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Negotiation tactics, strategies, and skills to win you a better deal.

Negotiation is a balance between the science of preparation and strategy development and the art of connecting with the other side’s needs and wants. The trick is to know just how much you have to ‘give’ in order to get all of your needs met (and with solid negotiation habits… some or most of your ‘wants’ as well). 

 

Better habits will lead to better results in all of your negotiations whether it is a business deal, a personal purchase or even ‘Where are we going for dinner?’ decisions made under the stress of being hungry and in a hurry with family and friends!

 

SNI has a proven method for maximizing your objectives in a negotiation while maintaining a careful eye toward improving relationships. We firmly believe in using a system for negotiation not only because it improves performance, but also because it makes it repeatable and sustainable across an organization. 

 

Our relationship based approach to negotiation is based around the core principle – the best way to get what you want in a negotiation is to help them get at least some of what they want.

 

Below are a host of negotiation tactics, strategies, and skills based on our negotiation training that will surely positively impact your negotiations. 

 

Negotiation Strategies for Getting What You Want and Need

 

Don’t ever overestimate your weakness, nor underestimate the other side’s. 

Many negotiators give in too easily when they believe they are weaker than the other side. One aspect of preparation is to identify the strengths and weaknesses for both sides. 

You need reliable transportation, and you want a car that is $2000 over your budget. It is not unreasonably priced, but it is $2000 over your budget. 

  • Experts don’t haggle here. They weigh the other side’s needs (to move cars) and wants (to make commission) and with that leverage, they walk in and make a reasonable offer below their target price (leaving room to move).  
  • When faced with options to maximize the price (or switch to a less desirable car), the experts stick to their initial offer for a specific car. 
  • The experts point out how their offer meets the salesperson’s need to sell a car today. 
  • When the price starts to drop, the expert sticks to their offer and asks if the desired price is possible. 
  • If/when an expert does need to make a concession, they remember the three keys to making concessions- move slowly ($100 up), show pain (“my wife won’t be happy”), and ask for something in return (“but I’ll need free oil changes for the first year”). 

And so on until they reach their target price. Sticking to your first reasonable offer and using the laws of concession forces the other side to start conceding in an attempt to get you to ‘trade’ with them. Resist the temptation to change your offer until you get your primary goal(s) met. 

 

Scripting Your Exchanges

It is always a good idea to write out your needs and wants, along with their relative values, to plan for the exchange of value in a negotiation. 

You are in the final stages of a salary negotiation with a great candidate for your team, and the candidate asks you for $5000 more than your budget for the position. 

Experts:

  • Already know what they are going to say when this situation arises. They plan to:
    • Ask the candidate to reconsider the offer. 
    • If that is rejected, the next ‘offer’ should be worth far less than $5000 but should still be a move in the right direction. Ideally it’s a combination of moving in salary along with other variables. 
    • Trades such as an extra week of vacation, a 1% bump in 401(k) contributions or stock, ability to telework, flexibility in schedule and subsidized parking cost you less than the hard cost of that $5000 that is not in your hiring budget. These solutions will have less impact on your cash flow.  

Writing out your strategy is the science and knowing when/how to offer these exchanges is an art. Fortunately, it is a strategy that you can learn and practice to get better. Here is another technique to help you practice this strategy and close difficult deals. 

 

Offering 3 Options

An excellent closing strategy is to offer three options. Buyers like to feel in control. By presenting three choices: a premium package, an enhanced package and a basic package, you can usually influence the other side to choose your preferred option by simply offering it as the last choice. Three options balances people having a feeling of choice with not being overwhelmed by too many choices (paralysis by analysis). 

You are selling a subscription service and the other side is asking for your most expensive package at a 20% discount. 

Let’s assume that you have a basic service at $1200, enhanced service at $1500 and premium service at $2000. Your customer is trying to get you to offer premium service at $1600. You can’t mix and match components of your services a la carte, so:

  • Offer the premium service hard at full price. Set the bar high. 
  • Next compare it to the basic service. They don’t want that. 
  • Ask questions and listen to their needs/objections. 
  • Make an offer to meet most of their needs and wants with the enhanced service at the price of $1500 saving the customer more than the 20% discount they requested while meeting most of their needs and wants. 

Most negotiations will end with the other side choosing their price point (the enhanced service) or your value (enhanced at $1500 or the premium service at $2000). A nice win-win. 

 

Negotiation Tactics for Dealing with Difficult People

Some negotiators bargain in a difficult way because they are in a bad spot, while others use power, tricks and tactics because they often work! In either scenario, you can counter the positional or argumentative negotiator by changing your mindset about these difficult deals, and utilizing some of their own tactics to neutralize them. 

Here are some quick tips for dealing with tactical negotiators.

 

Neutralize your own emotions. 

Take a deep breath. This isn’t about you. You have prepared well and you are negotiating in good faith. 

Your customer says “I thought the customer is your first priority!? You have to help me out with a discount on this job so I can win US BOTH more business.”

Count to ten and stay in your ‘safe harbor’ of asking questions in the face of objections and power plays. 

Ask questions:

  • Tell me about your agreement with your client? 
  • Do you have a contract ready for this future work? 
  • Can I help you with the response to this RFP?

Use hypotheticals:

  • Hypothetically, could we approach this customer together? With our combined buying power, we might be able to offer more value if we can win a bigger order.
  • If we agree on X can we talk about Y?

 

If your gut tells you it’s a tactic, name it and neutralize it. 

Sometimes you think the deal is done, and then someone new enters the deal for ‘final approval’. You suspect something (we call it “Higher Authority” or the “Nibble” if they ask for something last minute), but you’re not sure. Your gut says this is a tactic. 

You’re probably right. 

Here’s one way to handle it…

Your longtime customer Jenny says you have to meet her new budget manager to get your agreement approved. 

“This is Bruce. We want to give you the business, but you have to lower the price to get his buy-in.”

The expert greets Bruce and asks him what he needs to make a decision. Bruce replies “Lower your price.” 

The expert responds with a prepared response: 

  • “I believe you’re negotiating in good faith, but having you come in now with only one need – ‘Lower price’…this makes me feel like you’re using a ‘good cop-bad cop’ tactic. 
  • “Jenny and I have had many discussions. Can we catch you up on some points before we talk about price?” 

Whether they confess or deny it, you have blocked the good cop/bad cop strategy because:

  • You named it. They have to adopt another approach. 
  • Be polite, but know that you are on moral high ground. 
  • Protest (gently) and take the opportunity to restate your offer (or an alternative).

You cannot be wrong when you tell someone how their behavior makes you feel. When you feel it, name it and neutralize it. Try to get back to having a two-way dialogue. 

 

Silence is a great tactic when combined with active listening.

Your negotiation has reached a moment when there seems to be an impasse. Try staying quiet. A pleasant, unworried and perfectly calm expression while your last offer is considered can be powerful. 

A customer says the following at the last minute: “Thank you for your revised proposal, we like everything about it but need it for 5% less.” 

