Circle
Of Selling
The Circle of Selling model provides guidance for a
non-coercive way to generate and close sales. When done well, buyer and
seller are both moved to a new level of inspiration and satisfaction. Each
step may have somatic challenges for the seller, which then provide the
basis for coaching. In addition to somatic awareness for the person
selling, we also address the somatic responses of the potential buyer in
order to help with listening, connecting, and paying attention to what the
buyer may be experiencing but not saying.
In the Circle of Selling model, you as the seller always focus on the
highest and best outcome for the buyer. You don't push any products or
services on your clients. Nor do you allow them to push you into providing
services or products in a way that conflicts with your own needs and
integrity. (That's a challenge when you feel an urgent need for more
business!)
Each step of the Circle of Selling requires openness and vulnerability,
listening, and commitment to discover and meet the buyer's concerns.
Equally important are care of yourself and your identity as the provider of
services.
The Circle of Selling begins with the assumption that every conversation
with a prospective buyer is intended to build a long-term relationship. It
moves organically out of a process that begins with connecting.
Listening is the most important skill in selling. Listening
begins with establishing a relationship, then producing trust by understanding
and addressing the backgrounds and assumptions of the prospective client,
without being attached to the outcome.
Remember that every client and prospective client continually assesses you.
These assessments eventually build your identity in the marketplace, since
a person's identity resides in the assessments of others.
Formulating possible offers to take care of the client's concerns is
next. It takes practice to move the conversation from others' concerns, not
your agenda. But if you are willing to listen carefully, you can hear the
client's concerns and breakdowns even when they are not clear about them.
Then you can offer services or products to address those concerns. Here it
is important to provide grounding that your offer will take care of the
client's concerns. Otherwise, there could be a breach of trust. For
example, you may need to provide evidence that you are competent to fulfill
the offer, or that you contract with other competent resources.
As you listen, pay attention to any clues that the person may feel
manipulated by you. Ask them immediately if that is their perception. If
so, clear the air. Start again. It may even be appropriate to withdraw and
come back another time.
Assume that every conversation with a client is about building a long-term
relationship. Never sacrifice the large potential down the road for the
sake of a short-term sale.
Framing your offer well requires impeccable clarity. Your conditions
for fulfilling must be clear and must match the client's understanding of
the conditions for fulfillment. If you have any doubt, ask questions until
a clear contract can be written and agreed upon. Include the time and
resources needed to fulfill your offer and the process for changing the
scope of the project or desired results.
When you and the client have clarified the possibilities that you will
fulfill, your contract reflects your promise and the promise you are
requesting (including payment, commitment to new practices, etc.). Having
these conditions for fulfillment clear to both parties will avoid future
breakdowns due to different understandings. Thus, you will take care of
your identity as you take care of your client.
Closing then becomes the obvious next step. Once you have presented
the possibilities for taking care of your client's concerns with clarity
and a commitment to satisfy your client, the close should come naturally.
If there is some impediment, find out what it is, and help the client
design a way to move forward.
Delivering on your contract must be done with as much care as the
selling part of the circle. When there are two mutual promises -- yours and
the client's -- you have a contract. Now it's time to fulfill. If there are
any breakdowns along the way, or you suspect there might be any, check them
out and communicate with your client. If necessary, renegotiate the due
date, or changes in scope, and take responsibility for any negative
consequences as soon as possible. It's better to clear up any
misunderstandings as early as you can. The longer unclarity persists, the
greater damage consequences will bring.
After fulfilling the contract and declaring it complete, make sure the
client agrees. This could be a simple, "Thank you! Here's your check
-- great job!" If some condition has not been met satisfactorily, find
out what needs to be done and do it, or take care of the consequences,
including biting the bullet for additional costs incurred.
Re-Connecting with your client. Open a conversation about what's
next. Now that you have built trust, you can speculate together, invent new
possibilities, make and fulfill offers, and continue the game!
|