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Businesses of all sizes have been drastically affected by the coronavirus outbreak. As things have unfolded over the last few months, it is an interesting time to be in marketing and communications.
One thing that is abundantly clear is that many businesses have experienced a situation unlike any before. The pandemic is a perfect example of a case for a communications plan. Having an emergency communication plan is essential for your business. You need to know what to say and when to say it. When you are faced with a crisis, you don’t want to be in a state of confusion scrambling around for the right things to say, regardless if it is an outbreak like coronavirus, a social issue, or an emergency within your staff or family. Your messages should be kept simple and updated regularly. The Communications Team It doesn’t matter the size of your company or whether you have a marketing team - you need to know who is responsible for communications. Ideally, this would include the CEO/owner, leadership team and a communications person. It is important to have all these members on the same page, but you’ll need only one person to craft the message and one person to proof and approve the message. This will help to ensure that one person is saying what they want to say and not representing the whole company. You may think a small business with one owner only requires that one person to be the point, however, if the emergency is impacting the owner, someone needs to communicate that. Also, allocate a responsible person to maintain phone numbers and emails for staff that is regularly updated. If your plan needs to be activated, you must be able to reach your employees in the easiest way possible. You will also need a media plan if the need arises to contact the press. Issues of Response It is important to know what issues will need a reaction from you, and whether these situations need responses internally, with customers, with the public, or all. Truthfully, there are small and large crises all the time, and you can’t really respond to every single one. Do you respond to national situations or a local tragedy? Do you respond to political situations? Something to think about is how responding (or not responding) to a situation aligns with your core values and how it looks socially. It’s also important to consider your customers and their concerns about the situation. Does the situation impact your customers’ ability to do business with you? Does responding to the situation reassure your customers or only cause them more worry? The messages and the delivery Regardless if it is just the owner or a team, it is good to always have an extra set of eyes on the message. So, if you are the business owner, you might be the one to draft your company memo but have your office administrator proof the message. If you are a marketing manager, you might write the message and have the business owner approve it. Some details to think about:
Determine What to Include in the Message When writing a message to staff, it is important to be positive in stressful times. Everyone reacts differently to situations. In the situation of coronavirus, some people may just want to keep working while others may be experiencing great anxiety. It is important leaders remain calm and be encouraging. For addressing staff in any situation, some things to highlight are:
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 The best sales teams are most often led by someone who is more like a sales coach than a sales manager. The dedication to developing inside sales skills ultimately creates a sales team that not only hits its short-term goals but instills a culture of learning and self-improvement in order to achieve its long-term goals as well. But it’s not always so easy. Superb inside sales skills don’t always come naturally to young reps, and sales leaders often feel like they don’t have the time or mastery to adequately coach. I know how important the process is and have concentrated it to this list every salesperson should master. Product/Service Knowledge
A salesperson who doesn’t perfectly understand the product or service they’re selling is completely ineffective. Training should be one of the very first things you teach – they should be able to explain in detail how each product/service works, what business value it offers, and the reasons it appeals to your company’s ideal customers. This will help craft the sales pitch effectively and ensure the strongest features are highlighted. Deep product knowledge is honestly one of the few things that separate the top 1 percent from the rest. Strategic Prospecting Skills While many sales leaders have their reps do early cold-calling, I actually never suggest cold calling. From an economics perspective, it is obviously considerably more cost-effective to do sophisticated prospecting or “strategic prospecting.” This means searching for referrals through existing connections that fit the target buyer or ideal customer profile. It also means thinking about new and original marketing ideas that are proven to work in your industry. It’s also important to go back to closed and lost opportunities with whom you’ve already had previous conversations and try to revive them. Building Rapport on the Call Some people already have a natural ability to create instant rapport and only have to finesse it. Others can learn to research prospects in advance and find common ground to empathize with the person on the other end of the line. Whether you’re chatting about sports, attending the same college, or just the weather, rapport should not be underestimated. Buyer-Seller Agreement In order to set mutual expectations and to make your prospects more comfortable, you should learn how to create an agreement that sets the tone for all calls or sales meetings. These are verbal agreements at the beginning of the sales process that outline expectations for both sides. For example, “Let me ask a few questions about your business and then I will be able to show you exactly how we can help you to ensure this is this best fit for all of us.” It allows the prospect to feel comfortable and understand what is coming next, so no one feels ambushed by the next step. It also allows a two-way street in the selling process so that both parties get to a win-win conclusion.  I’m often asked, “Why did my salespeople fail?” or “Why do I fail at selling?” (or other words I choose not to print.) And the answer is usually: It’s not necessarily sales failure, but failure to do your best or be your best, or failure to take the best actions to help succeed.