Expert response: Let there be silence. It may feel uncomfortable but it’s ok to take a few seconds to think and put pressure on them. Then, eventually, if you need to break the silence, ask a question such as “What if that is the best I can do?”

As long as you stick to your offer and stay quiet, you cannot concede. 

  • Encourage the other side to state their objection(s) precisely and simply listen.
  • Let them talk. Take notes, and ask them to clarify. 
  • Make the other side work hard to justify their position (objection) by simply staying silent or using a probing encourager (such as “Tell me more”). 

Use silence and thoughtful probing to break the impasse. The other side may start sweetening the deal to move toward a resolution. It is now your decision whether to move from your last offer if you decide it is worthwhile. 

 

Use time to your advantage. 

Have you ever noticed how many deadlocks (strikes, Congress, bedtime) come down to a flurry of negotiating right before the deadline? There’s a reason why people believe it’s smart to buy cars at the end of the month (or at year-end). They believe that these deals might go away. Now is the time to buy. 

We often react to perceived scarcity and allow the pressure of a deadline to drive bad decisions.   

A new client sends an email stating: “If you cannot meet our conditions by midnight, then we have no choice but to select your competitor.”

Slow down. Nothing about your deal has changed, or needs to change, simply because the hands of the clock change or the calendar flips. The product or service costs nearly the same tomorrow as it does today. Deadlines are usually a power play, pure and simple. 

To fight it:

  • Ask the other side “What’s changing? Why can’t we continue to negotiate?”
  • Use a hypothetical: “If, hypothetically, we decide to continue negotiating, we might be able to enhance our offer.”

On the other hand, most people seem to fall for it. Use it whenever you can. ”This offer is good until Tuesday” works as well as any other tactic. 

 

Negotiation Skills for Winning More Deals, Faster and Getting Better Results

We teach a systematic approach to negotiating based on 4 primary skills – Preparation, Probing, Listening and Proposing. By using these skills in a systematic way, you can negotiate more confidently and minimize your emotional reactions to the other side’s positions, tactics and strategies. 

 

Preparation is the only aspect of a negotiation under your complete control. 

Our Preparation Checklist helps negotiators capture, organize and prioritize the information you gather prior to a negotiation. Your level of effort in preparation directly correlates to your results when the negotiation concludes.

Even with little or no time to formally prepare, the Checklist will help you focus your questions on issues that are relevant to finding a mutually acceptable solution. 

If you want to get paid, use P.A.I.D. to remember these 4 crucial components of every negotiation. 

  • Precedents – Past deals that could affect this deal for both sides
  • Alternatives – What options are available from a highest goal down to a walkaway?
  • Interests – Beyond positions, what does each side really need and want?
  • Deadlines – When does a deal have to be done to satisfy each side? 

Additionally, you should prepare strengths and weaknesses for both sides, a list of your needs and wants, a situation summary, information on the other side’s style, and a script for exchanging value in the negotiation. The more you prepare, the more successful you will be. 

 

Probing is a safe harbor when under pressure. 

Ask questions instead of taking positions or making offers too early in a negotiation. The other side might use tactics to make you concede. Rather than reacting to the tactics, probe to find precedents, alternatives, interests, deadlines as well as their goals and priorities. Your objective is to find leverage for your side. 

Ask these questions to do your preparation on the fly. 

  • Precedents – “How did you come to that price? What are you basing that on?”
  • Alternatives – “What options are you considering?”
  • Interests – “What is important to you? What else? What else?”
  • Prioritizing Interests – “Which is most important? Why is that important to you?”
  • Deadlines – “Is there a deadline? When? Why is that deadline important?”

Notice that we are trying to flush out all of the important factors for the other side before we address each. 

Here is a sample exchange: 

What is important to you?  Price

What else is important to you? On time delivery

What else?  A strong warranty

What else? Those are the top 3

Great. Of those top 3, what is most important and why?

Now you have a list of the decision-making factors and can address each carefully and strategically, with a sense of how they rank in importance to the other side.

 

Active listening is harder than it looks. 

In a negotiation between two or more parties, everyone involved wants to be heard but the parties often spend too much time talking instead of listening. The Greek philosopher Epictetus stated, “Nature gave man two ears but only one mouth so he might listen twice as often as he speaks.” 

You can increase your active listening skills by connecting with the speaker. 

  • Eliminate distractions. Put the phone away. Find a quiet place to negotiate. 
  • Make a point of being ‘present in the moment’ and consciously focus all of your attention on the speaker. 
  • Encourage the other side to continue speaking. “Tell me more about that.”
  • Take notes. When a great idea comes to you and you don’t want to forget, do not blurt it out, write it down so that you can continue to listen without the distraction of trying to remember.

You should also consider your response before replying. 

  • Listen to hear instead of waiting for your turn to speak. When we listen to reply, we tend to miss critical information.
  • Pause for a moment to check your preparation checklist before responding to an offer or position. Don’t ‘wing it’. Use your preparation to full advantage. 
  • If you are asked a tough question which puts pressure on you, answer their question with a question of your own. “I’m interested in why you asked that question? Help me understand.”

Last, you should confirm what was said and agreed to. 

  • Restate, paraphrase and summarize the agreements at the end of a negotiating session. Focus on creating mutual understanding and a clear path to a full agreement. 
  • Follow up in writing to solidify agreements. Sending a short memo of understanding after a session in a negotiation creates a stronger commitment to those agreements. 
  • Deliver on your commitments. Nothing erodes trust and confidence faster than a missed commitment during a negotiation. 

 

Proposing rules to maximize your wins. 

When it comes to proposing, there are four critical skills to use when coming to a final agreement. It is where the results of your hard work and strategy come to fruition. 

  • Be strategic about the first offer. If you both know the market very well, go first in order to ‘anchor’ the negotiation at the best reasonable first offer you can make. If you get the sense that the other side does not know the market very well, let them go first. You ever know what they will say or share. At best you have an offer better than you expected, at worst you know where they stand and can educate them with precedents on the market. 
  • Aim reasonably high (or low). When you do make an offer, whether it is the first or not, make the best (for you) reasonable offer you can based on precedents and other information you have prepared. Reasonable is key here – if your offer is too high (or low), the other side may elect to move on to other options. 
  • Avoid using (or responding to) ranges. A recruiter asks you for a ‘ballpark figure’ for your salary requirements. Experts never reply with “I’m looking for something between $60 – 70,000.” The only number the recruiter heard was $60,000 and you will probably end up slightly south of that low end of your range. Why do we use ranges? Because we are not confident in our ask. Get rid of that crutch. Ask for $70,000 and let them respond. 
  • Don’t accept the other side’s first offer too quickly. If you immediately accept their first offer, they will feel as if they left money on the table. Even if it is a really fair deal for you, pause at least, and counteroffer if it makes sense. Often the other side will feel better about the deal because they will believe they worked for it. 
  • Don’t settle for ‘splitting the difference.’ It is a lazy way to end a negotiation, and the only benefit is a perceived sense of fairness and getting the deal done quickly. Splitting the difference rarely satisfies each side completely and can become a ritual of haggling to meet in the middle on future deals. Use a ‘nibble’ tactic to get something ‘extra’ so you get the bigger ‘win’. 

