NLP Practitioner Training- An Insight Into The Course Contents
By: Gemma Bailey
People Building is an NLP and Hypnotherapy Training company based in South East England specialising in courses in Hertfordshire, Bedfordshire and Buckinghamshire at NLP Practitioner, NLP Master Practitioner and Hypnotherapy Diploma level. All of our trainings are accredited by appropriate awarding bodies.
In this article, I am going to discuss some of the course content and explanation of the NLP Practitioner course.
An understanding of the Mind- Body connection – In short, when you think about something, chemicals are released in your body. The chemicals that are released will affect your mood and therefore how your body is feeling, for example, if you think about something that makes you really nervous, you could end up giving yourself an upset stomach. Likewise, the body is connected to your mind, so if you exercise your body, happy chemicals are released and your head feels a happier place to be.
Understand and read body language – In NLP we read body language using calibration. This means that we first get an understanding of what a particular gesture, posture of expression mean, then when we later see the same person making that gesture, posture or expression, we know that they are probably feeling the same way as when we saw them do it last. Calibration is important because it stops us from generalising about what a person is feeling. For example, we may generalise that when a person crosses their arms, that they are being defensive, but they may just be feeling chilly!
NLP Presuppositions which positively influence your world – These are a list of convenient beliefs that encourage you to consider the impact your communication has on others, and how to treat every result and behaviour as positive, as far as is humanly possible.
Enter someone else’s world for greater understanding of others – Often we are so trapped in our own idea of life, that we forget that others are constantly having a completely different experience of life to the one we are having. NLP teaches us how to understand and respect another person’s perspective.
Communicate effectively – Everyone is experiencing the world in a different way, and part of the reason why this happens is because people use their senses in different ways. Some people rely more on their vision, others on their hearing. When a person has a sensory preference this impacts upon the way they understand information and the way they communicate. Using NLP techniques we are able to get onto another person’s wavelength and communicate more elegantly.
Have better rapport and quickly gain a connection with others – People like people like themselves, and when you have good rapport with someone, you unconsciously mirror each other’s physiology. By understanding how to use this skill, we are able to quickly gain rapport, and break it when we no longer wish to have it.
About The Author
Gemma Bailey
People Building is a self development and improvement company specialising in NLP Practitioner, NLP Master Practitioner and Hypnotherapy Diploma training Courses. They are based in South East England, UK and run their trainings throughout Hertfordshire, Bedfordshire and Buckinghamshire. All of their trainings are accredited by appropriate NLP and Hypnotherapy awarding bodies. http://www.peoplebuilding.co.uk
Wednesday, March 19, 2008
Wednesday, March 5, 2008
Your Magic Sales Goals
Setting and Exceeding Sales Goals through Key Performance Indicators (KPI) by: Jeff Hardesty
What's your Magic Number? The most successful businesses — and certainly, sales departments — have identified their Key Performance Indicators (KPI); individual gateways that directly effect the outcome of a particular process. Then they measure the competency ratios in line with them. Have you identified the KPIs in your sales process? A good KPI example in the sales process might be how many times you advance the first sales appointment to the next phase, whether that’s a demonstration, a site visit, a survey or a proposal. Another KPI is how many times you gain a new customer once the first gateway is passed. And when you do gain a new customer, what’s the average revenue you achieve? That’s certainly an important KPI. Because if your average revenue per sale is 40% less than the average peer KPI, you might want to find out why and take focused action to improve it, as you’re leaving money on the table. And what about the length of a sales cycle in days? Is that conditional or do you have a degree of control over it? If you have a team member that has an average sales cycle 30% shorter than the peer group, uncover and assimilate those best practices out to the rest of the sales team. Less time, more results. That makes ‘Sales Cycle’ a valuable KPI. On a practical level, KPIs can provide management prospect reactions to their service offering for feedback to marketing and product development, detect problem areas in sales performance and signal the need for strategic or tactical modifications — even an all-out intervention through pinpoint sales performance training. Perhaps the most overlooked KPI is the individual ‘Magic number’; how many new weekly sales opportunities must be generated based on neighboring KPI’s. Think of the magic number as the fuel in your gas tank needed to get from point A to point B. It’s directly proportional to how far a distance, how fast you drive and your average miles per gallon. Your sales process ‘Magic number’ is a derivative of your average revenue per sale, 1st appointment to poroposal ratio, closing ratio and revenue goal. It’s your ‘Activity barometer’ and it should be at 100%. The following are some tips for improving several sales process KPI’s. If your current 1st Appointment to Proposal ratio is below 65%: 1. Internally define what your ‘Next step’ objective of the 1st appointment is; a demo, a site visit, a survey or a proposal. Then train to a process and measure the outcome. 2. Decide to start at the ‘Top’ with the fiscal authority that can ‘Call the shots’. 3. Avoid ‘Selling’ your product on the 1st appointment. Instead, outline your diagnostic steps to evaluate the fit between your solutions parallel to their business objectives. If your current Closing ratio is below 65%: 1. Ask pertinent questions to what the Prospect Company’s decision-making process is, what the internal criteria for change is and what players need to be involved for evaluation. 2. Communicate a timeline and set a specific date for the 2nd appointment before leaving the 1st appointment. Encourage that all management players be present at the next appointment. 3. Catalog risk factors for each management player and develop strategies, tactics, and tools for direct communication to them. 4. Have relevant industry and title reference letters available for ‘Real-time’ credibility. If your current ‘Activity barometer’ is below 100%: 1. Announce the Competency of converting conversations to appointments as a Key performance Indicator for sales success. 2. Define an appointment setting training objective and set a realistic goal. 3. Develop a training process in line with prospecting scenarios and best practice communications. 4. Don’t sell your ‘Widget’; sell the Business reason to meet. 5. Partner with technology to transfer best prospecting practices into ‘Intellectual capital’ promotion throughout your sales society. Ultimately, sales trainers and management should work in concert to create a new culture by replacing random sales routines with specific KPI competency training. Targeted and timely KPI training can make a critical difference to your monthly revenue scorecard. In today’s high sales performance culture migrate away from monthly and quarterly ‘Quota’ focus to daily routines and weekly goals. The opportunity rests squarely on switching paradigms from the required ‘End result’ to the necessary steps (KPIs) to get there routinely. Then build supporting tools for learning and application. And don’t forget your ‘Magic Number’.
