Why do so many meetings with prospects fizzle out and go nowhere? Is it just the way it is, so we should just accept it? Or, is it possible that our “this is what went wrong” explanations are merely excuses for failing to turn prospects into customers?

As sure as Friday is pizza night, salespeople are drawn to prospects like kids to puddles of water. No argument. But what about the other way around? How much thought do salespeople give as to whether or not prospects are drawn to them? Is it possible that the drive to make the sale blinds them to the possibility that prospects may reject them?

The key to getting prospects to buy what you’re selling starts with getting them to buy you. It requires cracking the prospect code and below is how to go about it.

Abandon the urge to impress

Sure, you want prospects to like you, but efforts to impress them can make the wrong impression. It sends the message you are overly impressed with yourself. In other words, you come across as being less interested in understanding their situation and more interested in selling yourself.

All this happens when salespeople use confusing terminology, dominate the conversation, speak too fast, and make prospects feel inadequate. It’s the perfect prescription for rejection.

Set the stage for success

Productive sales calls don’t just happen. They are carefully choregraphed to give the salesperson an edge in getting the order. The first step is disarming the customer, neutralizing a prospect’s natural reaction to become defensive, to clam-up, or even to get away.

The task is to figure out and focus on what customers want, what they are looking for, and what satisfies them. Why is this important? They are trying to decide if the salesperson cares or just wants to make a sale. 

Issue a challenge

It may sound odd or strange, but this is what it takes for prospects to clarify their thinking and commitment to making a prudent purchasing decision — and avoid experiencing buyer’s regret.

It’s time to ask what some may consider a risky question. “Are you sure this is what you want to do?” is a necessary question, one that helps prospects clarify their thinking. If the answer is “no” or “I’m not sure,” then it’s time to stop and probe until the concerns and doubts are explored and resolved to the prospects’ satisfaction. This is how trust develops and what it means to be a sales consultant.

Stay with them

No one wants to feel ignored, abandoned, or rejected. Yet, this happens when a salesperson makes an “exit” after deciding prospects aren’t going to buy. When this occurs, prospects react negatively and get even by badmouthing the salesperson and the company.

Even so, it’s easy to avoid. Let them know you appreciate the opportunity to help them, but you also recognize it doesn’t always work out. Do it correctly and there’s a good chance that should they leave they will be back or refer others.

Second guess yourself

It’s tough to recover when you’re put on the defensive while making a sales presentation. Even if you’re fast on your feet, it’s difficult to think clearly, let alone to organize an effective response.

The way to avoid getting caught with the unexpected is to second guess yourself. Lay out possible objections and anticipate possible responses and disagreements that could undermine your proposal. Show their deficiencies and why your position is the best solution.

Focus on why, not what

Salespeople like to talk about what customers get when making a purchase — long lasting, the latest, solid, fashionable, popular, convenient, and so on. But that’s changing. Today, it’s the why that motivates customers.

Here’s are examples of how to make why work for you: 

•  A solar energy company says its installations do more than lower energy costs. They help reduce the carbon footprint.

• A  janitorial services company builds its case for clean facilities: reduces lost time due to illness, increases employee satisfaction, and helps improve productivity.

• British engineer James Dyson, who invented the Dual Cyclone bagless vacuum cleaner, sells a cordless version. In a TV ad, Dyson explains why: “It’s right to do something better.”

Ask the right questions

Salespeople don’t set out to alienate prospects. Yet, it’s easy to “trip” during the “sales dance.” To avoid making a misstep that can turn prospects off, it helps to have them talk about what customer satisfaction means to them and what they expect from a salesperson. Besides providing helpful information, it lets prospects know you want them to become satisfied customers.

It can also help to ask what’s bothersome about salespeople. Urge them to be candid. The more a salesperson knows, the better.

Don’t leave feedback to chance

“We need your feedback” or the various versions of these overworked words are tacked on countless marketing messages. Some call it the electronic “complaint box.” But feedback is too valuable to be left to chance.

Nothing is more important than making sure you and your prospects are on the same page, and that there’s no misunderstanding. This is why it’s helpful to think of presentations as an opportunity to ask prospects, “Is something not clear? Am I missing something that’s important to you?”

Rise to the occasion

It’s inevitable to get bored with what we do every day, including those who say they love their work. Even salespeople, who take pride in being “always up” get bored. But that’s the challenge. The test is our ability to push aside the “dark stuff” and meet the expectations of others.

