1.
Professional Selling
stephenremy@gmail.com

2.
New
2
value
Agenda
Module 1: Professional Selling Introduction
Module 2: Active Listening
Module 3: Effective Questions
Module 4: Training Needs Analysis
Module 5: Product Features and Benefits
Module 6: Closing / Gaining Agreement
Module 7: Customer Follow-up
Session 1
2 days
Session 2
1 days

3.
Introduction Module
Sales Funnel and Professional Selling

4.
Formal selling process used
by over 90% of the
companies with professional
sales organizations.

5.
Prospect Enters Funnel
Prospect becomes a Customer
< 10% of Prospects become customers.
Why are existing customers are so important?
80% of the revenue is from existing customers.

6.
PP
P
P
P
P
P
P
P P
P
P
P
P
C
C

7.
Overview
 Help prospects become customers
 Slowly moves prospect toward a buy decision.
 When & how to engage customers, learn about their needs,
craft solutions, prepare proposal and gain agreement.
 Helps to track ROI.
 Aligns decisions & activities towards a logical outcome.
 Helps spot problems early.
 Helps to identify needed improvements in the sales process.

8.
Prospecting
Proposal
/Solutions
Closed Won/Lost
Servicing
Qualification
(Needs Analysis)
Probe/Listen
Qualification
(Scope of Work)
Presentation
POST CALL
CALL
PRECALL
3 Simple Steps
1
2
3

9.
Sales Funnel Decision Tree
Why is this a good prospect?
What is the Objective.
Identify key Contact?
How to gain access?
How to gain customer interest?
Prepare opening statement?
Assess training needs?
What solutions to offer?
Present proposal & agreement.
Is customer happy?
Answered objections?
Prospecting
Proposal
/Solutions
Closed Won/Lost
Servicing
Qualification
(Needs Analysis
Probe/Listen
Qualification
(Scope of Work)
Presentation

10.
Prospecting
Proposal
/Solutions
Closed Won/Lost
Servicing
Qualification
(Needs Analysis
Probe/Listen
Qualification
(Scope of Work)
Presentation
Sales Funnel Decision Tree
Why is this a good prospect?
What is the Objective.
Identify key Contact?
How to gain access?
How to gain customer interest?
Prepare opening statement?
Assess training needs?
What solutions to offer?
Present proposal & agreement.
Is customer happy?
Answered objections?

11.
Prospecting
Proposal
/Solutions
Closed Won/Lost
Servicing
Qualification
(Scope of Work)
Presentation
Qualification
(Needs Analysis
Probe/Listen
Sales Funnel Decision Tree
Why is this a good prospect?
What is the Objective.
Identify key Contact?
How to gain access?
How to gain customer interest?
Prepare opening statement?
Assess training needs?
What solutions to offer?
Present proposal & agreement.
Is customer happy?
Answered objections?

12.
Prospecting
Qualification
(Scope of Work)
Presentation
Proposal
/Solutions
Closed Won/Lost
Servicing
Qualification
(Needs Analysis
Probe/Listen
Sales Funnel Decision Tree
Why is this a good prospect?
What is the Objective.
Identify key Contact?
How to gain access?
How to gain customer interest?
Prepare opening statement?
Assess training needs?
What solutions to offer?
Present proposal & agreement.
Is customer happy?
Answered objections?

13.
Prospecting
Qualification
(Scope of Work)
Presentation
Proposal
/Solutions
Closed Won/Lost
Servicing
Qualification
(Needs Analysis
Probe/Listen
Sales Funnel Decision Tree
Why is this a good prospect?
What is the Objective.
Identify key Contact?
How to gain access?
How to gain customer interest?
Prepare opening statement?
Assess training needs?
What solutions to offer?
Present proposal & agreement.
Is customer happy?
Answered objections?

14.
Prospect Enters Funnel
Sales Stage in Salesforce.com
Prospecting
Prospecting
Prospecting
Prospecting
Prospecting
Qualification – Needs Analysis
Qualification – Needs Analysis
Qualification/Scope of Work
Proposal
Closed Won/Closed Lost
Sales Funnel Decision Tree
Determined reason for contact?
Established Objective?
Identified key Contact?
Determined how to Access?
Determined how to gain interest?
Prepared opening statement?
Assessed training needs?
Presented Solutions?
Gained agreement to proposal?
Is customer happy?
Answered objections?

15.
1. Help customers make informed decisions.
2.Show genuine concern for the welfare of customers.
3.Believe in their products and services.
4.Less likely to exaggerate than politicians and even
preachers, and professors in universities.
5. Respond to more ethically to dilemmas.

