11. 15 Sales Communication Skills That Are Crucial to Sales
Success
1. Pay full attention.
2. Practice active listening.
3. Read body language (and control your own).
4. Master the nuance of voice tones.
5. Be empathetic.
6. Understand what's not being said.
7. Speak in specifics.
8. Be a subject matter expert.
12. 15 Sales Communication Skills That Are Crucial to Sales
Success
8. Be genuinely curious.
9. Don't act like you know everything.
10. Assume good intent.
11. Always be honest.
12. Don't make assumptions.
13. Be persistent, not pestering.
14. Be comfortable with silence.
18. SCORING TABLE
Q 1 Q2 Q3 Q4
Q5 Q6 Q7 Q8
Q9 Q10 Q11 Q12
Q13 Q14 Q15 Q16
Q17 Q18 Q19 Q20
TOTAL TOTAL TOTAL TOTAL
ASSERTIVE PASSIVE PASSIVE
AGGRESIVE
AGGRESIVE
19.
20.
21. LISTEN
• L - Look interested get interested
• I - Involve yourself by responding
• S – Stay on Target
• T - Test your understanding
• E - Evaluate the message
• N – Neutralise your feelings.
22.
23.
24. Translate into your own words
what the speaker has said
when someone is expressing emotions / feelings or
looks emotional ( sad , angry ,upset , excited)convey
your empathy and encourage the speaker to speak.
Synthesizing Reflecting facts
Briefly summarise the content or
factual aspects of, what the speaker
has said.
Blend several ideas of the
speaker into one theme or idea.
Asking relevant Questions
Imaging out loud
Imagine what it must be like to
be in the speakers place
25. To listen more effectively
• Attend Physically – the right body language helps us to focus on the speaker and
encourages the speaker to give us more information.
• Attend mentally – Follow the speakers flow of thought, Listen to understand, not
evaluate, listen first and then assess (SBLR)
• Check it verbally –Paraphrasing, clarify , probe further, summarize your
understanding ( FEEDBACK)
32. CASE SCENARIOS
Scenario 1
• Raj was with a Client’s Vice President to make a presentation, on Zoom. The Client had given all the
inputs in his earlier meetings for Raj’s company to propose a solution. The presentation was off to a
lively start and the VP was smiling, listening carefully to Raj. Five minutes into the presentation,
however, Raj could sense that the VP’s attention had wandered. His camera was switched-off, and
his audio was muted. A chat window message said "Carry on, Raj. We are two people
listening". When the VP unmuted after 5 minutes, Raj heard many more voices in the room. Raj was
puzzled. Was the VP no longer interested? Or was something wrong with his presentation? If indeed,
there was something amiss, how could he find out?
If you were in Raj’s shoes what would you do?
33.
34. Scenario 2
• A heated debate is on between Salespeople at a month end virtual meeting . A sales veteran
has taken a position that to ‘really’ communicate with a customer, a face-to-face meeting is
a must. To him, the recent shift to selling on phone is not as effective, as it amounts to a
short cut, or at best a stop gap until things look up again. The view is contested by the
younger salespeople. They contend that in today’s virus conscious, time starved world, even
Customers prefer to do business over phone and digital channels. Sales should therefore
accept and leverage this new reality. Other veterans in the party don’t agree. They maintain
that selling through virtual media cannot be as effective as selling face to face in
person. Opinions are polarized on both sides. Which side are you on and why?
35.
36. Scenario 3
• Sakshi is a senior sales engineer with a hi-tech engineering firm. Ravi has joined the company as trainee and
has been assigned to work with Sakshi to pick up the basics. They have been working on an enquiry of a high-
profile Customer. Their first client virtual meeting has been scheduled where they would make a presentation
to the senior management of the company. Sakshi briefed Ravi on the presentation outline and asked him to
come up with the slides.
When Ravi returned with the slides, Sakshi was impressed. Complimenting Ravi on his good work, Sakshi said
she just had one concern – excessive jargon in the slides. Ravi believed the use of jargon would impress the
Customer. “It will let the Customer know that we speak his language and understand his business. Surely, that
should get us the business,” said Ravi. Do you agree with Ravi?
39. Losing Sales - Inattentive listeners
• Interrupting
• Jumping to conclusion
• Finishing others sentences for them.
• Frequently (and often abruptly) changing the subjects
• Inattentive body language.
• Not responding to what others have said.
• Failing to ask questions and give feedback.
40.
41. Gather good information with your EARs
• E - explore by asking question.
• A - affirm to show your listening.
• R - reflect your understanding
• S - Silence . Listen some more.
43. Active Listening
• Giving undivided attention to a speaker and a genuine effort to
understand the speakers point of view.
• This involves giving them your full attention and the use of verbal
encourages such as – yes , mmm, aha .
• It also includes Non verbal Acknowledgements such as nodding ,
smiling and body language.