By combining negotiation strategies with tactics and skill, you can win more deals while also developing long-term relationships. The approach above has helped organizations maximize their results since 1995 and proven that negotiation is a skill anyone can learn to improve outcomes. 

If you are interested in learning more take a look at our various programs (sales training, negotiation training, influence training), give us a call (410-662-4764), or fill out the form below to schedule a call.  

 

Saying Thank You

Some people believe writing thank you notes is an archaic practice — a lost art. The truth is, certain social niceties never go out of style. In fact, the simple courtesy and acknowledgement of a thank you note can mean the difference between closing that sale and becoming another blip on a customer’s screen.

 

Getting the Job

Interviews can be taxing: The potential employee feels pressure to perform, while hiring managers often meet with multiple candidates in a day. Standing out to an employer is one of the most important things a potential hire can do during the hiring process. It’s crucial to be prepared for the physical interview, but it’s just as important to make sure the follow up has positive impact.

Manners matter. Sending a thank you note via email soon after an interview is the best way to let the potential employer know you are serious and really want the job. Back in the pre-digital era, people were expected to send handwritten thank you notes, sent through the mail. There is definitely something to be said for crafting a well-written, neatly printed note; however, by the time that lovely note arrives, other candidates’ emails have already been written, received, read and, perhaps, acted upon.

 

Closing the Sale

Job seekers are not the only ones who should realize the importance of thank you notes. Selling requires account managers and executives to interact with potential clients and differentiate their products and services from those of their competitors. Wining, dining and golfing with potential clients may or may not be possibilities, but sending a follow-up thank you note after a meeting is an easy to way to solidify your interest in doing business.

 

Crafting the Perfect Thank You Note for a Job Interview

Email thank you notes do not require fancy stationary or cards, so focus on content. Here are the key things that should be included in a thank you note to a potential employer:

  • Be sure the name of person with whom you met is spelling correctly. Double-check his/her title. If you met with more than one person, be sure to send separate notes to each. Misspelling or misidentifying someone in a note is a sure way to have your resume placed in the round file.
  • Review at least one important topic discussed during the interview. For example, reiterate your interest in the company’s corporate stewardship initiatives and how your background will complement the company’s mission.
  • Proofread your message before you hit the send button. Poor grammar, spelling and punctuation are off-putting. The best thing you can do: Draft your email, then put it aside for at least an hour. Come back and look at it with “fresh” eyes.

 

Sending a Thank You Note to Potential Clients

You meet with numerous clients. Be sure you are addressing the correct person in your email. There are many anecdotes floating around about salespeople addressing an email to the name of a competitor. That’s a surefire way to lose a sale.

  • Review notes from the meeting and include a few points that were discussed.
  • Reiterate why your product or service is the best solution for the client.
  • Thank the client for his/her time. This sounds obvious, but simply acknowledging your appreciation for a meeting can go a long way.

 

Bottom line:

The digital age has caused most people to seek instant gratification. The truth is, hiring the perfect employee, or selecting a great vendor, takes time. Your contact may have to discuss his/her choice with a committee, a board of directors or other higher-ups in the organization. A well-written thank you note after an interview might be the item that pushes your resume to the top of pile. It shows your interest in the position and reiterates your skills and why the company should hire you.

From a sales perspective, clients have many choices when it comes to contracting with a supplier. Make your product or service stand out by reminding the potential client of your dedication to providing the best possible service.

Dealing with Difficult Situations: The Bargaining and Negotiation Tactics That Work

Sales negotiations are ideally supposed to flow in a mutually beneficial direction. But that’s not always the case. We sometimes run into negotiation counterparts who are downright difficult. In such a challenging negotiation, strong emotions and feelings of desperation may easily set in, increasing the odds of losing the deal.

It is not easy to manage such difficult negotiations, but with the right tactics, you can turn the challenge into an opportunity each time. Here are the tactics to employ if your find yourself in a difficult negotiation situation.

 

Don’t react, stay calm

Being faced with an adversarial or even abusive negotiation counterpart can make you lose your cool. But that will not benefit the negotiation. To keep your emotions in check, start by taking a deep breath.

A deep breath helps you retain your composure by stopping you from plunging into a fight-or-flight response. With your heartbeat and breathing in check, your mind can work optimally to figure out the next smart move.

Even though an unexpected display of anger can frighten some people into making concessions that benefit your interests, this approach can be counterproductive. In most cases, the anger will only convey desperation and not strength on your part. Also, strong emotions tend to cloud your judgment, keeping you from thinking clearly. This could lead you into giving in prematurely.

It helps to retain your composure, take a step back from the hard line, take an objective look at the dispute, and plan your comeback. In all cases, always remain professional as you approach the negotiation.

 

Disarm the other party by acknowledging their points of view

Because everyone wishes to get the advantage in a bargain, the last thing a person will expect is for you to cross over to their side. For a particularly difficult person, this should be one effective way to make them lower their guard.

Start by acknowledging the disagreement as you express the willingness to understand the person’s point of view. Consider acknowledging their position and make it clear that you realize the position is important to them.

Such a concession will go a long way in calming the adversarial negotiator down. What this does is show the person that you are willing to hear them out – people like to be heard and their points recognized.

Take a moment to play along. It doesn’t mean you are drifting away from your standpoint, it’s just a necessary break to create a conducive atmosphere where everyone can be adequately heard.

Encourage the person to talk by asking them solicitous, open-ended questions that help clarify the nature of their hardline position. You’ll notice that this also helps you understand the interests behind the other party’s position. Such understanding also normally helps open your eyes to vistas of alternative ways to resolve the sticking point.

With this, the atmosphere should slowly change from one of conflict into one of collaboration. Ultimately, you’ll be able to respond more accurately to the actual points of concern, rather than just offering general responses to things that you have assumed in your head. Done properly, this tactic should indicate genuine interest to your negotiation counterpart and completely shift the nature of the conversation for the better.

 

Transfer the focus to the less contentious aspects of discussion

Once you have sufficiently understood the nature of the adversarial situation, it is sometimes a good idea to shift attention away from the most contentious item of discussion. This is basically a tactical move to diffuse the tension before you can return to the topic from a less contentious angle.

Reframe the dialog around some items of collaboration. What are the shared interests that you both have? What constitutes the foundation of your working together? Is there a way this deal can help the customer save face? How getting this deal done will be a win for them?

Once you find answers to these questions in your head, it should be easier to remind the other party as to why they should see the deal through. Make them sober up and climb down from their high ground. Make them see why you are on the negotiation table in the first place and it will be easier to get them to say “yes”.

Pointing out the shared interests, helping the customer see why they need the services or product under discussion can be a great way to lead them into making a concession. Then, you can reintroduce the more difficult issue(s) in a more relaxed way once the tension has eased down.