16.
Unprofessional sales people talk more than they listen and
present products before they understand customer needs.
Module 1: Introduction to Professional Selling
A professional sales person talks a lot less than their customers do.
They ask well crafted insightful questions and actively listen to
customers talk about their needs.
How are professional sales
people different?
1. Service oriented
2. Modest
3. Smart
4. Credible
5. Trustworthy
6. ?

17.
Accurate
Attentive
Alert
Decisive
Empathy
Flexible
Creative
Caring
Active listener
Mature
Observant
Professional
Tactful
Patient
Positive
Can Do
Helpful
Self motivated
Assertive
Questioning
Listens
Closing
Composed
Dependable
Solutions oriented
Goal oriented
Inquisitive
Ethical
Logical
Motivated
Positive
Resourceful
Success-oriented
Understanding
Confident
Helpful
Sincere
Product
Processes
Customers
Company
Systems
Problem Solving
Matches products
Exercise 1.1 Exercise 1.2

18.
Customers don’t care what you sell
until they’re sold on how much you
care.
• If you come across as the person who knows it all and is not
hesitant to tell everyone you can about how smart you are.
• When a customer doesn’t have to talk because you are doing all
the talking.
• When nothing you share is different from competitors or what
they’ve already found on the internet.
• When you sell a solution for a need that you assume the
customer should have.

19.
20
Active Listening
Effective Questions
The most important tools you have to
show how much you care about the
customer.

20.
Prepare opening statement?
Assess training needs?
Prospecting
Proposal
/Solutions
Closed Won/Lost
Servicing
Qualification
(Needs Analysis
Listen/Probing
Qualification
(Scope of Work)
Presentation
Sales Funnel Decision Tree
Why is this a good prospect?
What is the Objective.
Identify key Contact?
How to gain access?
How to gain customer interest?
Prepare opening statement?
Assess training needs?
What solutions to offer?
Present proposal & agreement.
Is customer happy?
Answered objections?

21.
Module 2
Active Listening
Raymond

22.
People remember between 25 percent and 50 percent of
what is heard.
Module 2: Active Listening
That means that when you talk to your boss, colleagues,
customers or spouse for 10 minutes, they pay attention to
less than half of the conversation
When you are receiving directions or being presented with
information, you aren't hearing the whole message either.

23.
24
Do you talk more
than you listen?
Are you eager to talk
about your solution?
Do you jump in and
finish customers
questions?
Do you frequently
interrupt?
Are you thinking
about your answer
rather than listening?
Are you ? Do you ?
Do you talk more
than you listen?
Do you jump in and
finish customers
questions?

24.
25
Do you talk more
than you listen?
Are you eager to talk
about your solution?
Do you jump in and
finish customers
questions?
Do you frequently
interrupt?
Are you thinking
about your answer
rather than listening?
Are you ? Do you ?
Do you frequently
interrupt?
Are you thinking
about your answer
rather than listening?

25.
26
• Interrupting – knowing the answer
• Trying to be helpful
• Seeing discussion as competition
• Distraction - red flag words – emotional triggers
• Gap searching
Module 2: Active Listening

26.
Active Listening Active Raymond
27
• Improves relationships
• Improves knowledge
• Improves understanding
• Prevents problems escalating
• Saves time and energy
• Leads to better results
Module 2: Active Listening
How well you listen has a major impact on your
personal and professional life.

27.
Tip:
Good communication skills require a high level
of self-awareness. By understanding your
personal style of communicating, you will go a
long way towards creating good and lasting
impressions with others
Module 2: Active Listening
Exercise: 2.1 Communications Self Assessment

28.
1. Talk no more than 20% of the time.
29
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How to Actively Listen?
If you at first visit an 80/20 split is the goal
If you are talking, then you are not learning.
If you’re not learning then you don’t know what
the customer needs.
If you don’t know what the customer needs then
your solutions will be worthless.

29.
2. Give Your customer Your Undivided Attention
30
How to Listen Better?
Look at the speaker directly.
Put aside distracting thoughts.
Don't mentally prepare a rebuttal!
Avoid being distracted by
environmental factors. For example,
side conversations.
"Listen" to the speaker's body language.

30.
• Sounds made, to let one person know the other is there and listening.
• Such as, “Oh?”, “When?”, and “Really?”.
• They are questions, comments, or sounds that do not interfere with
the flow of conversation, but do let the subject know that the
negotiator is there and listening.
• They help build rapport & encourage the subject to continue talking.
3. Minimal Encouragements
It was really great! You say:
We really went through a tough time. You say:
We finally got the help we needed. You say:

31.
4. Notice Your and Customer’s Body Language
32
How to Listen Better?
Body Language
• Arms folded across chest?
• Eye contact?
• Nervous / Tapping fingers
• Looking around room / at watch?
• Body posture & arms open?
• Stands & smiles in greeting?
• Leaning forward?
• Appear relaxed?
See Reference2.1

32.
4. Take Detailed Notes
( Tip: take notes using the customer’s exact words and phrases)
33
How to Listen Better?
• One of the most effective strategies to improve listening.
• Irrefutable proof to speaker you are listening.
• Shows you care about what the speaker says.
• The best method to remember what the speaker said.

