, various products, options and accessories, or possibly a specialized solution about which they were unaware.

Look beyond product and service needs for other hidden needs. The more we learn about our customers and prospects, the easier it becomes to structure the most appealing proposals. In many instances, there are issues with respect to company policies, structure, affiliations, specialties, and buying practices that might make a difference in how we'd like to configure our offer. In other cases, there might be personal needs to consider, such as a need to satisfy a demanding boss, a special need for service response guarantees, or the need to feel secure about a supplier's competitive position or reputation (an important issue to the buyer who has been "burned" in the past by a less-than-reputable competitor).

Develop a consistent method of uncovering these basic and not-so-basic needs. Creating a standard list of items to cover, questions to ask and options to present is one good way to develop a dependable and thorough approach. Many have also found that using this type of resource allows them to pay closer attention to each customer or prospect. In some cases, this extra focus will enable us to discover the "little things" that, when addressed, result in closing the sale or in long-term customer loyalty.

Take an extra minute to double-check established needs, specifications and expectations. Sixty-seconds of prudence at the start can often save hours after-the-fact should there be extenuating circumstances or a misunderstanding about features, billing issues or other special requirements. A few final clarifying questions can even make the difference in getting the business, as most customers like to buy from those who show their interest and professionalism.