Commitment is a word that evokes positive and negative feelings for most of us. The word is defined as a promise, pledge, vow, and dedication. Of course women have long said that males have a basic fear of commitment. But somehow women find a way to ‘sell around’ that fear. Then again both genders have deep-rooted fears in not only commitment to relationships, but to many aspects of our lives. How many of us make a commitment to be better at something, to stop smoking, to exercise more, to find more time to connect with friends, etc? And how many of us are consistent with our commitments? I am guilty of falling short in a few areas. I gave up New Year’s resolutions years ago. It takes real dedication to stick with our commitments.

In our sales centers we must see absolute commitment. Our agents, to be successful at what they do, must make a commitment to the sales process. To achieve that commitment, agents must ask and answer some essential questions: Why? The answer should be obvious. To be the best at what you do. What does it take? Effort, dedication and an open mind. What do I need to do? Learn from as many sources as possible whether it is training seminars, books, CDs, other agents, a mentor, etc. How do I do it? Practice the lessons you learn. And practice again. When? Always…it is an ongoing process. Where? In the sales center and any other location that lends itself to practicing and honing sales skills.

The other half of the equation is obtaining the prospective buyer’s commitment. How do we get it? To ask for the sale, an agent must test the commitment level of their prospective buyer. But first the agent must lay the proper foundation. As an effective sales presentation must follow a logical sequence, the agent needs to incrementally gain the buyer’s trust, interest level, and emotional attachment through a discovery process, and trial closing sequence. By periodically checking with their buyer, the agent is then ready to ask for the sale.

In today’s world buyers not always commit with just their emotions. Yes, they might love the home, want the home, need the home, etc. However, the facts of economic uncertainty are very much at play. The ‘what if’ syndrome is very real in the buyer’s mind. So the agent must sell around the ‘what ifs’ and present a logical reason for the ‘why not’. Seldom in the history of our business have we seen low pricing and low interest rates come together at the same time. Buyers realize this unique opportunity but they still are fearful of losing their jobs. Our agents must commit to overcoming the buyer’s uncertainty and dedicate themselves to eliminating, or at least minimizing, the buyer’s fear. Or as one famed historical figure once said, ‘The only thing to fear is fear itself’.

How do your agents sell around the fear factor? Remember, while the numbers are low, sales are still being made. Therefore some agents are making it happen and are dedicated to the sales process. Make sure your team has that same dedication and give us a call. LeBlanc & Associates will provide you with a superior assessment tool. That is our commitment.

Good Intentions

“The first and foremost thing is, why are you sitting there? Are you there because you really want to help them, or because you’re desperate to make a sale? If you really have the intent of making sure this person gets exactly what they want, then that’s what’s going to happen. So, the first thing is to figure out where your heart is,” says Schuh.

If someone walks in your office today, they have at least some interest in buying your product. The ‘tire kickers’ for the most part have been scared off by the economy; they aren’t going to spend their time and money visiting home centers or touring models. We should automatically assume the best - that they intend to buy. But too often we assume just the opposite.

“I’ve heard realtors say ‘Every buyer’s a liar.’ Well, if you think that, why are you working with them? Your people skills are already in the dumpster because you have an assumption about that buyer; whether it’s true or not doesn’t make any difference, it’s how you come to the party.” The bottom line is, Schuh continues, “You have to like people.”

Salespeople are taught to ask probing questions to draw out customers and to determine their true want, needs and intentions. Schuh suggests we start the questioning process with ourselves. “Do I have my skills? Do I believe in my homes and product? What is my belief? Your belief completely depicts your behaviors, and people skills are all behaviors; they’re learned.

We tend to ask, ‘How can I get in front of more customers?’ Is that the right question, or is this a better question to ask yourself: How do I become more attractive to others? How do I become a better communicator? How can I be more valuable? That’s a big one. How I can fix that.”

say ‘Ooh, I like that! That made me feel comfortable and secure.’ Why are people going to buy from you? Because you make them feel safe, secure, that you’re trustworthy - all the things that people crave.”

Mental rehearsal and self-actualization can help us energize our people skills. Schuh recommends going over a sort of mental mantra before meeting with customers: “When you see a car pull in, say ‘How can I serve them…? How can I serve them?’ I just get myself into a place where I ask ‘What do they need?’ versus ‘How can I get them to listen?’ That simple shift of a question immediately shifts the energy. They walk in and you’re more attracted to them already!”

Be ‘Open for Business’

Salespeople need to keep their people skills turned on all the time. To make that point, Schuh points to something simple - a name badge. “To me, that’s a people skill that is undervalued. Always have it on. Not for you, not because it’s a rule, but because when you wear it you’re saying ‘I’m open for business.’ It makes it safe for people to approach you; people will take a risk on you. It’s like saying ‘Here’s what I do.’ If you’re in sales, you never know where your next sale is going to come from.”

Go Deep

“Insincerity is a huge killer of people skills. Instant familiarity is not a good tactic. On the other hand, how do you be warm, wonderful and welcoming? You ask questions. But, many of us go right for the questions that could be construed as over the line instead of ‘Do you really care about this person?’”