33.
How to Listen Better?
5. Repeat What You Think You’ve Heard (Paraphrase)
34
Exercise 2.2

34.
6. Mirroring (or Reflecting
Repeat the last word heard with a
question at the end.
Attempt to gain more information from
the speaker.
How to Listen Better?
Every time we receive a late shipment we lose money. You say:
Whenever we ask them to help us, it turns out bad. You say:
Customer sometimes complain about price. You say?

35.
6. Emotion Labeling
You sound…”,
“You seem…”
How to Listen Better?
I don’t know what the answer is, I just know we have to do something now! You say:
I’m really out of options and the problem is getting worse. You say:

36.
The only way to become a better listener is to
practice "active listening."
This is where you make a conscious effort to hear
not only the words that another person is saying but,
more importantly, try to understand the complete
message being sent
How to Listen Better?
Exercise 2.3 Exercise 2.4

37.
Module 3
Effective Questions

38.
A. The person speaking
B. The person asking questions?

39.
Open: Asks for information.
Closed: Asks for facts or yes/no answers.
Exercise 3.1

40.
-What
-Why
-Where
-When
-Who
-How
Encourages customers to
share information. .

41.
Helps Customers feel
comfortable sharing
information.
T.E.D.
Please Tell me …
Can you Explain …
Could you Describe…

42.
OPEN Question selling
“ ASK AND YOU SHALL SELL”
WWW.TRAININGCOURSEMATERIAL.COM

43.
perational
robing
ffect
eed
General Information
Problems / Pain
Effect of the Pain
Pay-off of Solution.
Asking questions in a particular order leads you and the customer
toward a mutually beneficial solution.
44
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44.
perational
45
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Questions developed from pre-call planning that describe
customer’s business.
No questions about potential problems or solutions in this stage
 Broad based and general facts about a situation or operation.
 Nonthreatening – no interpretation is required.
 Open-ended questions to get maximum information.

45.
perational
46
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Questions developed from pre-call planning
that describe customer’s business.
Question:
What type of service arrangements do you have with suppliers?
Answer:
We use Just-in-Time (JIT) system with the main suppliers.
Follow-up Question:
Who’s involved in purchase decision-making process?
Answer:
I make the decisions regarding the suppliers.
No questions about potential problems or solutions in this stage

46.
Can you describe your business?
How long have you been with your current service
provider?
How many employees do you have?
Where are they located ?
How do you connect all branches together?
What is a typical day like?
47

47.
Quick Quiz
Find the Operational Question
1 – “ Would you like to transfer that technology to a different department ? “
2- “ Are you happy with your current service?”
3- “ What can you tell me about your current business situation ? “
48

48.
Is this an operational question?
1 – What is the average weekly output of this operation?
2- How do you connect all your branches together?
3- You were not feeling well the last time you were here ,
are you feeling better now ?
4- How does competition affect your business ?
5- Are you happy with your current Service ?
49
Quick Quiz

49.
Is this an operational question?
1 – What is the average weekly output of this operation?
2- How do you connect all your branches together?
3- You were not feeling well the last time you were here ,
are you feeling better now ?
4- How does competition affect your business ?
5- Are you happy with your current Service ?
Yes , you want to know how their operation works.
Yes , want to know how their business is connected which may be a need area.
NO, this is just inquiring about their health not business related
Yes , you are checking their competitive situation.
NO, this is a probing question that we will discuss shortly
50
Quick Quiz
Exercise 3.2

50.
Operational Questions
 Broad based and general facts about situation or operation.
 Nonthreatening – no interpretation is required
 Open-ended questions to get maximum information.
Probing Questions
 Probing questions about information gained in operational questions
 Seeking to uncover problems that could lead to suggested needs.
 Open-end questions for maximum information.
Effect Questions (Pain)
 Questions about the negative impact (Pain) of a problem found in probing questions.
 Designed to motivate buyer to want a solution to the problem.
Pay-off Questions
 Questions of what the pay-off would be without the problem
 Motivates buyer to establish the value of finding and implementing a solution.

51.
• Uncovers concerns / problems.
• Help customers talk about their concerns / needs.
• Typically open-ended to allow broad range of responses.
• Usually begin with 'what,' 'why' or 'how.'

52.
“How happy are you with…?
“What is the number one problem you would solve?”
“Earlier you talked about X.
How often do you have concerns with X?”
53
Examples

53.
Probe: I understand you prefer Just in Time suppliers—
How have they been performing?
Answer: Fairly well…..an occasional late delivery.
Probe Further: How do you feel about a supplier being
occasionally late with deliveries?
Answer: When it happens, it causes a real problem for us.
Example of a probing question exchange.

