Archive for December, 2006

How to use a timing device

It seems picayunish to consider a timing device. However, for any meeting of an hour’s duration or longer you should use one. Too many participants get carried away with themselves. Sometimes it’s a member of the audience who seems determined to bog things down with unscheduled discussion. A timer takes care of these situations in an impersonal inoffensive way.
“A timing system is as essential as a master of ceremonies/’ vowed a man in Houston. “Use any system you like, as long as you do use one. I know-it improved our meetings considerably.”

There are several methods of “blowing the whistle” on participants.

An electric device can be obtained from companies that rent public address systems. It consists of three small lights-white for all clear, orange for a two minute warning, and red for overtime. This gadget is attached to the rostrum, where it can be seen only by the speaker. It’s a most effective tool for upholding your schedule. “We use one like this,” reported a Baltimore sales manager. “But ours has a buzzer on it. When the red light comes on it starts buzzing. Thereafter, the speaker finds it almost impossible to continue because of the buzzing noise.”

When booking a meeting room at a hotel you often find such a gadget available. Hotels tired of overtime meetings long ago. Thus, many hotels provide a timer as part of the p.a. system. A less ingenious method involves a simple noisemaker, operated by someone seated in the first row. A cricket chirper is often used, although any squeaky toy will do. While amateurish, a noisemaker is none the less effective.

In the absence of a better system, the person responsible for timing stands in the rear of the room. When overtime, he waves his arms like a mad man. It usually works, too. Before long he’s bound to be noticed! “I’ve done this a couple of times,” said a hardware executive. “You feel like a fool when you do it, but you certainly keep the meeting on schedule.” The smaller the meeting, the more effective you’ll find this to be. The greatest objection to it, however, is that most of us get “cold feet” at the last minute. It is somewhat extreme! So the timekeeper is reluctant to go through with it and waits until the proceedings are several minutes behind schedule. Then it’s too late, and his wildest arm-waving cannot turn back the clock. The point is this: hand signals will work if they are used with the same precision as other timing devices.

You can interrupt by stating something like: “So that we won’t get behind schedule, Joe, will you try to finish in the next couple of minutes?” This is distracting to the audience, but it’s better than letting Joe throw you twenty minutes late. Use judgment, however. If Joe appears to be in the final steps, wait a minute or two. He should close on a high note-not on an interruption by the timekeeper. Risk a minute or so if he seems about to conclude. Then if he doesn’t shut up, you can shut him up!

The value of using a timekeeper

Which timing system you choose, is not important. What’s important is that you do select one. By adhering to your schedule you’re maintaining a good “climate.” But will you personally be able to do the timekeeping? When conducting a sales meeting you have six dozen things to handle. Delegate most of them, including the timekeeping. You shouldn’t have to worry about mechanical chores. “If I had to keep time while doing everything else I’d go crazy,” said a fellow in Davenport. “I always get a helper or two from the audience. Why not? Any of our salesmen are glad to help.”
While someone else watches the clock, you can watch “the big picture.” See that all goes well. Make sure none of the events are misleading. Keep your eyes on the objective of the meeting.

How to ensure a good audience

* Put It on a Positive Plane
* Use the Magic of Music
* Get Them Acquainted With Each Other
* Start on Time
* Create Informality
* Make Them Want to Listen
* Stay on Schedule
* Use a Timer

Keywords: Sales, Marketing, Business, Sales Training

Your objective can be better accomplished if the audience knows what you’re trying to do. Let your plans be known. If you’re simply to give a ten-minute pep talk, tell them that at the outset. If it’s an all-day meeting to improve selling practices, then say so.

Give a brief preview. Suggest that they watch for certain highlights to take place. By so doing, you make the audience feel that it’s being taken into your confidence. You remove psychological barriers, and establish a common ground. The result is a warmer atmosphere, as well as greater co-operation from the audience.
Above all, point out the benefits to be received. Give them due incentive. Make them want to be a part of what is to follow.

How to stay on schedule?

Starting on time is a must. Yet it’s no more important than ending on time. By ending on schedule you show consideration for all members of the audience which goes a long way toward creating a good atmosphere at future meetings.

Hoping the agenda will be completed at the proper time is not enough. You must work at it. You’ll happen to end on time when you cause the happening. Further, an apology for a tardy close won’t get you “off the hook.”
Allow a specified number of minutes for everything that will take place. Advise each participant that success of the meeting is dependent on his willingness to stay within the allotted time. Then set time aside for emceeing.

How about comments from the audience? Will they be time consuming? If you have any, they will be. So allow time for any discussion that might take place. Your schedule will be badly shattered if you do not.

Keywords: Sales, Marketing, Business, Sales Training

Meetings should be informal. A feeling of friendship should be established. Because his previous meetings had been too stiff, a Pennsylvania sales manager decided to “let his hair down.” He started his next meeting by terming it a shirt-sleeve session. His first act was to remove his coat and roll up his sleeves. This broke the ice, proving the boss was human after all. A few of the salesmen followed his example, and removed their coats. That meeting proved to be the most beneficial of an entire series, chiefly because good “climate” was established. The salesmen knew from the outset that they could relax and enjoy things. They were more inclined to participate, too.