 

Wrap up

As a salesperson, you will sometimes have to deal with a difficult customer. Sometimes the bargaining session may shift in the other party’s direction, and without good preparation, this can easily throw you off balance. However, arming yourself with these tactics should ensure that you survive (and increase your chances of winning) just about any sales situation.

Key Challenges for Effective Procurement Negotiation

The art of negotiation is not rocket science, but it’s not a breeze either—at least not with every supplier you’ll sit across. Some are sharks and the only secret to winning against them is having negotiation skills twice as good as the strongest shark you’ll ever encounter.

Mastering procurement negotiation might be a process but you’ve probably heard the saying ‘train hard, fight easy’.

Good thing is, it’s not always like that… The best-case scenario for a procurement negotiation is concluding with two smiles—yours and the supplier’s, having sealed a deal that favors both parties.

Knowing how to negotiate when decks are stacked against you and when factors are constant, is important. For an effective procurement negotiation, avoid these pitfalls:

 

1. Rushing

You need enough time to negotiate effectively. Sealing a deal in a hurry is a cardinal sin in procurement. Analyze the product and its value, hear the supplier out, make an offer and justify it to the supplier’s satisfaction. Never rush to buy or to seal a deal.

 

2. Lack of information and proper planning

You win half the battle in the preparation stage. Conduct thorough background research on the product and the supplier, have all important details at your fingertips including the supplier’s operational facilities, company history, management profile, their major clients, development plans, and history of performance; and prepare answers for all hard questions the supplier might have.

Suppliers do their homework. Don’t be caught flatfooted. Like Abraham Lincoln, if you have eight hours to chop down a tree, spend six sharpening your ax.

 

3. Closed mind

Remembering both of you want a favorable deal is key in effective procurement negotiation. Flexibility begets the same. Have your non-negotiable demands but don’t be so rigid with other things that you’re only looking at the extra dollar a product will cost, without paying attention to any unique properties or value the product might have or a special deal that’s tied to it. Listen, think, and ask questions.

 

4. Poor communication

Communication is a three-step process: encoding, decoding, reply. You speak, supplier understands, and then responds, and the wheel keeps rolling. If either of you does not listen, or understand, negotiation will stall.

You might have little to no control over how the supplier communicates, but be clear on your end to save the situation.

 

5. Overthinking the power dynamics

As a rule of thumb, never be in awe of the supplier, however big they are. You have what they want however small it is. You might not even know what’s important to them—it might NOT be money. If they didn’t want to have you on their list of clients, they would not be at the negotiating table with you.

Be well versed with the product, understand the market, and stick to your non-negotiable demands, your company’s bottom line, and the walk-away figure. Ask questions too and shoot for the best deal. If the offer on the table doesn’t work for you, it is what it is. Move on.

 

6. Using short-term negotiation tactics with long-term suppliers

It is one thing to want a product real fast and cheap, and another to want the same—great—product for a long-term supply, at the same price. Giving a supplier a thin margin when you have to, is okay, but if you’re looking to establish a cordial long-term relationship, make better offers. Your supplier will stay in business and you’ll be on the priority list.

 

Bottom line

A procurement negotiation is like a tug of war. The savvy supplier is pulling from one end, to squeeze the best deal out of you, and you are on the other side pulling harder to save your company every dollar possible. Avoid these pitfalls and you’ll not be the one crossing the line in defeat.

 

Top 5 Essential Negotiation Skills for Salespeople

Successful sales are what makes businesses grow. But every so often, a customer will want to discuss the details of your contract with them before signing. Regardless of how well the sales process appears to have gone, your one-one-one interaction with the customer can always make or break the deal.

This is where effective negotiation skills come in. For a deal to survive past the negotiation table, certain skills come handy. So, here are five negotiation sills that a salesperson must possess to succeed in closing deals with customers.

 

Active listening

People want to feel that your product or service is going to solve their problem or satisfy their need. Oftentimes, the prospect wants to see how this is going to happen, and will ask questions that directly link your solution to their need(s).

It is only through active listening that you’ll be able to understand what the customer really wants. Don’t just fix your mind on closing the sale, pay attention to the customer – listen to both their spoken and unspoken messages and provide them with the answers.

When the customer is speaking, allow them to finish. Then, take a brief moment to evaluate the response in your head before you speak it out. The pause not only lets you refine your response but also shows the customer that you truly are thoughtful and interested in what they are saying.

It helps to speak slowly in a composed manner, articulating your words clearly to get the message across.

Whether it’s a face to face or phone conversation, you should be able to get the non-verbal cues that tell you more than the person says. Pay attention to these emotions and respond to them.

This way, you will create an atmosphere of trust and easily build a rapport with your leads. You’ll overcome the assumption that you are simply after the person’s money, and create the indication that you care for their needs.

Active listening enables you to properly address your prospect’s questions and match their focus. This makes it much easier to close sales.

 

Quick decision making

Negotiation is always about give and take. A customer will come with a set of demands, or the acceptable minimums. And you need to know just what concessions you can make and which ones you cannot take without hurting your business.

Since you won’t always know all the angles to expect before reaching the negotiation table, you should be able to make a proper decision in the heat of the moment.

It could be a huge discount that the customer is proposing, or even some extra support. A prospect could ask for premium features or even a bigger package. In any case, being able to evaluate the proposition and making up your mind quickly will be instrumental in letting you close sales before the prospect withdraws their business.

 

Knowledge of the product or service

Persuasion is inherent to any sales negotiation. Unless you are truly knowledgeable about the brand, product or service you are representing, you can easily lose a lead.

The customer simply isn’t looking to hear some unfounded justifications supporting the deal. Rather, they want to know how they’re going to benefit from buying what you are offering. This way, knowledge of the product is an essential sales skill. Demonstrate clear understanding of the products’ features so you can accurately present their benefits to the customer – that’s what persuades the customer to buy.

Also, even though most customers are likely to ask the same questions, there are cases where a customer will ask something particularly new or different. As long as you know your product in and out, you should have no problem navigating your way through any question that arises.

 

Assertiveness

Clear confidence in your brand can go a long way in assuring the potential customer about the value of your solution.

Customers generally respond well to enthusiastic reps who are passionate about their offerings, especially when they’re eager to clearly articulate the benefits.

What this means is, be willing and able to quantify the value of your product or service and share it with the prospect. A prospective client will be much likely willing to pay what a solution is worth if they clearly understand the value of that solution.

It is your job as a sales rep to establish that value and show confidence in your solution in terms of how it will benefit the customer. You will need to be assertive to be able to instil that confidence in the customer and give them a reason to buy.

 

Eloquence

You could have all the great ideas about your solution, but unless you can articulate it, you’ll have difficulty communicating it to the customer.

Though they usually need the solution, most prospects are often undecided whether or not to buy (from you). As a salesperson, it is your role to drive the prospect from their state of indecision to decision and be able to close the sale. Sometimes all you have is only few minutes with the customer. This is where some eloquence, coupled with sufficient knowledge of the product will guarantee a successful pitch.

Use a clear voice to explain the product detail by detail, enunciating all the useful features and linking them to the needs of the customer.  Done correctly, closing a sale will be a near guarantee.