54.
“Are you happy with your checking account benefits?”
“Are you satisfied with your online payment processing service
you are getting ? “
“If you had a magic wand, what is the number one problem you
would solve?”
“You talked earlier about cost being a big factor, can you
describe what concerns you have had in the past with pricing?”
“You mentioned that you do travel a lot , do you have any
difficulties in communicating while travelling?”
Examples of Probing Questions
55

55.
Quick Quiz
Which questions are PROBING for problems.
1 – “It sounds like a lot of your valuable time is being wasted by having to
Come and pay the bill in person?”
2- “Does your home have a fire/burglar alarm?”
3- “You mentioned you want to reduce your monthly bill somehow, which
Part of your current plan you have concerns about ?”
Yes, this is a probing question. The issue is time and convenience
– promote website
No, this is an operational question, just asking for base information,
no problem being uncovered
Yes, this is a probing question aiming to uncover issues with the current
rate plan – aiming to promote another new package.
56
Exercise 3.4

56.
Effect Questions to Clarify Impact
57
Effect Questions (Pain)
 Questions to show the negative impact / effect / pain of the
problem discovered while probing.
 Designed to activate the buyer’s interest and desire to solve the
problem.
 Strongly linked to success in selling.
 Even experienced sale representatives have difficulty in using
these questions.
 More difficult to phrase than either Operational or Problem
questions.
 One problem can generate many negative effects.
 You may have to ask several effect questions for each problem.


57.
•What effect does the reject rate have on customer satisfaction?
•What effect does that have on your output?
•You only have three people that can use them. Doesn't that create work
bottlenecks?
•It sounds like the difficulty of using these machines may be leading to an
employee turnover problem. Is that right?
•What does this turnover mean in terms of training cost?
•What are the implications of not being able to make an urgent call because
you are out of credit?
Examples of Problem and Effect in Same Statement

58.
• Effect questions are used to show the impact of a problem.
• The purpose of these questions to ‘activate’ the customer’s interest to solve the
problem.
• These questions allow the customer to gain clear insight into the true ramifications the
problem is causing
Question:
What effect does your supplier’s late delivery have on your
operation?
Answer:
It slows production which affects operating costs …
Question: If production drops off, how are your operating costs
affected and how does that affect your customers?
Answer:
It could delay orders causing a negative impact to customer service.

59.
Little
60
None
Pronounced
Significant
Some
Problem
Problem
Problem
Problem
Solution Needed
Solution Needed
Solution Needed
Solution Needed
Impact
of Effect
Pain
No Problem No Solution Needed

60.
Effect Questions to Clarify Impact
• What effect does the reject rate have on
customer satisfaction?
• What effect does that have on production?
• You only have three people that can use
them. Doesn't that create work bottlenecks?
• Could the difficulty using these machine be
contributing to the employee turnover
problem?
• What does this turnover mean in terms of
overall costs to the company?
• Could that lead to increased cost?
• Could that lead to customer service
problems?
• What effect would that have on the
company?
61
Effect Questions uncover PAIN caused from Problems
Some Pain
More Pain
Even More Pain
Significant Pain
Pain that cannot be
tolerated any longer

61.
62
Problem / Concern Effect Question
Orders not shipped
on time.
What effect does this have on customers?
How does this effect your business.?
Inexperienced
Supervisors
What effect does this have on your
employees?
High turnover How does this effect your company?
Rapid Expansion -
risk of not hiring the
right people
What’s the effect of not hiring the best
people on the company?
What would be the impact of not hiring the
best people.
EFFECT QUESTIONS
Identifies the consequences / effects /pain of problems.
Module 3: Asking Effective Questions
Exercise 3.5 Exercise 3.6

62.
Do not offer your solution yet
Ask Nail down questions first
Customers who think of the PAY-OFF for
themselves, buy-in to solutions.
63

63.
Projects what life would be like without problems.
Customer establishes the value of finding and implementing a solutions.
Focus the buyer’s attention from problems to solutions.
Gets the buyer to think about positive benefits of solving the problem.
Top sales people effectively utilize a high number of need-payoff questions
into sales calls than do less successful salespeople.

