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How Can We Not Be Nervous If We Talk With Our Clients?

2014/2/15 18:44:00 32

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1. first of all, we need to understand why we are nervous. < a href= "http://www.91se91.com/news/index_c.asp" > salesperson < /a > the reason why they are nervous when they talk with their senior executives (policy-makers) is because they are afraid of losing their trust and support from top managers (decision-makers), so they are nervous. The main reasons are: 
 1.1 (many salesmen) do not know enough about dealing with top managers (decision makers), or make mistakes. For example, we think that the top level (decision maker) is the first party, and the high weight is to "seek" the senior manager (decision maker). If such knowledge is realized, it is inevitable to see that the senior executives (decision-makers) are nervous and fearful. Moreover, the salesmen will not do anything to help build up their own valuable things for the senior executives (decision makers). This will make the senior executives (decision-makers) feel unaware of the contact with the salesperson, and will not even think about the salesperson, even if they are reluctant to see them, so that the salesperson is more nervous when he meets with the senior executives (decision makers). 
 1.2, there is not enough understanding or misunderstanding about how the customer Senior Manager (decision maker) treats him (time to come) and the salesperson's interview. For example, a lot of salesmen think that the interview with the top decision-makers is to pull up some compliments and so on. If you don't know how the senior manager (the decision maker) looks at him (and the salesperson), he can't make / have no good interview strategy, so it's easy to say something wrong or have inappropriate words, and "offend" the senior manager (decision-maker) will be nervous. 
 1.3 does not understand the needs of the top executives (decision makers), that is, they do not know what the top managers (decision makers) need. If this is the case, it will make the conversation useless and make the interview less effective and tense. 
 1.4 does not understand the personality types and communication styles of the top executives (decision makers), or simply says: he does not know his character. People with different personalities communicate differently. 
 1.5, I don't know how to interview with the top level (decision maker). For example, many salesmen have neither interview goals nor interview strategies; do not know the process of interview, do not know how to guide and control interviews; lack of corresponding skills and so on. In this way, it is bound to be tense with the senior executives (decision-makers). 
P > 1.6 is not ready, or not prepared. The top customer (decision maker) is usually very busy and time is limited. If the preparation is not good, it will be very difficult for the interview to be carried out well. 
 1.7 lack of basic communication skills. If communication skills are not good enough, it is inevitable to be nervous when talking with the top executives (decision-makers). 
 1.8 did not recognize the "threshold" of the interview with the senior decision-makers. That is, the interview with the top executives (decision makers) is different from the interviews with the general staff of the customers, and the requirements for salesmen are much higher. If we do not recognize this point, the salesperson will be nervous when he / she is unable to meet the requirements of "threshold" / requirement under his / her ability / quality. 
 2., suit the remedy to the case. 
 2.1, if there is a low level of understanding of dealing with top managers (decision makers). It is recommended to participate in training with senior managers (decision makers) in order to enhance the level of understanding of strategies, knowledge and skills to deal with senior managers (decision makers). Thus, it is possible to use appropriate strategies when dealing with top managers (decision makers) to help establish salesmen 'valuable things for the senior executives (decision makers), and then establish the trust and recognition of the senior executives (decision makers) for the sales staff, so that the high level (decision-makers) will like to interview the salesmen. In this way, the salesperson will not be nervous when he interviews with the senior decision-makers. 
 2.2 if it is not enough to understand how the customer top level (decision maker) treats him (time to come) and the salesperson's interview. We need to raise awareness of this issue. Generally speaking, the senior client (decision-maker) looks at the salesperson face to face in this way: he is very busy, he takes the time to see the salesperson, hoping that the salesperson can help him solve the problem or bring him the knowledge / information that he wants to know. It's not just about pulling in with him, wasting his time. In this way, when making the interview strategy, it will be done from these aspects: helping the senior managers (decision makers) to solve problems and selling value to him. Thus, each interview can increase the trust of the top level (decision-maker) to the salesperson. 
 2.3 if it is unclear about the needs of the top managers (decision makers). We need to work hard to analyze and understand the needs of the top managers (decision makers). The more you know about the needs of the top level (decision makers), you will be able to develop a more suitable interview strategy to make face-to-face talks more smoothly and harmoniously. 
 2.4 if it is not clear about the personality type and communication style of < a href= "http://www.91se91.com/news/index_c.asp" > customer top /a. It takes time to understand and judge who is the type of person in the top level (decision maker), and to accumulate and enhance their ability and experience in this area. 
 2.5 if you do not know how to interview with the top level (decision maker). You need to consult experienced salesmen or take part in related training. 
 2.6, if it is not well prepared. You need to change your working habits and develop the habit of preparing for interviews with top executives (decision makers). It's a pity that it's hard or easy to see the top manager of a client, but because he is not ready and nervous, leading to poor interview. 
 2.7 if there is a lack of basic a href= "http://www.91se91.com/news/index_c.asp" > communication skills < /a >. It is recommended to participate in communication skills training. 
 2.8, if we fail to realize that there is a "threshold" for the interview with the top executives (policy makers). It is necessary to strengthen the understanding of this problem, so as to achieve the "threshold" / requirement of salesperson's ability / quality, preparation situation and so on. 
 interview with top executives (decision makers), because it is very important and crucial that it is not easy to be nervous. However, as long as salesmen improve their understanding of the interview with their senior executives (decision-makers) and master the corresponding strategies, knowledge and skills, that is, they meet the "threshold" requirements for the interview with the senior executives (decision makers), then the salesperson will find that the face-to-face interviews with the clients (decision-makers) are actually "easier or better", and naturally they will not be nervous.