Effective Questioning Skills

By Nancy Friedman

How important is it to ask good questions? It’s very important.

It’s important you use questioning skills to help you completely understand the customer’s situation. Otherwise, you could be responding to what you guess the customer means, which may or may not be correct.

Questioning goes beyond listening. Effective questioning is a real compliment to your skills. It shows that you have the ability to get real needs. It shows you’re looking for meaning that’s deeper than the spoken message.

Effective questioning is a powerful, learned skill. It says to the customer...I’m interested in determining your needs.

Questioning can be put into two divisions: open-ended questions and closed-ended questions.

Open-ended Questions

Open-ended questions are questions without a fixed limit. They encourage continued conversation, and help you get more information. Plus, they often give insight into the other person’s feelings. Open-ended questions draw out more information. When you want the customer to open up, use open-ended questions that start with WHO, WHAT, WHERE, WHY, WHEN and HOW. A few examples are:

• "What are some of the things you look for in a hotel?"
• "How do you feel government could be more responsive to your needs?"
  
• "What are your concerns about this new program?"

Right...it’s the 5 "Ws" – who, what, why, where, and when and sometimes "HOW." Try it. It works!

Closed-ended Questions

Closed-ended questions have a fixed limit. They’re often answered with a yes or no, or with a simple statement of fact. Closed-ended questions are used to direct the conversation. They usually get brief specific information, or are used to confirm facts. Here are some examples.

• "Do you have health insurance?"
• "Do you want the new brochure?"
• "Would you be interested in that?"
  

We use the open-ended questions to get more information, and the closed-ended questions to focus in on one area.

Additionally, there are several other types of questioning techniques. A few are:

Probing Questions

Sometimes you ask an open-ended question to get more information and you only get part of what you need. Now it’s time for a probing question. A probing question is another open-ended question, but it’s a follow-up. It’s narrower. It asks about one area. Here’s an example:

• "What topic areas are you interested in?" would be better than reading off 50 topics to the customer. It’s a PROBING question.
  

A few other examples are:

• "Are you able to tell me more about the form you received?"
• "What did you like best about Paris?"

Probing questions are valuable in getting to the heart of the matter.

The Echo Question

Here’s a good technique for getting more information. You can use this like a probing question. The idea is to use the last part of a phrase the customer said. Slightly raise the tone of your voice at the end of the phrase to convert it to a question. Then pause and use silence – like this:

......................The bill you received?

An echo question repeats part of the phrase that the customer used, with voice inflection, converting it to a question. Some people call it mirroring. Some – reflecting. Others call it parroting. We call it echoing. Whatever you call it, it’s a valuable technique for your use.

Leading Questions

Many things can be good or bad. Take fire for example. Fire warms our home, cooks our food, and does many useful things. Uncontrolled, it can burn down our houses. The reason we use that example is because leading questions can be good or bad. Leading questions, if used improperly, can be manipulative because you’re leading the person to give the answer you want. But when used properly, you’re helping that person. Some examples of proper leading questions are:

• "You understand what I’m saying, don’t you?"
• "You’ll want to know about our same day delivery service, right?"
• "You’ll want to go ahead with this, won’t you?"
  

Leading questions often end with suggestive nudges toward the desired answer. Some ending phrases would be, "Don’t you?" "Shouldn’t you?" "Won’t you?" "Haven’t you?" "Right?"

So, where are leading questions useful? Well, they’re useful in helping someone who’s undecided make the right decision. A decision that will benefit him or her. You use a leading question ethically, when you help someone do the right thing. Some folks call this technique the "TIE DOWN" technique due to the fact that you’re actually trying to tie down the customer’s needs.

Bottom line: Practice using a variety of questioning techniques. It’ll help you help your customers better. And after all, you want to provide the very best customer service, don’t you?

Nancy Friedman is president of Telephone Doctor®, an international customer service training company headquartered in St. Louis, Missouri, specializing in customer service and telephone skills. She is a KEYNOTE speaker at association conferences and corporate gatherings and is the author of four best selling books. Call 314-291-1012 for more information or visit the website at www.telephonedoctor.com.

Published in Networking Today, July 2004.

Avoid Death by PowerPoint: Tips to Temper Technical Trauma

By Karen Susman

You've tried to break the habit, the PowerPoint habit, but the moment you are asked to say a few words, you crave templates and transitions. You couldn't toast the bride and groom without an LCD projector and laser pointer.

Here are some ways to break the ties that bind you to PPD (PowerPoint Dependency).