64.
These questions help the customer see the value in finding solutions to the problems
uncovered earlier in the call.
Question:
If a supplier was never late with a delivery, what effects would that
have on your JIT operating structure?
Answer:
It would run smoother and at a lower cost.
Question: If a supplier helped you meet these expectations, what
impact could that have on your business?
Answer:
Increased customer satisfaction would mean more business…

65.
66
 You are in a conversation with a customer who knows they
have a problem and understands the “effect” or “pain” of the
problem. What’s next?
 Option #1: Sales person “tells” or “sells” a solution to the
customer.
 Option #2: Sales person helps the customer discover the
pay-off to find the solution they need.
===============================================
Question:
What are the advantages / disadvantages of #1 & #2?
What option would you recommend?
PAYOFF Questions

66.
67
 Increases success of more complex sales.
 Increases chance solutions will answer needs.
 Focuses the customer's attention on the solution
rather than the problem
 Encourages the customer to outline benefits your
solution will provide him/her.
 Pre-empts objections.
 Enlists customer buy-in.
PAYOFF Questions

67.
How much money could be saved each year if we could reduce the
costs we talked about?
How would it help if you can have all the features you wanted
within the budget you mentioned?
How much would it be worth for you to get rid of this problem?
How much impact would solving this problem have on the
organization?
Pay-off Questions:
68
Exercise 3.7

68.
69
Recap and summary :
• Customers do not buy because they have problems.
• Customers buy because they don’t want to tolerate the PAIN from problems.
• Problems ≠ Decision to Buy Problems + Pain = Decision to buy.
• The more you link pain to problems the more likely customers will want a solution.
How do needs begin?
• Begin as problems or dissatisfactions.
• In order to develop these problems into needs, you use an open selling technique
to convert problems into needs,
• Follow the OPEN question selling technique by asking:
• Operational questions to establish a jumping off point / context.
• Probing questions to expose the problem.
• Effect questions to expose the pain from problems.
• Nail-down / Pay-off questions to uncover the benefit of finding a solution.

69.
Module 4
Training Needs Assessment

70.
Training Needs Assessment
Qualification
(Needs Analysis
Listen / Probing

71.
Qualification
(Needs
Analysis)
Probe/Listen
What information do I need and How to ask?
1. What is a training needs assessment?
2. Factors the may lead to Training needs.
3. Why conduct a Training Needs Survey?
4. How to determine where training is needed?
5. Value of gathering employee opinions.
6. Steps in a training needs assessment.
7. Assessment Methods

72.
What is a Training Needs Assessment?
1. A diagnostic tool
2. A survey that gathers data
3. A process to review employees and the organization
4. A collection of Information

73.
Factors that may lead to Training Needs
•Re-organization processes
•Expansions & Acquisitions
•Business Process Re-engineering
•Process Improvements
•Reductions in Force
•Layoffs/Transfers/New Hires
•Staffing Changes/Promotions
•Re-locations
•New equipment/Technology
•Performance/Safety Issues
•Problems in Production/Safety
•New Systems/Procedures
•Changes in Laws/Regulations
•Succession Planning
•Career Paths/Growth

74.
Why conduct a Training Needs Assessment/Survey?
1. Helps an organization achieve its goals.
2. Reduces gaps between employee skills and the skills
required by the job and department.
3. May form the basis (benchmark) for determining
effectiveness of the training administered.
4. May determine impact of training on performance / skills.

75.
How do you determine where Training is needed?
Needs Assessment Questionnaire
Needs Analysis
Employee Interviews
Employee Opinion/Climate Surveys
Exit Interviews
Employee Grievances/Complaints
Customer Returns/Calls
Accidents & Scrap
New Equipment / Software
Changes in Procedures
Re-organization
Job Re-design
Performance Appraisal Results
Promotions & Terminations
Observations
Assessment Centers
Employment/Skills Tests
Focus Groups

76.
Different needs assessments
 Initial Organizational Assessment
 Person Assessment
 Work / Task Assessment
 Performance Assessment
 Content Assessment
 Training Suitability Assessment
 Cost-Benefit Assessment
http://www.hr-survey.com/sdtn9q.htm

77.
Initial Organizational Assessment
 Needs Assessment Questionnaire
 Transfer Entries into Salesforce.com
Training Needs Assessment Questionnaire rev. 3-23-15
Company Name: _______________________________
Key Contact Name___________________________ Title_______________________
Address ______________________________________________________________
City__________________________________________State_____________Zip_________
Phone: ________________________________ Fax______________________________
Email_____________________________________________________________________
Other Contacts______________________________________________________________

78.
1. Initial Organizational Assessment
 Use Needs Assessment Questionnaire
Products or Services________________________________________________________
Number of Employees ____________________________________
Management
Supervisory
Maintenance Operators
Quality Control
May I have a copy of vision / mission statement, News Releases, Surveys, Job Descriptions
Is the company union or non-union? _____________________

79.
 Initial Organizational Assessment
 Use Needs Assessment Questionnaire
Describe current workforce development needs.
Please check all that apply.
___Assessment ___Selection/Hiring ___Basic Skills
___Pre-Screening ___Training ___Other
Please list below anticipated training needs and estimated number of employees to train.