 

Bottom line

Sales negotiations can feel intimidating to salespeople as no one wants to lose a well-qualified prospect. Nonetheless, while every negotiation can go in any number of directions, sales reps with these negotiation skills will be well-equipped to roll with the punches.

The Ultimate Guide to Sales Management: 6 Ways to Manage Sales Leads Better

The major function of the sales management department is conducting sales operations; planning, and implementing sales techniques.

Without proper sales management, you will not meet your sales targets, but with better sales management, you will exceed your set targets. A thin line lies between good and bad management. A small oversight might cost you and sometimes—you’ll be shocked to find out how much.

The sales management department holds the destiny of a company in its hands. It’s critical to the growth and development of any business because the bottom line is everything. The bigger the returns, the further you will go.

 

Effective Sales Management

Astute business people will tell you: there’s nothing in the sales management department that is too small for your attention. From building a team with diverse talents and skills, to arming it with effective sales tools, keeping everyone’s eyes on the bigger goal, projecting future performance, helping every team member tap into their power to achieve set objectives through analyzing past performance, visualizing future goals, proper planning, and smart goal-setting…the sales management team can’t afford to drop any ball.

Even as more attention is on market research, pricing of new products, marketing, promotion, advertising, and distribution to maximize profits… the above functions cannot be neglected. They play a big role in realizing a company’s sales management goals.

 

The Leader

Any sales team is as good as the sales manager. As Alexander the Great said, “An army of sheep led by a lion is better than an army of lions led by a sheep.”

A lion sales manager is keen on managing the processes, invested in both short-term and long-term sales goals, selling to customers’ needs, great at sales planning, and possesses these key skills: people management, motivation and coaching, building lasting relationships, and negotiation.

With a great team and a lion sales manager, these SIX surefire techniques will help you better manage sales leads:

1.Define ‘lead’ as a team – you need to agree on the point at which the sales team takes over the process, ensure it’s done at the right time, and that the client lands in the right hands first (which is only possible if their need is understood).

2. Understand your target – if you pay close attention, you’ll notice a trend with your leads. Maybe they share interests, they appeal to the same market or audience, they have the same fears or desires, etc. Understanding your lead will help you connect—and that right there is what people buy. They can get the same product or service elsewhere, but they would rather get it from someone who understands their needs better.

 3. Effective Customer Relationship Manager (CRM) systems – according to Tech Target, “[effective] CRM systems compile customer data across different channels, or points of contact between the customer and the company, which could include the company’s website, telephone, live chat, direct mail, marketing materials, and social media. CRM systems can also give customer-facing staff detailed information on customers’ personal information, purchase history, buying preferences and concerns.”

4. Track the source of your leads – understanding what is working for your company and what is not will help you focus on your best campaigns and, or lead generation platforms, and inform your decisions on improving the others that are not as effective in filling the pipeline.

5. Effective communication – sometimes the difference between closing a deal and being passed over is communication. A client could urgently need your service or product. Moving in fast ensures you seal the deal and move on swiftly. All players in the ever fast-paced business world frown upon sluggish sales processes. Keep tabs on your communication channels to keep business opportunities from slipping through your fingers! It’s a good idea to know everything you can about effective communication—in spoken words, writing, and the unspoken (body language).

6. Touch base with the team – nothing beats a team that works together. Meet every once in a while, to ask the pertinent questions relating to your sales management position: Where are we? Where do we want to be? What are we doing right? Where do we need to improve? Who needs help? How are our systems and processes? How’s the quality of our leads? How fast are we converting? As you reward individual efforts, remember a team is as strong as its weakest link.

 

Wrap up.

Effective sales lead management is pegged on a great sales manager, effective sales management systems, and a team that understands the procedures, processes, the dos, and the don’ts. You stand a good chance of breaking even or breaking barriers if you check these.

Negotiating Using the Challenger Sales Model

Is the Relationship Sale Still Relevant? 

There is a developing trend that indicates that the relationship sale is dying a slow death. The old path of using golf outings, dinner meetings, and ballgames to cultivate loyal customers seems to be falling to the wayside in a time of budget cuts and a move toward mass commoditization of once valued relationships, products, and services. Buyers are required to procure goods and services at the best possible balance of value, quality, and price regardless of who is selling it to them. SNI has always attracted the client who wanted to enhance the customer relationship by finding a mutually satisfactory process and outcome while maintaining the relationship for future deals. This is where we align perfectly with the Challenger Sales Model – by adding tools and skills to maximize outcomes when adopting this modern approach to selling. 

The Challenger Sale (Dixon and Adamson, 2011) is a seminal book on changing customers’ buying decisions and habits. Dixon and Adamson flipped relationship selling on its head and sent a generation of salespeople on the road to drive results rather than activities. 

Having access to over 6,000 Corporate Executive Board (known as CEB at the time, now Gartner) sales representatives who sold big-ticket services to medium/large businesses in a very down economy (2009), Dixon and Adamson studied the data and recognized the need to reinvent the sales model to reflect this new reality of complex, value-driven selling in order to survive and thrive in the B2B landscape. 

The Challenger Sales Model was a natural fit for SNI’s systematic approach of Negotiation (Prepare, Probe, Propose) and Influencing, and we were fortunate to be partnered with Corporate Executive Board for nearly a decade, including the gestational period in 2008 – 2011. 

SNI worked closely with the CEB on their customized Commercial Sales program for middle-market sales representatives. CEB selected SNI to develop skills in support of their sales model, which we did by molding our systematic approach to sales, negotiation and influencing the emerging Challenger model.

The Challenger Sale identifies 5 types of salespeople, and the research found that the “Challenger” profile far and away outperformed the other types. SNI was asked to help teach skills that ANY of the 5 types could use to improve results while the Challenger Model was being developed. 

Here is a quick rundown on how SNI and the Challenger Sale and Challenger Model work together, which drive better outcomes while establishing and maintaining relationships for future deals. 

 

Teaching & Changing Buying Habits 

To change buying behavior, the Challenger Sales Representative must prepare a plan of inquiry that helps the buyer to understand WHY it is important to consider a purchase now. 

SNI’s Preparation Planner was customized at CEB to incorporate the practice of researching and finding insights and leverage points around Precedents, Alternatives, Interests, and Deadlines as well as defining the differentiated value propositions that each of CEB’s myriad of services provides. Reps learned how to approach the sale more thoughtfully while strategically gathering information in an organized and meaningful way to help the buyer conclude, for themselves early in the sales cycle, that an offer is worth serious consideration. All preparation was focused on the monetization of value – helping the rep to tie the solution being pitched to its direct business impact on the potential client.

Instead of asking questions about the competition, pricing, budgets and buying processes, Challenger reps focus on asking prepared questions about interests, options, alternatives, and possibilities while making suggestions and seeking feedback. SNI’s preparation and probing model provided an effective framework for new and seasoned reps alike to rely on with a prospect or renewal opportunity in a complex B2B sale. 

