How to ask the best questions

If there is one critical step in the sales process that is both abused and misunderstood it would have to be “Qualifying”.

When sales consultants attending a training seminar are asked about the purpose of qualifying, the standard ‘classroom answer’ is “to determine the customer’s wants and needs.” In the ‘real world’ their answer is to determine “if” and “when” the customer will do business. Then, land them on a vehicle, preferably in stock.

Based on the type of questions asked, and the mood and manner of the questioner, this step in the process sometimes creates a paradox. Sales people feel they are being helpful and saving time while many clients feel the questions are intrusive and unnecessary. Ironically, there is some truth to both positions. The disparity in perception is due to the types of questions asked. Clients need to understand both the question itself and the reason for asking it.

For example, sales people often ask about money in either an insensitive way or they may ask prematurely. Asking a client how much they want to spend or what is their price range may be okay with some clients but offensive to others, based on the level of rapport as well as other factors. Naturally, sales consultants do not want to waste time or excite a client on the wrong vehicle.

However, there are better approaches. One suggestion is, “Do you prefer to discuss budget or product first”? This is also an example of being client centered.

The goal of Qualifying is to determine buyer motivation and satisfiers. People don’t want four doors, they want room and convenience. Understanding this concept is the key to building value for the client and profit for the company.

Most people would agree the Number One skill in sales is communication. And then, conventional wisdom suggests that Listening is a priority within the communication skill set. However, is that entirely accurate? Some people believe the average person listens only so they know when it is their turn to speak. Could there be something else equally important? How about asking questions?

In sales, we need to listen for many reasons. The two primary reasons are to 1) gain information and 2) to better understand the prospect.

So, how do we get more information and better understanding? We ask questions. Questions and Listening are like a hand and glove, they go together. Questions can create both involvement and directions for the sale. Questions help design the road map we need to reach agreement. They are the infrastructure needed to develop rapport, information, and involvement.

Well-designed questions enable sales consultants to “talk with” and not “talk at” clients.

So, why is asking questions an art and not a science? And, can it be learned?

One of the rules of science is that a repeated task produces an identical and predictable outcome or result. Because we are dealing with human nature the outcomes and results cannot be guaranteed or predicted with 100% accuracy. However, with some guidelines, practice, and training, results and outcomes can be expected with a reasonable degree of accuracy instead of leaving things entirely to chance.

Here are some tips on how to produce those outcomes you are looking for.

According to the McGrane Institute there are five levels of questions which escalate in intensity and impact. Each level has a specific purpose and produces a given type of outcome.

In his course, Bill McGrane also teaches the 6 steps for creating a well designed question and offers 7 suggestions for asking questions. Of course, part of adult learning is to practice and apply the learning for genuine learning to take place.

Clients ask sales consultants questions. Sales managers ask sales consultants questions. Sales consultants ask clients questions. Questions are the heartbeat of the sales process so make them count!

The Art of Asking Questions

“Questions help design the road map we need to reach agreement.”

Qualifying: Information or Intrusion?
Would you like to learn how to ask better, more focused questions?
If I were to pick one skill that has served me better than any other, it would be asking questions. Most of the “word-tracks” I recommend and teach have questions as the core ingredient.

My mentors were the late William J. McGrane II and his son, Bill McGrane III of the McGrane Global Ceners in Northern Kentucky.

Using self-esteem as the foundation, Bill and his staff offer a range of personal/professional growth programs for both family and businesses.
For more information about the McGrane Global Centers contact their web site at:
www.mcgrane.com

You’ll be glad you did.

Can questions really be designed? Yes. In fact, there is a 6-step process taught by the McGrane Global Centers that has been extremely helpful to me. This process is part of the underlying fabric I use in many of my training seminars.

First, the questioner has to decide a critical issue which is, “What is the OUTCOME I am looking for?”

The next step is to set the FEELING TONE. Be aware of the feeling the question creates for us and decide what feeling do we want to create in the person being asked the question.

After that step comes the QUESTION DESIGN. In this step we choose appropriate words and stem. The Stem is the beginning part such as, “Is it true…, Do you agree…, How did you decide… Having a mental library of those stems is called scripting.