For example, we all look for reasons to pass on praise or a compliment to others. But, Schuh continues, “Immediately, someone will compliment a surface thing, like ‘You look very nice today’ or ‘Hey, great car.’ Go a little bit deeper and find things that are not just surface, such as the quality of their ideas or the questions they ask. Or, maybe you note how they deal with each other. So, if you look a little bit deeper, you’ve got stuff to follow up on.

Again, it has to be sincere or they’ll see right through you. But, if you noted that one really gave attention to the other you might be able to say, ‘You are such a cute couple together.’ And then they’ll go, ‘Wow, they get us!’ And, when you ‘get them’, they want to work with you.”

BUILDER RADIO.COM

Shawna Schuh
Professional Sales Trainer
Gaston, OR
www.shawnaschuh.com

Knowing how to phrase good questions and listen in ways that show genuine appreciation for what others want to communicate is one of the most important attributes you can possess. Too many of us have a need to talk before we listen. I see this over and over while observing sales people role-play. The general public associates sales people as "smooth talkers", "slick talkers" and having the "gift of gab". I cringe when I hear people say such things. Have you ever heard someone describe a sales person as a "very observant and perceptive listener"?

Talking gives us a false sense of control. In reality, sales people who are asking questions and listening to what is being said are the ones who are controlling the subject matter of the conversation. We are much more effective when we listen first and respond afterwards.

When you meet your prospects for the first time, it is normal for most of them to oppose involvement with you. We are conditioned to avoid sales people until we have found what we are looking for on our own. Listen and observe first!

Learn How To Pace Your Prospect

The idea is to build rapport as quickly as possible so you can go beyond general conversation and discover their true needs and motivations. Learn the concept of Pacing.

In January, I started blogging about Hyundai’s “job-loss insurance program.” I thought it was a real tool to get prospects off the fence and commented builders should try it.

Now Jet Blue has rolled out a similar tool. If passengers lose their jobs before the trip, they get a refund of the fare.

Smart! Take the fear out of buying and get more sales.

Builders should do the same. Recently, John Burns’ webinar pointed out that the biggest impediment to buying was fear about employment, the economy, etc. So, we should work to minimize that fear, rather than roll out more of the same old tools.

Toll Bros. recently got very aggressive about an old idea, mortgage buydowns. I compliment them for trying something, but let’s look at the results.

They offered a permanent, 30-year buydown to 3.99%. $20,000 to $25,000 is the per-unit cost of the buydown.

I just have a suspicion that the job-loss “insurance” cost in our business wouldn’t be $25,000 per sale.

Hyundai eliminates some reasons to buy. And, SURPRISE, more people buy Hyundais. Jet Blue, is dealing with smaller prices, but they are risking 100% of their revenue per passenger. If they refund a fare, and are unable to resell the seat, it’s all lost.

Hyundai at least closes the sale and has a performing car loan for a year. If the buyer loses his job, Hyundai takes back the car…and can resell it at SOME price.

Jet Blue doesn’t get the passenger part way to the destination. They either get the seat revenue or not. But they are being creative to remove one more barrier to discretionary travel. Good for them.

IWe COULD have a program like Hyundai that gives buyers some protection if they lose their jobs within a year of closing. It’s not even fear of the value dropping in the short term that is holding people back. They knew of that issue before they visited the sales offices. By their own actions, they are telling us that they have reconciled the possible VALUE EROSION problem.

If our kids were having trouble at a lemonade stand, we would look at the reasons people were not buying, they suggest solving THEIR issue. A bigger sign, or a lower price, or more sugar would not solve warm drinks on a hot day. Ice would!

How about the same thinking about the big kids’ world of housing??!!

Many years ago I saw a great quote from a sales manager at (then) US Home: “People don’t go to the butcher shop just to look at the pork chops.” It has stuck with me since then.

People coming in are on a mission! We need to help them improve their current housing situation. We need to solve their problem. When we do so, we solve ours.

They are worried about losing their jobs. Free granite countertops won’t solve that!

Job loss insurance might. And just having that tool would empower our sales teams with confidence.

If we had more confidence, we could sell more homes.

If we had more tools, we could sell more homes.

HOW IS THAT WORKING FOR US?

Maybe, they should try and help their members solve the buyers’ reluctance. Simply sending more traffic is incomplete at best and ineffective at worst.

I suspect there is one creative national builder who won’t wait for someone else to solve the problems. I suspect that right now, they are thinking about a Kick Butt job protection plan to stimulate home sales.

I bet I know which builder it will be. I bet you do, too!

HARD

I welcome your feedback.

Dave “HARD” Harding is President of HARDintelligence.com a sales and marketing resource for homebuilders, developers and lenders in Canada, the US, and China. He is the NAHB Sales Manager of the Year 2004 and a member of Who’s Who-- the Industry’s Finest. Dave is an instructor on the adjunct faculty at UC Irvine. His work has been published in every single major national housing journal. HARD can be reached at 949. 315. 5890 or in China: 150 1710 8033, (International, add 01186 first). See www.HARD@HARDintelligence.com www.thehardintelligence.blogspot.com, or http://www.linkedin.com/in/hardharding

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