80.
 Initial Organizational Assessment
 Use Needs Assessment Questionnaire
Training Employees
What previous training has been conducted? ______________________________
How was it delivered?________________________________________________
What was the outcome? _____________________________________________
Do you have an established performance assessment process? ______________
Are there performance metrics? _______________________________________
Who identified the current training need? _______________________________

81.
 Initial Organizational Assessment
 Use Needs Assessment Questionnaire
Please specify the specific skills or behavioral changes needed after training.
Please list any actions taken to find a solution to concern.
___________________________________________________________________
Needs Assessment Exercise 4.1

82.
Learning Exercises Modules

83.
Low Average High
1 2 3 4 5 6 7 8 9 10
1 Modest
2 Conscientious
3 Achievement Oriented
4 Curious
5 Friendly Gregarious
6 Not Easily Discouraged
7 Self-conscious
91% 85% 95% 82% 50% 90% < 5%
1 2 3 4 5 6 7
Exercise 1.1 Please rate the top 20% of Professional Sales People

84.
Identify the IDEAL attributes for WFS Professional Salespeople
Attitude
KnowledgeSkills
EXERCISE 1.2
Three teams make
entries in all 3
areas. Instructor
will facilitate top 3
in each category.
Overlap is
expected.

85.
Body Language
Body Language Reference Chart Reference 2.1

86.
1=Never 2=Almost Never 3=less than have the time 4=have the time 5= more than have the time 6=Almost always 7=Always 1 2 3 4 5 6 7
1. I pay attention to the nonverbal cues of others.
2. I attempt to understand ideas that are different from mine.
3. I attempt to understand the other person's frame of reference.
4. I can accurately paraphrase another's words.
5. I am at ease in the world of emotions.
6. I accept suggestions from people with whom I am working.
7. I asked for more details and clarification.
8.I make sure I distinguish between fact and opinion.
9. I encourage others to clarify their thoughts.
10. I give critical feedback when necessary.
11. I emphasize action or behavior that I appreciate.
12.I am aware of the effects of my behavior on others.
13. I accept critical feedback from others.
14. I openly acknowledge my errors.
15. I ask others for critical feedback.
16. I adapt to the individuals with whom I am interacting.
17. I settle misunderstandings as soon as they arise.
18. When I am challenged, I am able to discuss it calmly.
19. I clearly express my disagreement.
20. When appropriate, I apologize without excessive justification.
TOTAL
Exercise 2.1 COMMUNICATION SELF-ASSESSMENT

87.
Results
20 – 80 – You are more at ease with jobs you can carry out alone than in
intrapersonal relationships.
51-80 You have some communication skills, but others are less well developed.
You are aware of your limits.
81-110 You are perfectly at ease in the world of interpersonal relationships. You
have only t refine the skills you already have.
Over 110 You demonstrate mastery of all skills.
Exercise 2.1 COMMUNICATION SELF-ASSESSMENT

88.
Paraphrasing Exercise
On a separate sheet of paper, paraphrase the following statements.
Exercise2.2

89.
Activity Listening Exercises
Instructions: For each of the four vignettes, teams will
compose three statements that demonstrate active
listening.
1. Statement that you show empathy for the situation
2. Asks for clarification and detail in a nonjudgmental way
3. Provide non-evaluative feedback to the speaker
90
After teams prepare three statements for each vignette, they will
share their statements with the group.
How to Listen Better?
Exercise 2.3

90.
Showing empathy – Acknowledge you realize the emotion they are feeling by
acknowledging it in a sentence.
Asking for clarification and detail while withholding your judgment. Listen
carefully to what they say. Frame your question as someone trying to understand
in more detail, often asking for a specific example is useful.
Providing non-evaluative feedback – feeding back the message you heard. Think
about what the speaker is conveying, then paraphrase it in your own words, and
say it back to the speaker (without judging the correctness or merit of what they
said), asking him/her if that is what they meant.
Module 3: Active ListeningExercise 2.3

91.
VIGNETTE #1 A colleague stops by your desk and says, “I am tired of the lack of leadership
around here. The boss is so wishy washy, he can’t get tough with some of the slackers around
here. They just keep milking the company, living off the rest of us. Why doesn’t management
do something about these guys? And YOU are always so supportive of the boss; he’s not as
good as you make him out to be.”
Develop three statements that respond to the speaker in this vignette by: (a) showing empathy,
(b) seek clarification, and (c) provide non evaluative feedback.
VIGNETTE #2: Your co-worker stops by your cubicle, her voice and body language show
stress, frustration, and even some fear. You know she has been working hard and has a strong
need to get her work done on time and done well. You are trying to concentrate on some work
and have had a number of interruptions already. She just abruptly interrupts you and says, “This
project is turning out to be a mess, why can’t the other three people on my team quit fighting
each other?”
Develop three statements that respond to the speaker in this vignette by: (a) showing empathy,
(b) seek clarification, and (c) provide non evaluative feedback.
Exercise 2.3