44. Benefits of active listening
• It avoids misunderstandings as people have to confirm that they
have really understood what the other person has said.
• It tends to let people open up and express more clearly .
45. Manage your Body language
• Sit or stand at right angles and on the same level and respect peoples
personal space zone.
• Use open gesture and body language .
• Centre your attention exclusively on the other person.
• Lean slightly forward to show interest ,a bit further forward, to apply
pressure, slightly back to reduce pressure.
• Maintain appropriate eye contact while listening to encourage the speaker,
increase eye contact to apply pressure, reduce it to lower pressure
46. When receiving /Listening feedback
• Listen / Don’t resist.
• Keep calm and keep breathing
• Let your body language show you are receptive.
• Ask questions to make sure you have understood.
• Don’t be overly sensitive, self protective , cavalier.
• Does the person offering feedback know what they are talking about.
• What other information do you have that supports the feedback?
• If you’re tempted to ignore it , do you have evidence that contradicts the feedback?
EVALUATE
47. When listening / receiving criticism
• Make sure your self image stays positive.
• Mentally examine your critics intention so you will know how best to deal
with the information.
• Filter the criticism : Strain out emotions and find the facts .Then you can
respond to the information.
• Ask Question to understand what the speaker is trying to tell you.
• Don’t make excuse . Listen to understand.
• Focus on the future : what can you do to improve? There is always scope of
improvement.
48. ACITIVTY
• A - SPEAKER
• B - LISTNER
• B – Share something you are really passionate about with A.
• A - Do everything possible to ignore B.
51. Addressing Resistance in the Beginning of a Sales Call
Scenario 4
• Prospect: I don’t really need help with X.
• Salesperson: So, you’re feeling okay with X and aren’t looking for any help with it. Can you say more about
that?
• Prospect: Well ... I don’t have a lot of time.
• Salesperson: Seems like I caught you in the middle of something and your time is short.
• Prospect: Yeah, but I guess I have a few minutes.
• Salesperson: Okay. I often hear one of a few things in situations like yours: A, B, and sometimes C. If any
of those are relevant, I have some ideas I could share with you that you might find valuable. Maybe we
could talk for a few minutes now and schedule another meeting when you have more time?
52. Addressing Resistance in the Beginning of a Sales Call
Scenario 4
• Use Active listening early in the sales process to
communicate to prospects that we are there to really
listen and help them. This clears the way to begin asking
questions and positioning value.
53. Identifying Compelling Reasons for Change
Scenario 5
• Prospect: I’m very frustrated that we didn’t achieve our goal of A this year. I thought about it all last month.
This really set us back. Worse, I’m just stuck on what to do next year.
• Salesperson: Hmmm. I see. I can see how that would be frustrating. Prospect. Yeah.
• Salesperson: So, it sounds like it’s really important to you that you achieve goal A this year. It really set you
back when you didn’t achieve it this year and you’re at a loss on what to do differently next year. Did I get
that right? Prospect: Yes. Exactly right.
• Salesperson: Well, what are you considering doing next year? Prospect: Well, we’ve consider implementing
plan B. But, I’m just not sure it’ll work given we don’t know how to execute plan B yet. We just don’t have
the right skills within our team.
• Salesperson: Have you considered getting some advice from someone who has implemented plan B at other
companies like yours?
• Prospect: That seems like it’d be a good idea.
54. Identifying Compelling Reasons for Change
Scenario 5
• Prospect: I’m very frustrated that we didn’t achieve our goal of A this year. I thought about it all last month.
This really set us back. Worse, I’m just stuck on what to do next year. Step 1 Listen
• Salesperson: Hmmm. I see. I can see how that would be frustrating. [Step 2: feedback] Prospect. Yeah.
• Salesperson: So, it sounds like it’s really important to you that you achieve goal A this year. It really set you
back when you didn’t achieve it this year and you’re at a loss on what to do differently next year. Did I get
that right? Step 3 Confirm understanding Prospect: Yes. Exactly right.
• Salesperson: Well, what are you considering doing next year? Step4 – Ask relevant question Prospect: Well,
we’ve consider implementing plan B. But, I’m just not sure it’ll work given we don’t know how to execute
plan B yet. We just don’t have the right skills within our team.
• Salesperson: Have you considered getting some advice from someone who has implemented plan B at other
companies like yours?
• Prospect: That seems like it’d be a good idea.
55. 4 steps of sales Listening
• Listen
• Feedback
• Confirm understanding.
• Ask relevant follow up question.
56. Recapping an Exploratory Call
Scenario 6
• Salesperson: We’re coming up on time. We can schedule more time if it makes sense. But, at this point, I
suggest we review what we’ve discussed today. Prospect: That’d be great.