Here’s another way that an informal atmosphere was created: A division manager of an oil company approached the speakers’ stand and fired several blank cartridges from a pistol. The moment the last was fired someone yelled, “Hey-what are you doing?” The manager replied, “You said we should start this meeting with a bang, so we just did! Now for our program . . .”

How to make money talk

The problem with some audiences is too much informality-even a little “horse play.” In such cases you could precondition the audience. Estimate total payroll costs for the time the meeting will consume. Then add any travel or other expenses. The total will be impressive. To dramatize how much the meeting is costing, show the cash equivalent of the cost. Show it in silver dollars. Dump the silver on a table at the front of the room! Then tell them what it represents.

If people attending the meeting are paid on a commission basis, money can be made to speak even louder. First, evaluate the meeting to be conducted. How much can it be worth to each person who applies what he learns? How much could it increase his commission in, say, the next year?

Kick things off by displaying the corresponding amount in silver dollars. You may need a wheel barrow. This will get attention and interest-but good! It will establish a very favorable atmosphere. “We tried this in Chicago last year,” said a shoe manufacturer. “We figured that the meeting could be worth an extra $2,700 to each man who used the material presented. “Did you ever try to get 2,700 silver dollars? We had to go to nine banks! And it took four people to carry it onto the stage. But the idea worked well for us. The men are still talking about it.”

Keywords: Sales, Marketing, Business, Sales Training

You should make it a point to welcome guests and new salesmen. Put them at ease the moment they enter the room. This is common courtesy. Moreover, it helps create the desired atmosphere. Introduce them to others before the meeting is started. Then, when under way, introduce each newcomer to the group. Do it with a big smile, as if it’s a pleasure.
Would name badges help in producing a feeling of friendliness? Yes, unless all members of the group are already acquainted with each other. Badges also bolster the individual with a feeling of belonging. Give badges a trial when the circumstances warrant it. But be sure to have the names put in large print so they can be easily read. Unless the names can be read from a distance of two or three feet, the entire effort is wasted.

Meetings that start late are as welcome as a blindfold at a burlesque show! It’s frustrating, disappointing, and discouraging to be penalized for promptness. That, in effect, is what happens when a meeting is started late. The people who showed on time are penalized for it. Minutes are stolen from their lives because of poor planning. “Nothing irks me more,” said a salesman, “than to sit there until the late-comers have arrived. It takes the incentive out of a
guy”

Much has been said about starting on time, but little has been said about how to do it Here are specific suggestions:

1.* Schedule the meeting for an unusual time. Try 9:02 instead of 9:00 or 7:29 instead of 7:30.
Chambers of Commerce throughout the country found that people are more punctual if meetings are not scheduled on the hour or half hour. Booking the get-together at an odd time helps point up the exact minute. It makes you, as well as others, more time conscious. However, having made a point of it, be certain to start on time.

2.* Appoint an extroverted sergeant-at-arms. Station him at the door to collect a 25 cent fine from all late-comers at future sessions. Accept no alibis. Make no exceptions-not even top brass! Ultimately, let the group vote on how to use the money collected. “This has worked better for me than anything else/’ said a Grand Rapids executive. “When you’re late you get a little kidding along with the fine!”

3.* Be sure you have a full agenda. Better to have too much than too little. The fellow who’s afraid he will run out of “gas” is in clined to start the meeting late. He’s afraid the program will be completed well ahead of schedule, and that this will make him look bad. So he stalls for time. When he finally does begin, he makes things worse by proceeding slowly. The thought of an early finish makes him afraid to plunge into his agenda. Don’t be afraid you’ll overload the agenda. Just use some judgment in which items to omit if you find that you actually have overloaded it.

4.* Avoid alibis. “They don’t expect me to start on time. Besides they want to visit with each other first.” Ever hear excuses like these? If people don’t expect a meeting to begin at the proper time it’s because prior meetings did not. Poor procedure in the past is no reason for such procedure in the future. As for visiting, anyone desiring to visit simply can do so before the appointed hour instead of after it. Moreover, if visiting is really important it should be included in the agenda. A salesman confided, “Surely-we visit while waiting for the meetings to start. But it’s not out of choice. It’s because we have nothing else to do. We’d much prefer to skip the visiting and get going with the business at hand.”

5.* Complete all plans and arrangements well before meeting time. Do everything there is to do. See everyone there is to see. Many meetings have been started late because the person in charge figures, “I’ll see Mac just before the meeting. There’ll be plenty of time to work out the details then.” Mac may be late. Even if he’s on time, there’s confusion. Others are arriving. Their greetings and questions make final arrangements difficult. Complete everything ahead of time. You’ll be glad you did . . . and so will your audience.

6.* Place an alarm clock on the speakers’ stand. Set the alarm for the time the session should begin. Watch it closely. If the alarm does not sound off at the proper moment, then cause it to ring anyway. Let it ring for several seconds while the salesmen settle down. After shutting it off, start the program immediately. “We tried the alarm clock at our meetings,” said a Richmond sales supervisor. “It worked so well that we now wonder how we ever did without it. Once your audience expects it, they’ll be disappointed if you stop using it.”