The Fourth Step in the process is called NOTICING the SIGNALS. During this step it is essential to be aware of the environment, body language, open/closed signals that change, voice tone, eye contact/movement, and instinctive response. This awareness helps prevent or minimize gapping.

Step Five is an action step too. Bill McGrane identifies it as ASKING YOUR FIRST QUESTION. Here is where we need to really focus on our own mind set, tone of voice, word selection, and feelings based on the response from the previous step.

The final step is not new but is still valid. It is BODY LANGUAGE. Noticing issues such as distance being opened or closed and whether or not any psychological power plays are taking place.

This process is a helpful tool in daily communication as well as sales. One big advantage in sales is that we know we are likely to experience many issues on a regular basis.

With this approach, we can be effective without coming across as canned, insincere, or an interrogator. For example, this process may be used in determining who the decision maker is without being offensive or intrusive.

“Would it be all right if I asked you a few questions? Who, besides yourself will be using or enjoying your new car? Will this person be involved in the final decision or will that be your responsibility?”

Now, isn’t that approach a little more acceptable than a blatantly asking someone if they can make the decision?

Having this skill set in place enables a sales consultant to be “100% scripted and 50% flexible”. In other words, by having a process to create a bank of scripted questions, a sales consultant can be flexible in applying the most effective questions based on their observation and assessment of the client.

The result is a smooth and polished presentation that comes across as genuine.
Customer Satisfaction isn’t something we do. It’s everything we do that affects our clients. It helps to match our intent with our behavior.
“With this approach, we can be effective without coming across as canned, insincere, or an interrogator.”
Designing Questions

. . . Asking Questions

Have you ever thought about questions as having levels? Watch a trial attorney in action. Many cases are won or lost based on the skill of the attorney asking questions. Some of the questions seem safe and mundane while others go straight for the jugular.
The way we know the effectiveness is by watching the reaction of the witness or jury. The same is true for clients.

If we ask a question the wrong way or ask the wrong question we can get an adverse reaction from the prospect. This is called Gapping. We’ve all been there and often not realized why or how we got there.

So, to help increase effectiveness and avoid gapping, here are the Five Levels of questions.

1 SAFE QUESTIONS:

Draw out information
Relax the other per-son
Releases tension
Does not require deep thought or analysis
“How are you today?”

2 CLOSED QUESTIONS:

Yes/no
True/false
Specific responses/facts
Interrogation

3 OPEN QUESTIONS:

“Are you looking for a new or used car?”

4 ESSAY QUESTIONS:

Allows elaboration
Encourages sharing
More participation
Discover motivation
“What type of equipment do you like on your car?”

4 INTERVIEW QUESTIONS:

Specific agenda
More depth
Get closer to person
Values emerge
Intellectual vs. feeling
“Other than the price, what is important to you in a car?”

5 CONGRUENT QUESTIONS:

Core issues
Sensitive
Involve feelings
Can create harmony
Generates self-disclosure

“What would need to exist for you to convince yourself to do business with us today?”
Most people stay at the first two levels. Going to higher levels requires more skill, more trust and more rapport. It sometimes also requires the willingness to take a risk because the likelihood of gapping is greater at the higher levels.

Understanding this concept of questions also helps us understand why there can be disparity in perceptions during the sales process. We gap and don’t even realize it! That is why asking questions effectively is an art and not a science. If we are on target with clients we will be able to move from safe questions to congruent questions by the end of the sales process.

The key to constructing effective “word tracks” is using questions effectively. Having a process to help is just one more tool to be both more successful and more professional.
“What would need to exist for you to convince yourself to do business with us today?”
Five Levels of Questions
. . . Information or Intrusion

Bill McGrane is President of the McGrane Global Centers creators of the Making it Happen and Move Into Your Greatness. The Centers offers, keynotes, seminars, consulting and products that improve individual and organizational performance. You can create highly responsible teams and produce a culture of responsibility.
Call 859-384-6333 or mcgrane@mcgrane.com or view our web site at www.mcgrane.com