92.
VIGNETTE #3: One of your subordinates is working on an important project. He is an
engineer who has good technical skills and knowledge and was selected for the project team
because of that. He stops by your office and appears to be in quite agitated, his voice is loud
and strained and his face has a look of bewilderment. He says, “I’m supposed to be working
with four other people from four other departments on this new project, but they never listen
to my ideas and seem to hardly know I’m at the meeting!”
Develop three statements that respond to the speaker in this vignette by: (a) showing empathy,
(b) seek clarification, and (c) provide non-evaluative feedback.
VIGNETTE #4: Your subordinate comes into your office in a state of agitation, and asks if she
can talk to you. She is polite and sits down. She seems calm and does not have an angry look
on her face. However, she says, “It seems like you consistently make up lousy schedules, you are
unfair and unrealistic in the kinds of assignments you give certain people, me included.
Everyone else is so intimidated they don’t complain but I think you need to know that this isn’t
right and it’s got to change.”
Develop three statements that respond to the speaker in this vignette by: (a) showing empathy,
(b) seek clarification, and (c) provide non-evaluative
Exercise 2.3

93.
ACTIVE LISTENING BEHAVIORS OF ACTIVE LISTENING √
PAYS ATTENTION Faces the Speaker
Maintains eye contact
Is not distracted
SHOWS THEY ARE LISTENING Nods occasionally.
Smiles or other facial expressions.
Encourages speaker - Yes, Uh-Huh, I see…
Open posture – Leans forward – Hands apart
PROVIDES FEEDBACK Paraphrase: "What I'm hearing or Sounds like you said…”
Asks questions to clarify certain points.
"What does it means when you say …Did you mean…?
Summarizes speaker's comments
DEFERS JUDGEMENT Allows speaker to finish a point before asking questions.
Does not counter arguments or share own stories.
RESPONDES APPROPRIATELY Candid, open, and honest responses.
Provides opinions respectfully.
Role Play Feedback Form.Exercise 2.4

94.
ACTIVE LISTENING SCENARIO #1:
You’re talking to your friend about your spouse, whom you are angry at
because he/she is consumed with work, is always at the office and has
missed several important outings with you and the family. You’re feeling
somewhat embarrassed and don’t really wish to “air your laundry” in
public, but, at the same time you feel a real need to talk about it.
ACTIVE LISTENING SCENARIO #2:
You’re talking to your supervisor who called you in to ask if you were okay.
You have been tired and worn out for the last several weeks. You just
don’t feel enthused about anything and each day is not something you
look forward to. You feel like you’re just going through the motions on
everything you do.
How to Listen Better?Exercise 2.4

95.
ACTIVE LISTENING SCENARIO #3:
You were ordered to hold over by your supervisor, because someone
called in sick for the next shift. This ruined your plans for the evening.
Still, no one else could or would work it, and you haven’t worked OT in
a month because you’ve been on vacation and this is your first day
back. You’re talking to a co worker.
How to Listen Better?Exercise 2.4

96.
ACTIVE LISTENING SCENARIO #4:
You’re thinking about quitting your job. You and your spouse have
talked about this for awhile. It would mean selling your house and
moving away to live somewhere less expensive. You think you want to
do this but at the same time you wonder if it is the best thing for you
and your spouse. You are talking to your co-worker.
Take it from there!
How to Listen Better?Exercise 2.4

97.
WWW.TRAININGCOURSEMATERIAL.COM
98
1 2 3 4 5 6 7
A
B
C
D
E
F
G
Module 3: Selling With Questions
Exercise 3.1

98.
Materials Needed:
Example company profile
Instructions:
Step 1: Participants divide into 2-3 per group.
Step 2: Read the company profile.
Step 3: Write down OPERATIONAL questions to ask.
Step 4: Groups reconvene to share what was learned.
Instructor
Provides Exercise 3.2

99.
100
Operation Questions vs Probing Questions OPERATN PROBING
OQ PQ
1 Mr. John, how many manufacturing plants you have?
( ) ( )
2 Do you also manufacture TVs?
( ) ( )
3 Do you have local competitors?
( ) ( )
4 Do you have any problem with your invoices?
( ) ( )
5 How do you handle customer complains?
( ) ( )
6 Are you facing an increase in your monthly bill?
( ) ( )
7
Do you have any trouble meeting with the new
regulations?
( ) ( )
8 Are you happy with your current mobile coverage ( ) ( )
Exercise 3.3