There are signs that allow a sales leader to recognize failure is on its way. Most salespeople and some business owners blame circumstances rather than take responsibility. Blame is its own form of failure. But that’s a story for another day. I want to talk about the person who’s out there every day, trying to reach his or her goals, trying to achieve their sales plan. Add to that, most people are inadequately supporting their sales with realistic and applicable marketing tools. Even if you’re reaching your goals, even if you believe you’re well prepared, here are some signs showing how many people have reached a plateau and then never rise above: 1. Your inability to set an initial appointment with the real decision maker. 2. Beyond price, your inability to uncover the real buying motive of the customer. 3. Believing that competition forces price reduction. 4. Poor social media participation that results in low or no personal branding and low or no personal reputation. 5. Poor follow-up after the initial meeting. 6. Long sales cycle based on presentations to low-level decision makers. 7. Prospects disappearing after the first presentation. 8. Prospects not returning your phone calls. 9. Blaming customers and prospects for the loss of a sale. 10. Failure to take responsibility for the circumstances you create. I find it interesting that when businesspeople face one of these above situations, they rarely (if ever) take responsibility for creating them. If customers are not returning calls, there has to be a pretty good reason. Rather than blame the customer, find out why the customer isn't returning your call. If you are continually fighting price, it's obvious you haven't proven value. It's obvious that the customer perceives little or no difference between you and a competitive product or service. Businesspeople, in general, need to take more control of the selling situation by creating definitive next steps. If you give a proposal, and you don't have a firm appointment at a given time to reconnect, then you will chase that prospect and almost seem desperate to get the next meeting. Here are a few things you can do to help your prospective customers decide to buy: 1. Prepare in terms of them, not just you. The customer must perceive that there is value in doing business with you rather than your competition. Customers only want to know how they win. Focus on ownership and focus on outcome. Too many people focus on what it “is” rather than what it “does” after the customer takes possession. 2. Prove it, don't just say it. It amazes me how many people do not use testimonials. Prove everything you claim so that a prospect can feel comfortable and justify value over price – all based on the words of other customers. 3. Be there after the sale to prove your worth. The biggest lost opportunity in any relationship is the absence of the business after the sale has taken place. Help the customer get started. Help the customer understand and take advantage of “best uses.” Transfer your wisdom, transfer your experience, transfer all your help, and the result will be continued successes. Stop worrying about failing and start offering value
In business meetings and networking events, sales meetings and company interactions, as in any conversation, there is a current or flow. If you can’t recognize the current in the conversation, it is difficult to follow its flow. Because not every conversation is planned or prepared, sometimes the current of the conversation will take you places that you never thought you would go.
Sometimes it is not a conversation of cataclysmic proportions but just a talk amongst associates, but sometimes it takes a turn to other subjects and if it is not your place to lead the speaker back to the original topic, you need to be flexible and go with the natural flow of the conversation. Here are a number of suggestions that will help you recognize and manage the flow and current in any conversation: Be an observer. In each interaction with others, there are messages that are being sent all the time. Usually, we don’t recognize them so they pass us by even though they are occurring right in front of us. Pay attention to individuals’ nonverbal behavior, their word choice, the tone of their voice, and any emotional reactions. Being able to recognize nonverbal signals allows you the luxury of managing the conversation more effectively. Notice your projection. When people begin to act in ways that don’t seem to be congruent with the flow or content of the conversation, try to be more aware of what you are projecting to them. Sometimes another’s behavior is more a reflection or reaction to what we are projecting to them. So if you notice what you are doing, it allows you to assess whether their behavior is a function of your delivery or something that is coming from them. If your behavior is respectful towards them, then you know that their behavior stems from something that they are thinking and feeling. Seek meaning. When others act in ways that you don’t understand, you want to search for the meaning behind their behavior. For example, you might say something like, “I can see that you are upset about something. What’s going on?” By stating your perception and then asking for clarification, they will help you understand their behavior and avoid any inaccurate assumptions. Create safety. If the person you are talking with seems reluctant to speak, try asking a few more questions. Asking clarifying questions indicates to the person that you care enough to really understand their position. This can help them feel that there is a safe environment for continuing the conversation. Follow the answer. If the person you are talking to will answer your questions, listen carefully to what they say and then decide where you want to go with the conversation. For example, if I ask, “What’s up?” and my co-worker says, “I have an issue with your project.” I respond with, “What kind of issue do you have?” and not a defensive reply. Notice that I took his answer to one question and used it to create another question. By doing this you can clarify what you think you understand, and you can explore a deeper meaning as you continue to pursue the conversation. Control the direction. You can control the direction of a conversation by the questions you ask and the answers you give. Before I offer ideas that may run counter to what a person is saying, I will ask enough questions to ensure that I have understood. Asking questions and then giving your full attention to the answers creates respect and fosters understanding. Once you feel like you have fully understood, it is easy to say, “I have a different viewpoint, would you listen to me and then tell me what you think?” I have never had anyone tell me that they were unwilling to listen to me if I first listened to them. Keep your composure. Sometimes conversations can become heated. When this happens, don’t take a person’s emotional reaction personally. Continue asking clarifying questions and try to understand them. Seeking to understand the other person and listening to their answers to your questions will reduce the emotional intensity in the conversation and will restore any rationality that may have departed. Be sincere. Insincerity in trying to understand the other person will disrupt the flow of the interaction. If you cannot give your full attention to them, you would be better to set a time when you can be fully present in the conversation. When sincerity is absent, your actions can easily be misinterpreted as manipulation rather than contribution and collaboration. Recognizing the flow or current of a conversation is the first step to creating an interaction that will be mutually beneficial. Initially, you have to be aware of the flow and then be courageous enough to jump in and discover where the current will take you. Once you find yourself in the current, you can do a number of things that will not only keep you in the flow but will also help you to arrive at your destination. It takes practice, but your involvement and flexibility in conversations will be well worth the effort. Does every day seem to be a mad rush from the moment you get out of bed in the morning to when you fall back in bed at night? You’re not alone. Many people say they are always in a hurry throughout their day.