 

Probing to Prioritize and Tailor Offers

SNI’s probing and scripting model was used as a “safe harbor” option for the mid-market reps who sold over the telephone. Even the best Challenger reps can be thrown off by an unexpected objection or challenge that was real or used to avoid making a buying decision. 

We believe time spent gathering information about interests and specific customer ‘pain’ has higher ROI than the traditional approach of connecting, proposing, persevere and try to make the final cut to close the deal. 

SNI has worked with a variety of clients who use the Challenger Methodology (e.g. Software, Technology, and Pharma Firms) and they have all found that SNI negotiation and influencing skills and tools enhance the Challenger Sale by teaching an efficient and effective preparation process, a model for probing for needs and interests beyond the traditional wants guidelines for making maximizing proposals, and scripting to fine-tune messaging. 

“Although our organization has implemented and maintains the Challenger sales methodology, which directs our sales professionals on “what” to do and “why”, we still need to ensure our sellers know “how” to do it and keep those basic skills refreshed. This is where SNI and The Power of Nice have been a great fit. As influencing and negotiation lives within the sales process and SNIs training have been a great complement to our ongoing Challenger sustainment.”

Aisha Wallace-Wyche

Diligent VP, Global Training and Enablement

Our process also helps reps navigate the Challenger process without the inherent risks of being too aggressive or making undesirable choices such as lowering price or sacrificing value. We help sales organizations protect the margin.

The SNI process prioritizes interests, allowing buyers and sellers to move past positions (e.g. “I need a better price” vs. “if this doesn’t go well it would be a disaster for me personally and our company”; “we need to start this project by the end of the week” vs. “we need this project to finish on time because…” ) to find creative solutions that define shared expectations for a variety of issues – price, conditions, service level agreements, timelines, deadlines and even basic communication commitments such as next steps and decision processes. Trust is enhanced, and influence is amplified. 

 

Taking Control and Maximizing Results at the Close

SNI and the Challenger Sale fit nicely together through the entire sales cycle. Buyers want less hassle, more certainty, reduced risk, and improved profits. SNI and the Challenger Sale meet at this intersection with simple yet highly effective habits (Prepare, Probe, and Propose) in a proven and relevant framework (Teach, Tailor, and Take Control). 

The final Challenger stage of Taking Control is guided by SNI’s guidelines for proposing. SNI and the Challenger Sale focus on always exchanging value while moving in your desired direction. It is a skill mastered by knowing when and how to make the proposal. 

 

Is the Relationship Sale Dead? 

All of this preparation, probing, and proposing in an effort to teach, tailor, and take control leads to a bit of an unexpected, but a desirable outcome. In a twist of ‘unconventional wisdom’, this authentic (yet planned, tailored, and scripted) approach tends to enhance the loyal customer relationship by building a foundation of mutual trust and respect as a partner. At SNI, we have discovered that it is not ‘the final deal’ that satisfies the buyer, but rather how the ‘final deal’ is reached that provides a higher level of mutual satisfaction with the result. We deliver a variety of techniques and tools to help sales professionals find the right words and steps to take and maintain control of the close. 

 

If your organization uses the Challenger Sales model and you are looking to maximize your investment, or, if you are considering negotiation training, please reach out for more information. 

 




How to Increase Your Productivity at Work

ProductivityHow productive are you being right now? Are you choosing to avoid work and read this? Or maybe reading this is part of your work?

Productivity at work is an important quality for all employees. Those who are less productive tend to be closer to the chopping block than others.

 

Productivity

Employers don’t want someone who plays on their phones all day or looks at their social media accounts instead of working. They expect their employees to be productive.

Productivity is the essential quality of a good employee and provides top ratings for the company. Being productive means you’re striving to focus on your work and finish it in a timely manner. Productivity is knowing that being on social media or reading an article or a book that doesn’t pertain to your work is the opposite of productive.

 

How to Be Productive

There are ten important ways to be productive in your work and make your boss see you aren’t slacking off:

  • Complete tasks in batches
  • Prioritize the important tasks
  • Organize your environment
  • Wake up early
  • Wear headphones
  • Set deadlines
  • Quit multitasking
  • Avoid perfection
  • Work in 90-minute intervals
  • Minimize interruptions

It’s important to follow these steps to ensure you’re being as productive as possible while at work.

 

Complete Tasks in Batches

Focus on working in sections. A good way to go about this is by setting up a single time to fit multiple meetings into. If you have more than a single meeting in a day, try to squeeze them into one time block. This way you aren’t taking up most of your day with meetings and you can be more productive elsewhere.

You can also achieve this by working with the 2-minute rule and working on small tasks in two minutes to move forward with the larger ones later. Or set aside a specific block of time to answer voicemails or work on specific projects that require a longer span of time.

 

Prioritize the Important Tasks

Look at what you’re meant to do for the day. Find the most important tasks on your plate and do those first. You should finish your most important tasks before you start worrying about the others. It’s important to remember that what’s most important should have priority over less urgent tasks.

 

Organize Your Environment

Is your desk or office cluttered or unorganized? This can lower your productivity. You’ll be so focused on the clutter and the lack of knowing where things are that you won’t be able to concentrate on the tasks at hand for the day.

Spend a little time organizing your office and cleaning off your desk. It’s important to have a workspace that doesn’t detract from your attention to your work. You shouldn’t lose productivity because of a messy office or cluttered desk.

 

Wake Up Early

Getting up early is better for your productivity than you might think. Someone had it right when they coined the phrase, the early bird catches the worm. By getting up earlier, you’re able to eat a better breakfast and exercise before going to the office. It’s also possible to give you the motivation you need to start the day off right and be productive.

 

Wear Headphones

How can headphones help you work? Simple. They should be noise cancelling or have some version of music that isn’t distracting to keep you focused. If you can’t hear anyone or anything, you can focus on your work and be more productive. This aids in moving your productivity forward.

 

Set Deadlines

It’s important to set your own deadlines. If a project is due by 5pm, set a deadline to have it done by 3pm or 4pm. Try to work ahead of schedule so you aren’t scrambling at the last minute. It’s also possible to set deadlines for future projects to keep your productivity up. If you have a task due tomorrow, try setting a deadline to finish it today. Work toward a better schedule and watch your productivity soar.

 

Quit Multitasking

This is one of the easiest ways to ruin your productivity. Attempting to work on multiple tasks at once destroys the ability to finish a single task in a timely manner. It’s more important to focus on one task at a time and work toward finishing it before starting another than it is to attempt to finish multiple tasks at once. This way of thinking makes being productive a joke.

 

Avoid Perfection

Being perfect, or attempting it, can ruin your productivity as well. Focus on finishing the task the best you can, not making it perfect. Perfection isn’t real and trying to achieve it will hurt you in the long run. Focus on the important tasks at hand. Finish your projects, move on to other tasks, and keep working throughout the day. Focusing on trying to make one project perfect, or the illusion of it, will ruin any chance you have of finishing other projects the same day.