If there is one quality prospects (and customers) look for in a salesperson, it’s vigor —an alive feeling. It’s catching and it moves prospects to action. It should be as much a part of a successful sales presentation as the words said. 

What it takes to turn more prospects into customers is cracking the prospect code. Get them to buy you before trying to get them to buy what you’re selling.    

John Graham of GrahamComm is a marketing and sales strategy consultant and business writer. He is the creator of “Magnet Marketing,” and publishes a monthly eBulletin, “No Nonsense Marketing & Sales Ideas.” Contact him at jgraham@grahamcomm.com or visit johnrgraham.com

Attracting and retaining top talent for the manufacturing industry is more challenging than ever. Employment is up, the U.S. unemployment rate is near historic lows, and Baby Boomers are reaching retirement age and exiting the workforce. 

The global supply of high-skill workers is not keeping up with demand, and, according to the McKinsey Global Institute, there may be a potential shortage of more than 40 million high-skill workers by 2020. HR departments have shifted focus from salaried employees to filling hourly positions, which increasingly require problem-solving skills and technical expertise. 

Unfortunately, the manufacturing industry is suffering from a perception problem; eligible recruits fear layoffs, associate the industry with a “lower status stigma,” and foresee superior career growth in other occupations. To mitigate these issues, companies must be creative in their appeals to the next generation of manufacturing professionals. Here are some methods to help improve recruiting and retention.

Differentiate

During recruitment, reinforce the fact that manufacturing jobs often pay better than other unskilled or semi-skilled labor positions. According to IndustryWeek, fast-food workers stand to make $10 to $15 an hour, while a new manufacturing employee could make $15 to $25 per hour. Even if the position isn’t something the workers want long-term, a role at the entry-level will expose them to other areas of the business. If candidates commit to further training within the company, they have a chance to make even more. Make sure to express the potential growth opportunities in the interview process and reinforce the value of the hourly employee. 

Another area for differentiation is workplace culture. Articulate the improved safety standards, collaborative environment and use of state-of-the-art technology in job descriptions. Also, reinforce that your company will provide ongoing education, including access to more in-depth training. 

Partner with local schools 

Some companies are beginning to conduct focused outreach at local high schools, community colleges, and technical schools. By working with in-school counselors, manufacturers can identify students with the skill set and desire to learn more about technical pursuits. Presenting at job fairs or a “career day” can also help dispel myths regarding the nature of the work and build rapport with a younger audience. Another route is to offer sponsorships, internships, and/or apprenticeships. Programs such as these provide hands-on experience without the full commitment of employment. Candidates will have a better idea of on-the-job responsibilities, and employers can vet aptitude accordingly. 

Reevaluate benefits 

By 2020, millennials are expected to comprise about half of the global workforce, so they will have significant influence in the work experience. According to Ernst & Young, millennials are the generation most likely to change jobs, give up promotions, or take a pay cut to have flexibility in their work. In order to attract this talent, manufacturers should reconsider paid-leave and scheduling policy. 

For example, Globe Manufacturing of Pittsfield, New Hampshire allows its first-shift employees to choose from start times between 6 a.m. and 8 a.m. Although about 80 percent still choose to begin the day at 6 a.m., they report satisfaction with the freedom of choice. Other companies are offering “shift-switching” options; if you have to attend your child’s piano recital, for example, you have the option to swap shifts with another employee. Lastly, consider implementing flexible vacation. Rather than offering the entire company the same weeks off, allow employees to choose their leave. 

Update your sourcing technology 

Consider pairing with a partner firm that can provide modernized recruitment technology and expertise for your company. For example, many workers in the U.S. speak English as a second language. Some recruitment technologies offer multilingual career sites to ensure all information about the company and its jobs is understood correctly. A good partner will also help you consolidate your records and process; moving application materials to an online portal will help you keep track of strong candidates, easily search for records, and even open new doors to improve the company’s profit by facilitating the collection of data supporting work opportunity tax credits (WOTC). 

Lastly, a technology partner will help you craft a social-media strategy. More than 3 billion people around the world use social media each month, with nine in 10 of the users accessing preferred platforms via mobile devices. Work with experts to create mobile-friendly messaging as well as target your audience on social media in a low-cost manner. 

Recruiting the next generation of manufacturing workers won’t be an easy feat. But with a renewed approach to HR and talent management, the industry can find its future leaders.           

Michael W. Brunner is Central New York market president and senior relationship manager of global commercial banking at Bank of America.