Conversations……

Let’s step out of our selling roles for a moment and talk about conversations. Think about the conversations you have within your own organizations. Think about the conversations you have with colleagues and partners.

In reflecting on those conversations, what are the characteristics of the most impactful conversations and meetings?

Think, also, of the meetings that were a massive waste of time. What are the characteristics of those meetings? (Unfortunately, we seem to spend too much time in those.)

Let’s look at the most impactful conversations and meetings.  Whether one on one or group discussions, the best have many of the following characteristics:

• We had a clear objective of what we wanted to accomplish in the meeting.
• Everyone came prepared to accomplish the objective.
• Everyone was “present” and actively engaged in the meeting.
• Everyone listened to each other, understanding differing points of view.
• People participate, expecting to learn and grow as a result of the meeting.
• We took the time to “hear” everyone involved in the meeting. And everyone felt they had the opportunity to be “heard.”
• When there was disagreement or even conflict, we worked to both understand and resolve those disagreements.
• We concluded the meeting aligned with what needed to be done and actions/assignments to achieve those.
• We cared about the success of the group in accomplishing those goals.
• We scheduled a follow-up to checkpoint progress.
• Every one walked out of the meeting thinking it was a great meeting and great use of their time.

Now look at those conversations and meetings that were an absolute waste of your time.

• The objectives and purpose of the meeting was unclear.
• As a result of the lack of clarity on the meeting, people weren’t as prepared as they might have been.
• When the meeting convenes, if objectives are established, they are the objectives of the person calling the meeting, not necessarily the objectives of the participants.
• Perhaps one or two people dominated the discussion, focused on their own points of view and objectives.
• Perhaps the meeting was more of a “lecture,” expressing a single point of view, not encouraging other views.
• Perhaps the meeting was a “command performance.” We had to attend, even though we didn’t want or need to.
• Participants weren’t engaged, or actively participating. Too many spent most of their time focused on their devices.
• There was little active listening or consideration of alternative views.
• When disagreements occurred, they were either ignored or steamrolled by the people dominating the meeting.
• While the meeting may have ended with an action plan, it was based on the demands of the meeting sponsor, not one that everyone agreed upon.
• Too many of those meetings end with no action plan and ownership by the team. Instead the meeting seemed to be a stage for the sponsor to present their points of view and demands.
• However long the meeting went, it was too long. And we know we can never reclaim that time.

We waste too much time and resource with bad meetings within our organizations. But let’s move on to our meetings with our customers.

Reflect, now, on your meetings with your customers. Do they tend to look more like the first or second category?

Too often, they look more like the latter.

Reflect on the language we use in talking about meetings, “We want to pitch them….., We want to talk about our offerings…. We want to overcome objections….. We want to show them how great our products are….. We want to close them…..”

We squander opportunity and waste the time of our customers by not applying the same principles of great meetings in our conversations with them.

Our sales calls and meetings should focus on creating high impact two way, collaborative conversations.

Too often, we focus on ourselves, our goals, and what we need to tell our customers.

Afterword:  If you want my “cheat sheet” on collaborative conversations, just ping me.