 

Work in 90-Minute Intervals

A proven productivity technique is setting 90-minute intervals of work, then taking a break. This  can help make you more productive while you’re at your desk. Being productive when you’re taking so many breaks seems counterproductive, but it’s actually better to give your brain that break and allow your body the opportunity to relax after working hard for 90 minutes.

 

Minimize Interruptions

Put your phone on silent, let your work phone go to voicemail, place a do not disturb sign on your office door; all of these and more can help minimize interruptions. While some interruptions are unavoidable, it’s important to try as best you can. By trying to minimize interruptions, you are pushing yourself into a productive mode and adding to your productivity, rather than taking away from it.

 

Conclusion

Each of these options, and more, can provide great ways to make yourself more productive at work. Now that you’ve read through them and had the chance to find ones you’d like to try or think might work, go try them. Implement them into your workday and find the ones that work for you. Make yourself more productive at work.

User’s Guide to Being the Best Negotiator

User Guide NegotiationNegotiations are important for any aspect of life. Sometimes you have to negotiate business deals, what’s for dinner at home, or a sale for a product. Being such a large part of life, it’s important to understand what negotiations are and how to do them well.

 

Negotiations

A negotiation is an agreement among more than one party in regards to a specific topic. People use negotiation in business transactions to find a price or terms to settle on, with family to decide what’s for dinner or how to resolve an issue, or even in sales to find an agreeable price for a product or a home.

Almost everyone uses negotiations on a daily basis, whether at work or at home, and should be able to negotiate well. How do you know if you’re negotiating well? Based on how many time you negotiate and get what you want from it determines whether you negotiate well.

 

Negotiating With Family

Negotiations with family are more difficult than any business negotiations you could face. It’s much easier to stand firm in a business negotiation than it is with a loved one. How do you negotiate with family? Understanding these difficulties can help:

  • Expectations are exponentially higher
  • Logic is more difficult to tolerate
  • Quicker to react
  • More focused on yourself
  • Get ahead of yourself

Having these concerns in mind can make negotiations easier. You can address these issues in advance and understand what your loved one is thinking or feeling while you’re trying to negotiate.

Focusing on expectations can be difficult. It’s important to focus on the things you already know about them and work from there to discuss the problem and reach an understanding and agreement. From there, you can move forward with negotiations to find a solution to the problem.

Working with logic from a loved one is harder than working with logic from a coworker. It’s best to try avoiding logic in any negotiations with a loved one. Hearing logic from someone you care for is usually harder to handle than having them yell at you. It’s important to try focusing on empathy and labels instead of logic when trying to provide answers and explanations.

Negotiating with loved ones raises our reaction time. It’s easier to be sensitive to tone and words from a loved one than a coworker. Focus on understanding that can help avoid an argument during a negotiation. It’s important not to assume certain meanings based on words or tones when your loved one is speaking. Remembering to keep your calm can help you stay focused on the negotiation at hand.

Focusing on yourself during a negotiation with a loved one is similar to playing cards: focusing on your hand causes you to miss what someone else might play. It’s important to pay attention to what your loved one is telling you. Don’t let your own thoughts and feelings keep you from understanding their needs.

Getting ahead of yourself can cause issues for negotiating later. If you’re already set that an outcome will occur or you’ve stopped trying to resolve the outcome, you’re breaking the connection you gained from communication and understanding. You’ll need to mend this connection before you can move forward in negotiating to resolve the issue.

 

Buyer Negotiations

As a buyer, you strive to purchase products at the best prices available. Sometimes this can mean having special negotiation skills to get a top price for the product or service. These skills can help you negotiate top prices:

  • Anchoring
  • Whack back
  • Sticker shock
  • Cherry picking
  • Pencil sharpening
  • Going, going, gone

Anchoring provides a price range for negotiation. For example, telling the seller you want to spend no more than $100,000 for a product or service caps the negotiations at that price. The seller now understands he or she can’t go higher than this price or they’ll lose the sale. It’s an important tactic to keep negotiations in a price range you’re comfortable with.

The whack back is a tactic used by many buyers to push the seller down. It’s a simple “your price is too high” comment to try forcing the seller to lower the price. Most sellers will ask why and try to refute your reasons.

Faking, or seriously having, sticker shock is another buyer tactic. This shock over the price is a hard hit to the seller to make them question their pricing. They might ask why it seems high and try to refute your reasons to keep the price at their level.

Cherry picking is a buyer tactic that can offend the seller. It’s the buyer’s way of getting less product at the same bulk cost. For example, if they ordered 50 shirts and the price came to $2.00 per shirt because of the bulk order, they might try to take 20 shirts at the same bulk price, still paying $2.00 per shirt.

Sometimes negotiators use a tactic called pencil sharpening to try forcing the seller to drop the price by using phrases such as “You need to do better” or “We need this for less.” It’s a way to make the seller feel as though they have no choice but to lower the cost or ask the buyer where the price should be in an attempt to keep them happy and sell.

A final, and harsh, negotiating tactic is the going, going, gone test. It’s the buyer’s way of pushing the seller into a corner with a time crunch. In this tactic, the buyer informs the seller they will be going with a competitor for the product or service if the seller doesn’t agree with the buyer’s price by a specific time and/or day.

People use these tactics in price negotiations on a regular basis and they can sometimes make them tougher to agree on.

 

Business Negotiations

Negotiating in business can mean a lot of things. Maybe you’re negotiating a deal or a job offer. The tougher of the two is generally a job offer and can mean the difference between having the job you deserve and having the job you took. There are ten main rules to follow when negotiating for a job:

  • Get it in writing
  • Keep the door open
  • Information is power
  • Be positive
  • Don’t make decisions
  • Have options
  • Have reasons for everything
  • Be motivated by more than money
  • Understand their values
  • Be winnable

Rule number one says everything should be in writing. In today’s society, people are continuously changing their minds or forgetting what they said. When negotiating for a job, that’s a bad thing. It’s imperative to write everything down as you go. This is a promise to remember every detail in case you need to reference it later.

The second rule is to keep the door open. This one isn’t quite as self-explanatory. It means to hold on to your negotiation power. Don’t give up your power to negotiate the best terms until you’re 100% ready to make a final decision.

Information is the key to the third rule. Don’t give up too much information until you’re ready to agree. If you’ve negotiated every aspect of the job and decided this is what you want and you’re ready to say yes, then go ahead and provide all the information they want.

Positivity makes rule four an important one. Being positive is your most valuable asset. Never seem like you’re getting angry or losing your temper. It’s important to keep a level head and stay positive in order to have the best negotiations. If the person you’re working with feels you’re losing your positive attitude, he or she may feel they’re winning and you’ll settle for whatever they want to give you.

Being the decision maker is what brings rule five into play. It’s important not to be the decision maker in a job negotiation. Be sure to confirm all the details and make it seem like they have the final say in your decision to accept the job. It’s also an option to confirm details and compare this with other offers before making a choice.

Options are important for job negotiations. If you have more than one job offer, you can play this to your advantage to negotiate a better offer for the job you truly want.

Options are also a good way to have reasons for everything, as rule seven tells you. It’s important to have a reason to back up every answer you provide. Without reasons, they believe they can force you into the job terms they want instead of the ones you want.