About The Author
Jeff Hardesty is a National sales speaker, Sales performance improvement consultant and the Developer of the X2 Sales System®, a blended sales prospecting training system that teaches sales professionals the competency of setting targeted C-level business appointments. Jeff can be reached at jeff@convertmoresales.com.
What's your Magic Number? The most successful businesses — and certainly, sales departments — have identified their Key Performance Indicators (KPI); individual gateways that directly effect the outcome of a particular process. Then they measure the competency ratios in line with them. Have you identified the KPIs in your sales process? A good KPI example in the sales process might be how many times you advance the first sales appointment to the next phase, whether that’s a demonstration, a site visit, a survey or a proposal. Another KPI is how many times you gain a new customer once the first gateway is passed. And when you do gain a new customer, what’s the average revenue you achieve? That’s certainly an important KPI. Because if your average revenue per sale is 40% less than the average peer KPI, you might want to find out why and take focused action to improve it, as you’re leaving money on the table. And what about the length of a sales cycle in days? Is that conditional or do you have a degree of control over it? If you have a team member that has an average sales cycle 30% shorter than the peer group, uncover and assimilate those best practices out to the rest of the sales team. Less time, more results. That makes ‘Sales Cycle’ a valuable KPI. On a practical level, KPIs can provide management prospect reactions to their service offering for feedback to marketing and product development, detect problem areas in sales performance and signal the need for strategic or tactical modifications — even an all-out intervention through pinpoint sales performance training. Perhaps the most overlooked KPI is the individual ‘Magic number’; how many new weekly sales opportunities must be generated based on neighboring KPI’s. Think of the magic number as the fuel in your gas tank needed to get from point A to point B. It’s directly proportional to how far a distance, how fast you drive and your average miles per gallon. Your sales process ‘Magic number’ is a derivative of your average revenue per sale, 1st appointment to poroposal ratio, closing ratio and revenue goal. It’s your ‘Activity barometer’ and it should be at 100%. The following are some tips for improving several sales process KPI’s. If your current 1st Appointment to Proposal ratio is below 65%: 1. Internally define what your ‘Next step’ objective of the 1st appointment is; a demo, a site visit, a survey or a proposal. Then train to a process and measure the outcome. 2. Decide to start at the ‘Top’ with the fiscal authority that can ‘Call the shots’. 3. Avoid ‘Selling’ your product on the 1st appointment. Instead, outline your diagnostic steps to evaluate the fit between your solutions parallel to their business objectives. If your current Closing ratio is below 65%: 1. Ask pertinent questions to what the Prospect Company’s decision-making process is, what the internal criteria for change is and what players need to be involved for evaluation. 2. Communicate a timeline and set a specific date for the 2nd appointment before leaving the 1st appointment. Encourage that all management players be present at the next appointment. 3. Catalog risk factors for each management player and develop strategies, tactics, and tools for direct communication to them. 4. Have relevant industry and title reference letters available for ‘Real-time’ credibility. If your current ‘Activity barometer’ is below 100%: 1. Announce the Competency of converting conversations to appointments as a Key performance Indicator for sales success. 2. Define an appointment setting training objective and set a realistic goal. 3. Develop a training process in line with prospecting scenarios and best practice communications. 4. Don’t sell your ‘Widget’; sell the Business reason to meet. 5. Partner with technology to transfer best prospecting practices into ‘Intellectual capital’ promotion throughout your sales society. Ultimately, sales trainers and management should work in concert to create a new culture by replacing random sales routines with specific KPI competency training. Targeted and timely KPI training can make a critical difference to your monthly revenue scorecard. In today’s high sales performance culture migrate away from monthly and quarterly ‘Quota’ focus to daily routines and weekly goals. The opportunity rests squarely on switching paradigms from the required ‘End result’ to the necessary steps (KPIs) to get there routinely. Then build supporting tools for learning and application. And don’t forget your ‘Magic Number’.
About The Author
Jeff Hardesty is a National sales speaker, Sales performance improvement consultant and the Developer of the X2 Sales System®, a blended sales prospecting training system that teaches sales professionals the competency of setting targeted C-level business appointments. Jeff can be reached at jeff@convertmoresales.com.
Subscribe to:
Posts (Atom)