Keywords: Sales, Marketing, Business, Sales Training

Negative thoughts tend to close the mind. Because of this, an audience in a negative mood will ignore the material being presented. A Kentucky jeweler said, “We make it a point to keep sales meetings in a positive vein. Discussions of an objectionable nature are thereby prevented. It kills a meeting for someone to complain about whether a product can be sold or whether the price is too high. We’d be better off without such a meeting. We keep it positive from start to finish. This makes a better audience and a better meeting.”

How to put sales meetings on a positive plane?

Where previous meetings always have been lively and interesting, a more positive atmosphere will automatically prevail. If the people were pleased before, they expect they’ll be pleased now. But, regardless of previous meetings, several things can be done to assure a positive atmosphere. In the first place, each meeting should be announced as if it will be a joy to attend-not a drudgery. The sales staff would like to think that a little fun will take place.

One company official went even further by setting up a small booth, similar to a check booth, near the entrance of the meeting room. A sign over the booth stated boldly, “Check Your Negative Thoughts Here.” Persons entering got a laugh from it, and at the same time, however, were gently reminded that the meeting was not a session for airing petty gripes. “It worked pretty well,” he said. ‘The two or three people who normally give a little trouble were quiet as church-mice. Try it.”

How to use the magic of music

Recorded music, played for several minutes before the meeting, helps set the proper mood. Peppy numbers are best. Many firms use military marches, while others play music connected with the theme. If you are staging a large meeting, connect the recorder with the p.a. system. Whether you use a record player or a tape recorder, better equipment will enable you to do this. It has the necessary mechanical features, and the result is better amplification.

Be certain to consider this effective means of setting a healthy mood. The results will far exceed the effort involved. You’ll likely find it helpful in sustaining the mood, too. Try it during intermission and at the conclusion. “We thought it was silly when we first heard about it,” said a Little Rock utility executive. “And it is silly for a small audience. But music works wonders with a larger audience. Try it. You’ll be glad you did.”

Keywords: Sales, Marketing, Business, Sales Training

The first, the one-directional “mike,” accepts sound from one side only. It’s ideal for a permanent installation. This is the “mike” ordinarily used for speakers’ stands. It picks up less noise from the audience since it accepts sound from the opposite side only. Because it’s more sensitive in this one direction, the speaker need not be “glued” to it. He can move around. This freedom is very desirable, too. For words to become natural, their sound waves must travel a foot or more. With a one-directional “mike,” the speaker can stand at least two feet away, which is an ideal distance. “I like to move around when speaking,” said a Cincinnati sales promoter. “This helps me keep attention. Also, it’s almost impossible to use visuals without moving around a little. Therefore, I prefer a one-directional “mike.” Use the one-directional “mike” for regular speaking functions. It offers fewer technical problems. There’s less whistling and squealing, known as feedback.

Advantages in using a two-directional “mike”

The two-directional “mike” accepts sound equally well from front or back and is best for interviews, skits, or demonstrations where two participants face each other with the “mike” placed between them.
In some respects it is inferior to a one-directional “mike.” But it’s superior to the all-directional “mike” in these respects:
1.* Refusing “outside” noises.
2.* Giving the speaker freedom of movement.
3.* Producing fewer technical difficulties.

Minimize use of the all-directional “mike”

The all-directional “mike” accepts sound from any direction. You often see this type of equipment on T.V. When a performer goes into the audience to interview someone, he usually carries an all-directional. This “mike” is the most versatile of all. It can be carried, hung around the neck, placed on a floor stand, or used on a table. Because it’s so versatile, the all-directional is often purchased, as the one “mike” that will serve all the many uses. So you get an all-directional in spite of the fact that it does not serve these many uses in the best possible manner. Who suffers? You do! Leave the all-directional to the “pros.” It’s notorious for feedback and has caused trouble at many sales meetings. The “pro” has a sound control system and sound engineers. You don’t.

Request the “mike” that is best for your purpose, minimizing use of the all-directional.

Last Minute Details to Check

1.* Get to the meeting room early. Then look around.
2.* Check to see if the proper “mike” is installed. Test it.
3.* A light behind the speakers’ stand is tiring. If there’s one there, turn it off.
4.* Put room temperature 5 degrees below normal. The audience will raise it with body heat.
5.* How about water, ash trays, pencils, scratch pads?
6.* Find the engineer. Have him stand by in case the p.a. system gives trouble.
7.* If there’s to be registration at the door, move it outside well away. It will be noisy. And assign someone to see that registration doesn’t result in a bottleneck.

That’s all there is to it. Go on. Have your meeting!

HOW TO MAKE GOOD PHYSICAL ARRANGEMENTS

* Look for the Best Meeting Room Arrange Conventional Meals
* Inspect the Room Yourself
* Decide on the Best Seating Arrangement
* Guard Against Alien Noises
* Anticipate All Physical Needs
* Request the “Mike” That Fits Your Needs
* Check Last Minute Details

Keywords: Sales, Marketing, Business, Sales Training