• Salesperson: As I understand it, your current goal is A. In order to achieve your goal, you implemented plan
B -- a plan that didn’t work this year despite your best efforts. You anticipate that challenge C may, once
again, get in the way of implementing plan B and achieving goal A within timeline D and budget E.
Prospect: That’s exactly right. Impressive recap, actually.
• Salesperson: We also discussed how plan F -- a component of our solution -- might be able to help you
overcome challenge C. Prospect: Well ... I’m not sure I completely understand plan F.
• Salesperson: Okay. We went through some of the aspects of plan F, but I agree that we haven’t fully covered
it. In our next call, would you like to go into more depth on plan F, really sketch it out, and make sure that
we’re in full agreement that it’ll help you achieve goal A? Prospect: That sounds great. Thank you for your
help so far.
• Salesperson: You’re welcome. When would you like to schedule our next call?
57. Recapping an Exploratory Call
Scenario 6
•Empathize, confirm your understanding and
probe further
58. Addressing Objections
Scenario 6
• Prospect: I’m really concerned about plan F. I worry it won’t work well for our team.
• Salesperson: Got it. We certainly don’t want to get you started if you’re not clear on how you’re going to be
successful with the plan. Are there specific things about plan F that you don’t think will work?
• Prospect: Yes. Mostly, I’m just not sure we have the right people to implement G.
• Salesperson: Okay. We talked about Mary potentially doing G, but you’re concerned that won’t work?
• Prospect: Right.
• Salesperson: Is there anyone else on your current team that you think can do G? Or do you think that we
could carve out time for Mary so that she can learn how to do G? Prospect: I think it’s possible to teach
Mary, but is there a way that you could just do G for us in the meantime?
• Salesperson: That’s outside of the scope we defined for our work, but let’s revisit. We’ve certainly done that
for other clients and can jump in until you’ve identified an internal person to handle it for you.
•
•
•
59. Addressing Objections
Scenario 6
• Prospect: I’m really concerned about plan F. I worry it won’t work well for our team.
• Salesperson: Got it. We certainly don’t want to get you started if you’re not clear on how you’re going to be
successful with the plan. Step 2 Feedback Are there specific things about plan F that you don’t think will
work? Step 4 Relevant follow up Questions
• Prospect: Yes. Mostly, I’m just not sure we have the right people to implement G.
• Salesperson: Okay. We talked about Mary potentially doing G, but you’re concerned that won’t work? Step
2 Feedback Prospect: Right.
• Salesperson: Is there anyone else on your current team that you think can do G? Or do you think that we
could carve out time for Mary so that she can learn how to do G? Step 4 Relevant Questions? Prospect: I
think it’s possible to teach Mary, but is there a way that you could just do G for us in the meantime?
• Salesperson: That’s outside of the scope we defined for our work, but let’s revisit. We’ve certainly done that
for other clients and can jump in until you’ve identified an internal person to handle it for you.
•
•
•
61. Active listening – Closing business
The Inoffensive Close
1. Do you believe I understand your issues, your problems, and your
concerns?
2. Do you believe I/we have the expertise to solve your problem effectively?
3. Would you like my/our help?
66. Why is it important for salespeople to be good
listeners and to be good at asking questions?
When a salesperson listens more than they talk, they will be
able to better understand all of the customer's objections.
This make is much easier for them to uncover, address and
overcome those objections.
It helps salespeople overcome initial resistance from customers.
It is easier and faster to reach a mutually beneficial solution
67. Active Listening
• Active Listening in Sales Communication is the critical factor.
Greetings and closings are thereby the major touchpoints that
influence the conversation flow. The following examples are
common mistakes:
• “I know you’re busy.”
• “I appreciate/thank you for your time.”
• “I’ll let you get back to work.”
68. The 80/20 rule of active listening says that in any sales conversation the
sales rep should spend 80% of the time listening and only 20% of the
time talking. In the vast majority of cases, the customer doesn't want to
know what you think, he wants to tell you what he thinks, how he feels
and what he needs.
PARETO PRINCIPLE
69. Active Listening
• Instead of using these sentences, improve your sales listening
skills with the following ones:
• “I’ve been looking forward to our meeting…”
• “Thank you, this was a good meeting…”
• “I’m glad our schedules/calendars could match/connect…”
70. Active listening Helps drive sales?
•Active listening builds trust and strong relationships. ...
•Active listening can help you to resolve conflict. ...
•Active listening prevents you from missing important information. ...
•Active listening enables you to identify or anticipate problems. ...
•Active listening helps you to build more knowledge.
•Active listening avoids miscommunication
•Active listening build a rapport between listener and speaker.
•Active listening helps to reach a mutually beneficial solution
Listening intently to a customer's answers will give you the exact roadmap
to help them solve their problems
71. • Talking Less is More
The following nonverbal cues will enhance how people perceive you.
• Handshakes:
• Eyes:
• Body:
• Shoulders:
• Legs