Money isn’t everything. While it helps to have money, that shouldn’t be your primary focus in choosing a job. Focus on the important benefits or the work environment and worry about the lowest amount of money you’ll settle for if everything else fits.

The values of the company can help you negotiate a better deal. Understanding what they strive for can give you a few selling points to negotiate yourself better terms if you can prove you have those values as well.

Make them want to win you over. Being winnable is about more than just winning the negotiation. It’s always a great feeling when the company feels they have to win you from the competition and they try to do just that.

 

Conclusion

Still unsure about your negotiation skills? Shapiro Negotiations has a team of experts waiting to help. Their knowledge and training allows them to help you become the best negotiator you can be. Contact them now for more information.

 

Are You a Hard Worker? Characteristics of a Hard-Working Employee

Hard WorkerCompanies seek to hire top employees for their companies. Top employees can come in a number of packages that make them the best.

One of these packages is hard-working. Having a hard-working employee, or multiple, can move the company into the future on great terms and bring the workforce to a higher level.

 

What Does it Mean to be Hard-Working?

A hard-working employee can come in all shapes and sizes. It’s not always about finding the most knowledgeable person for the job or someone who has an idea about your company. Sometimes it’s more about the effort they put in.

A hard-working employee is someone who’s willing to learn and always looking for new ways to grow within the company. They won’t settle for this position or that answer, they want to be the best and move ahead among their coworkers. During an interview, a hard-working candidate will tell the interviewer that he or she enjoys learning new things and wants to be with a company he or she can grow with.

A hard-working person focuses on growth, knowledge, and experience within a company. They want to learn more and advance themselves within the field.

 

Hard-Working Characteristics

There are a lot of reasons to consider an employee to be hard-working. It comes down to the top ten characteristics that make the employee truly deserve that title:

  • Punctuality and dependability
  • Initiative and flexibility
  • Motivation and priorities
  • Learning and self-reliance
  • Stamina and perseverance
  • Culturally fit
  • Team spirit
  • Marketable
  • Detail-oriented
  • Leadership qualities

What makes these characteristics so special? Each of these characteristics provides one more quality to an employee who gives them a top notch rating and allows them to stand out among their coworkers. Each quality is special in its own way.

 

Punctuality and Dependability

It’s important to have a reliable worker for your company – someone who is on time and you can call into work at the drop of a hat. It’s important from an employer’s standpoint to know that an employee will be on time and do the work you hired them to do. Someone who comes in and leaves randomly or works when they feel like it is not punctual and dependable.

It’s important that, as an employee, you arrive on time and stay at work. Once you’re clocked in, stay there. Work your shift, finish all your work on time, and maybe ask for more if you finish early. You could even use the time to get ahead for the next day or the next week. These are all important aspects of being punctual and dependable. Being punctual and dependable is part of what makes a hard-working employee.

 

Initiative and Flexibility

These two seem fairly straight forward, but there’s more to these qualities than meets the eye. Taking the initiative is more than just doing your work without your boss telling you to. It’s about being positive while working and having the ambition to do the work. Simply clocking in and working on something left over from yesterday isn’t enough to bring you to hard-working employee status.

You need to be positive about your work and ambitious enough to finish it. Show up at work thinking you’re going to finish yesterday’s work, today’s work, and get a jump start on tomorrow’s work. This will provide you with the positive attitude you need to show you’re taking the initiative. It also shows your ambition to work and move forward in your endeavors.

Being flexible is more than just working extra hours or taking on another project. It’s important to assist others as best you can, even while trying to finish your own work. Jump in if you see someone struggling to keep up and offer to help. Become the team player who pushes you into hard-working employee status.

 

Motivation and Priorities

Self-motivation is a key component to being a hard worker. It’s more than just showing up and working. You need to prove you’ve got the motivation to work hard and do what the job without prompting from the boss. Having self-motivation provides the freedom for higher-ups to notice you’re working and worry more about someone else who might need them. They won’t feel as obligated to focus their attention on you if they can see you’ve been self-motivated to work on this project or help that coworker.

Priorities are another important characteristic. It’s important to set goals for yourself at work and have priorities to help you achieve them. If you’re plan is to finish five assignments in one day, focus on those five assignments and decide which ones will take you longer to finish. Prioritize the longer ones in the best place for your abilities. If you feel you can speed through the others first and focus more on the longer ones after, then follow that priority set.

 

Learning and Self-Reliance

Learning all you can at your job is one way to make yourself known as a hard worker. By focusing on the things you don’t know and learning more each day, you’re showing your employer you have what it takes to work hard and provide the quality work they’re seeking. It’s important to continue learning, no matter how much you think you already know.

Being self-reliant is another top quality in a hard-working employee. It shows that managers and others above you don’t need to worry about your performance. If you truly need help, you’ll ask, and they can be free to focus on someone else who needs them more.

 

Stamina and Perseverance

Working hard requires the stamina to perform. In order to be a hard worker, you have to have the stamina to stand strong and put in the required work. It’s not as simple as saying you’re working and you’re trying. You need the stamina to push yourself and finish all your assignments and work to help others when needed.

Persevere to the end. Finishing what you start and working hard to get there is a bigger deal to your employer than you might think. It’s important to not give up and be sure to remain committed and ambitious. Work hard to get where you want to be and have the confidence to succeed.

 

Culturally Fit

Every company has a specific culture about it. They have ways of doing things, a dynamic among the employees, and even specifics about how employees should act toward each other and in general. In order for your coworkers to consider you a hard worker, you need to prove you fit into the culture. If you’re on the border, work harder to fit in once you’ve got the job. If the higher-ups can see you’re trying, they’ll be willing to help you fit in.

 

Team Spirit

Having team spirit is as important in the workplace as it is during the big game. Although, it’s a different type of spirit in the workplace. Team spirit means you’ve got what it takes to work well with your coworkers. You get along with almost everyone and you’re on good terms with people above you. Any effort to make these statements true will deem you a hard worker and provide a more positive environment for you.

 

Marketable

This isn’t as easy to achieve as it seems. Being marketable doesn’t mean you can work anywhere. It means you can work with anyone, namely clients or customers. An employee who’s marketable is someone the company trusts and can present to clients. They are able to interact and relate with clients and keep them happy with the company. Your ability to please clients on this level is a quality that makes you a hard worker.

 

Detail Oriented

This is an imperative quality for a hard worker. Having the ability to focus on details and make specifics your top priority is something many people don’t have. It’s important to pay close attention to specific details and to understand every detail, large or small, matters more than you might think.

 

Leadership Qualities

Do you have what it takes? Leadership is a top quality for hard-working employees. It means you understand what the company’s needs, you’re willing to go the distance to meet them, and help other coworkers do the same. Proving you can be a leader is one quality a hard-working employee can never be without.

 

Conclusion

With so many qualities required or helpful for being a hard-working employee, it’s easy to fit that category. Finding a way to work harder and prove your worth is important to having a job at any reputable company.