2. • On a scale of 1-10 how good is your
questioning & objection handling
ability?
• Why did you choose your spot?
• What would you like to improve?
FOCUSING
5. •PART 1 ADVICE:
•What is your client consultation scenario? What makes it
hard? What advice do you have?
•PART 2 SIMULATION:
•What type of questions did you ask?
•What kind/type of questions did we ask? What were the
purposes behind the questions?
•What type of objections did they have? How did we deal with
them?
•What makes it hard to ask powerful questions?
CHALLENGE
7. •Builds rapport
•Find out what matters to them
•Priorities
•Issues
•Concerns
•Promote & expand thinking.
•Motivate action/Change the status quo.
• Intimidate/Attack
WHAT QUESTIONS CAN ACCOMPLISH?
8. •We rush: satisficing vs. really solving
•We have a culture of do and tell
•We give up power and take risks with real questions
•90% of all questions asked are low level questions.
NOW WHAT: WHAT MAKES IT SO HARD?
9. HOW CAN WE ASK
GOOD QUESTIONS:
MINDSET & TOOLKIT
16. Go Big and Broad
• What are your concerns?
• What is your perspective?
• What if we.....
• How did you uncover the problem?
• How did you determine your approach?
• Why is this problem happening?
17. What do you like about your job?
What three words best describe your personality?
What is the best vacation spot?
What is the best movie ever?
20. •Asking multiple questions at a time
•Talking immediately after asking a question/Interrupting
•Leading/Judgmental questions
•Closed interrogation questions/Offering options
•Right question/Wrong time
•Right question/Wrong tone
HOW NOT TO ASK:
DESTRUCTIVE QUESTIONING
21. “Most people do not listen with the intent to
understand; they listen with the intent to
reply.”
—Stephen Covey
HOW DO YOU LISTEN?
24. • Helps speaker:
• Feel heard
• Let go of or re-examine an issue
• Helps you:
• Check your assumptions
• Keep conversation on track
24
Confirm & Clarify
27. Funnel down: clarify, extend, evaluate
Chunk down by asking questions such as:
How did you that?
Why did that happen?
What happened about...?
What, specifically,...
Tell me more about...
28. Funnel up
Chunk up by asking questions such as:
What does this mean?
Let's look at the bigger picture...
How does that relate to...?
What are we trying to achieve here?
Who is this for?
What are the consequences of these actions?
29. Assertively listen: Confirm with “You” Statements
• Begin with:
• “Let me see if I understand what you’re saying.”
• “If I hear you correctly, you think…”
• Paraphrase or summarize comments
• Recap several points
• Confirm a key point
• Acknowledge differences of opinion
• Draw conclusion or empathize
29
30. Use “We” Statements to Find Common Ground
• “I think what we are saying is…”
• “It sounds like what we both want is…”
• “What have we agreed to do today?”
30
32. INDIRECT QUESTIONS
Most common phrases
Do you know … ?
Can/Could you tell me … ?
Can I ask . . .?
May I ask you . . .?
Do you happen to know ...?
I wonder / was wondering if you could tell me…
I wonder if you would mind telling me. . .
Would you mind telling me . . .?
I’d be interested to know …
34. Scope of Powerful Q’s
Different levels of asking the same question:
• How satisfied are you with your job?
• How would you personally define a satisfying job?
• How may one define job satisfaction?
• How may one possibly define happiness?
(balance insight, scope and relevance)
35. Assumptions of Powerful Q’s
Different assumptions behind the same question:
• What can you do to improve your job satisfaction?
• What can the company do to improve the job satisfaction of
its employees?
• How would new KPIs affect your job satisfaction?
• How may job satisfaction impact life quality?
(implicit / explicit)
36. Construct Powerful Q’s
Different ways of asking the same question:
• Are you satisfied with your job?
• When have you been most satisfied with your job?
• What do you find most satisfying about your job?
• How may one define job satisfaction?
• Why might it be that your job has its ups and downs?
(more reflective, engaging and deeper conversations)
37. Weiderhold’s Question Matrix
Event Situation Choice Person Reason Means
Present
What is? Where /
When is?
Which is? Who is? Why is? How is?
Past What did?
Where /
When did?
Which did Who did? Why did? How did?
Possibility What can?
Where /
When can?
Which can? Who can? Why can? How can?
Probability
What
would?
Where /
When would?
Which
would?
Who would? Why would? How would?
Prediction What will?
Where /
When will?
Which will? Who will? Why will? How will?
Imagination
What
might?
Where /
When might?
Which
might?
Who might? Why might? How might?
54. Listen
• Keep an open mind – Be willing to listen to the other person
view point
• Don’t interrupt the prospect
• Do not start thinking of the answer before the prospect has
finished speaking
• Don’t get distracted by the environment
• Listen “ Between the lines”
• Always have a smile on your face when listening (however
don’t over do it)
55. Acknowledge
• The purpose is to communicate to the prospect that you
understand his situation
• Some Examples
–“I understand your point of view”
–“Yes, Many of my prospects have the same query”
–“Thank you for bringing this point up for discussion”
–“That’s an interesting subject that you bought out”
56. Probe
• Your object in probing is to build a clear, complete, mutual
understanding of a customer’s needs, life style and
aspirations
• You probe when you want to elicit information from a
customer
• Whenever you feel you need additional information
• Use Open Ended question to get more information
• Use close ended question to confirm understanding
• Do not use questions that are repetitive, interrogative and
intrusive
57. Answer
• Your answer should be to the point
• Use facts/data/reason to resolve the prospects concern
• Link the answer to the prospects needs and aspirations
• Show the prospect how it would be beneficial
• Do not get in a confrontation with the prospect
58. Confirm
• Find out whether your answer has satisfied the prospect or
is there any other concern
• Some examples
• Does that answer query?
• Do you need any clarifications?
• I hope I have answered your question?
59. 1. Communicate Value/ROI
2. Establish Urgency
3. Demonstrate Credibility (using examples/
success stories)
4. Probe for Pain
5. Set up Next Steps/Develop Champions
How to Push Back Without Being Pushy