100.
101
Open Questions vs Probing Questions
OQ PQ
1
Mr. John, how many manufacturing plants you have? ( X ) ( )
2
Do you also manufacture TVs? X) ( )
3
Do you have local competitors? (X) ( )
4
Do you have any problem with your invoices? ( ) ( X )
5
How do you handle customer complains? ( X ) ( )
6
Are you facing an increase in your monthly bill? ( ) ( X)
7
Do you have any trouble meeting with the new
regulations? ( ) ( X )
8
Are you happy with your current mobile coverage? ( ) ( X )
Exercise 3.3

101.
102
Probing questions to Uncover a Problem
1. Participants divide into 4 teams.
2. Instructor gives team different operational scenarios.
3. Each team develops probing questions in an effort to
expose a problem relative to the operational scenario.
Exercise 3.4

102.
Exercise 3.4
Operational Scenario #1:
The customer uses JIT suppliers to keep inventory costs low.
Operational Scenario #2:
During a tour of the plant, the customer says they have 1 line
supervisor for the entire facility 24 hours a day.
Operational Scenario #3:
The customer shares that they are using Excel 2003.
Operational Scenario #3:
The customer is proud of their live person customer service and
order processing. They have no on-line presence to speak of.

103.
WWW.SCITRONWEB.COM 104
Probing Questions vs. Effect Questions PQ EQ
1 Do you have problems with resetting your modems?
( ) ( )
2 What is the effect of slow connection on submitting the reports
on time? ( ) ( )
3 How much additional cost due to new regulations?
( ) ( )
4
Do you have difficulties in synchronizing your Blackberries with
Outlook?
( ) ( )
5 What is the consequence of losing your back up files?
( ) ( )
6 Are you satisfied with your network coverage?
( ) ( )
7 What is the risk if network fails in your remote site?
( ) ( )
8 Do you have issues with the USB modem price?
( ) ( )
9 What is the effect of reducing your phone bills?
( ) ( )
10 Do you travel a lot ?
( ) ( )
Exercise 3.5

104.
WWW.SCITRONWEB.COM 105
Probing Questions vs. Effect Questions
PQ EQ
1 Do you have problems with resetting your modems? (X) ( )
2 What is the effect of slow connection on submitting the reports
on time? ( ) (X)
3 How much additional cost due to new regulations? (X) ( )
4
Do you have difficulties in synchronizing your Blackberries with
Outlook? (X) ( )
5 What is the consequence of losing your back up files? ( ) ( X )
6 Are you satisfied with your network coverage? ( X ) ( )
7 What is the risk if network fails in your remote site? ( ) ( X )
8 Do you have issues with the USB modem price? (X) ( )
9 What is the effect of reducing your phone bills? ( ) (X)
10 Do you travel a lot ? ( X ) ( )

105.
106
1. PROBLEM: The night shift is not as productive as day shift.
Effect Questions to expose the pain.
1.
2.
3.
2. PROBLEM: Quality of our product needs to be more consistent.
Effect Questions to expose the pain.
1.
2.
3.
Exercise 3.6

106.
107
Effect Questions vs. Nail Down Questions EQ NQ
1 How would it help if you reduce your running costs by 35%?
2 What is the effect of slow connection on submitting the reports on
time?
3 What is the impact of getting all your sales reports on time?
4 What is the impact of losing your back up files
5 Would you like to have your mobile invoices with all details
explained?
6 How important is it that your remote sites have mobile access?
7 What other departments will benefit from access to the internet?
9 Are you looking for keeping your employees regularly updated
about latest regulations?
10 What is the effect of reducing your sales force?
Exercise 3.7

107.
108
Effect Questions vs. Nail Down Questions EQ NQ
1 How would it help if you reduce your running costs by 35%? X
2 What is the effect of slow connection on submitting the reports on
time?
X
3 What is the impact of getting all your sales reports on time? X
4 What is the impact of losing your back up files X
5 Would you like to have your mobile invoices with all details
explained?
X
6 How important is it that your remote sites have mobile access? X
7 What other departments will benefit from access to the internet? X
9 Are you looking for keeping your employees regularly updated
about latest regulations?
X
10 What is the effect of reducing your sales force? X
Exercise 3.7

108.
WWW.TRAININGCOURSEMATERIAL.COM
109
1. Participants will divide into teams of 3 people each to create 4 teams.
2. A customer profile will be handed out to all teams to review.
3. All teams will complete a Needs Assessment Questionnaire.
4. All teams will develop OPEN questions to prepare for 1st meeting with
customer on the opposite team.
5. 1 participant will call on 1 participant in other team in private to ask
questions to determine needs using the O.P.E.N format with 1 observer
6. After needs have been determined then each participate will rotate their
turn to ask questions using the O.P.E.N. format.
7. Open debrief at the end.
Exercise 4.1