Wouldn’t it be great if you could rush a little less? It seems the world operates at a frantic pace, and that it is only getting faster. More communication. More technology. More to do. More to see. Always more, more, more. Almost everyone I talk to says the same thing, “I am always in a rush. If only I could slow down during my day. There is not enough time to do everything I need to do.” So how do you stop rushing from this to that? You need to make some intentional choices about your time, and have the discipline to limit the activities during the day. After all, there is always the same amount of time in the day. You can’t infinitely add to your obligations and expect to get to all of it. Rushing through your day is a choice. You can’t endlessly fit things into your schedule. Try to practice some of these ideas and you’ll feel less rushed. Don’t Schedule Back-to-Back Meetings – When you schedule appointments or meetings back-to-back, you are scheduling your own stress. There is no way you can instantly teleport from one event to the next. Always leave gaps for adequate transition from one obligation to the next, both physically and mentally. Allow Extra Time for that “To-do “– That task that you think will only take you 30 minutes may end up needing an hour and half. Don’t underestimate the amount of time required for even simple tasks. When scheduling time for your work, always allocate a bit more than you think will be necessary. Block Your Time – Before you start your day, you should schedule your entire day. This is not about creating some rigid military itinerary. Rather, it keeps your day from all flowing together. Lay out your day intentionally. Reclaim time that would have otherwise gone unused, even if it is blocked for rest or relaxation. Get Out of the House on Time – Leaving on time makes sure you don’t start the day behind schedule. Plan ahead, even prepare the night before, but start your workday on time. (By the way, when you leave late, you are now in competition with all of the other late people who are also rushing.) Delete Things from Your List – You can’t do it all. Lessen your workload by deleting tasks that are lower priority or don’t need to be done. Just because you put it on your list doesn’t mean you must do it. If it is something you can delegate, that may be the answer. Eliminate Meetings – The majority of corporate meetings are a waste of time. Cancel or decline meetings that don’t have a clear agenda, purpose, or action. Say “No” – Saying No is one of the most important skills to keep you on task. Make sure you are putting your priorities first before taking on additional tasks. Time Shift to Save Time – Shift the time you do things in order to avoid the rush. Shifting your commute, lunch, or even errands can save substantial time in your day. Get Some Peace – To get away from the rush, take a break. Literally. Spend some time in meditation, reading, or just a few minutes of peace. Bulk your tasks – When performing similar tasks, group them together. Bulk process your email, phone calls, and more. You will be more likely to get them done and not spend multiple sessions in your day doing the same task. Avoid Errands – Running around town is the definition of rushing around. Avoid the trips, travel, and stress. Many errands can be performed online, via phone, or avoided altogether. Do Important Things First – Instead of spending your entire day stressing about “when” you are going to do your most important task, do it FIRST. Get it completed before the rush of the day can disrupt your plans. Do It the Night Before – Even better than doing things first thing in the morning is to do them the night before. Pack for your trip, pick your clothes, and prepare for the next day before you go to bed. Don’t Skip Meals – Some people think they will “make up” time in their day by skipping meals. Then they have an energy crisis and lose all momentum and productivity. Take Advantage of In-between Time – Don’t let the small times slip by. Even 5 minutes between events can be enough to get several small to-do’s done. Don’t Answer Your Phone – Your phone is there for your convenience, not the other person’s. Don’t let it be a nuisance and interruption to your day. Only answer your phone when it makes sense for you. Stay Out of Your Inbox – A common trap is to constantly check your email. Yet, most email can wait. Stay out of your inbox and instead spend your time doing intentional work. Choose Your Attitude – Your attitude determines the majority of your day. Choose a positive one. Don’t let small setbacks derail your entire day. Life Shouldn’t be a Rush It doesn’t have to be. Choose your activities intentionally, and remember you don’t have to do it all. |
Boost Your BusinessMaria NovakI have over 35 years' experience in Marketing Small Businesses. Categories
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