1. Create your presentation or remarks without any visuals. Well, you can use one visual – yourself.
   
   
2. Add animation, builds, and transitions to the one visual you always have with you (you). Move, gesture big, modulate your voice, and pause.
   
   
3. Paint pictures with your words. Instead of saying that you're building a big building, ask your audience to imagine a building the size of three football fields.
   
   
4. Have a flip chart pad, easel, and fat markers available. If you want to illustrate a point graphically, do it on the spot – this adds spontaneity and authenticity to your remarks. You can connect with an audience instantly by illustrating a point as it emerges. Flip charts are most effective with smaller audiences. If in front of a large audience, write big. Don't speak to the flip chart. Write, then turn to the audience to speak.
   
   
5. Have the audience develop the visuals. For instance, have groups write down ideas or points on a flip chart page. Tape the page on the wall and have a group spokesperson explain the group's contribution. Or, have groups design a logo or illustration that describes the group's goals. Ask individuals to draw a picture that has to do with your subject. For instance, "Draw yourself when you're in a stressful situation. Explain your drawing to a partner."
   
   
6. Follow these rules for using any electronic visual.
   Start and end without visuals.
   Don't let visuals detract from your making a dynamic first and last impression.
   Have the lights in the room as bright as possible. Check out the lights beforehand to make sure your visuals are visible.
   Use more pictures and fewer words.
   Use objects, models, and props.
   Have a headline on each visual.
   Make sure each visual expresses just one thought or point.
   Use simple language, and short words. Dump jargon.
   Guarantee that you are visible at all times.
   Visuals should aid your presentation.
   

Yet, often visuals are an irritant. When you feel confident speaking without visuals, sprinkle in a few to spice things up. If the urge to go on a PowerPoint binge threatens to overtake you, call me immediately at 1-888-678-8818. I've been down that road and I can help you stay on the wagon.

Karen Susman speaks internationally and coaches individuals and groups on power presentation skills. Her special report, 53 Ways To Involve Your Audience, is available at www.karensusman.com/products/htm for just $7. For a free tip sheet on Eleven Ways To Keep Your Audience Interested, e-mail Karen at karen@karensusman.com.

Published in Networking Today, July, 2004.

Calcium: How Much is Enough?

By Cindy Knight

Minerals are so called because they are found in the earth.

Of all the minerals in the body, calcium is the most abundant. The skeleton of the body depends on it. Osteoporosis, once thought to be inevitable is not. Evidence is accumulating that indicates osteoporosis is more frequent in people who have a low calcium intake.

How much calcium do you need, and where do you get it?

A quarter litre of milk contains approximately 300 mg of calcium. But did you know that some leafy green vegetables are also rich in calcium?

A cup of mustard greens (cooked) contains approximately 310 mg – more than in an equal amount of milk. Broccoli contains approximately 200 mg of calcium in a one cup serving. The richest non-dairy source is “lambs quarters” (once considered a weed in Europe and America). 1 cup of its leaves supplies 400 mg of calcium – more than is required by some people in a day. In India this weed is considered a crop and is one of the most popular vegetables eaten. Sesame seeds are often said to be rich in calcium, and a cup contains 1,000 mg, but how often do you eat a full cup of sesame seeds?

People ask: How much calcium do I need?

It is impossible to establish a calcium intake suitable for every one; some average requirements have been set which reflect trends for each age group.

• Adult men and women are estimated to need only 800 mg /day:
• Boys and girls between as eleven and eighteen need 1,200 mg/day.
• Infants require 360 to 400 mg/day
• Pregnant and lactating mothers require 1,200 mg/day.
  

The strange thing about calcium is that even though individuals consume the published RDA (required daily allowance) they may not absorb it.

One way of increasing calcium absorption is to have a glass of fruit juice after meals, particularly apple juice. Another way is to take Calcium Citrate, which has the highest rate of absorption. Unlike most vitamins and minerals, Calcium Citrate can be taken alone. This is not the case for Calcium Carbonate (which is not absorbed as well).

Actually, a number of factors have an affect on absorption and utilization of calcium The amount of protein that is taken in the diet is a factor. Too little protein will result in reduced calcium absorption, and too much will depress calcium retention.

Though 98% of the body’s calcium is in the bones, 1% is in the teeth, and the other 1% is in the rest of the tissues, including the muscles. If the muscles don’t have enough calcium you can get what is called a “muscle cramp.” One of the most common causes of cramping pains is a calcium deficiency. Calcium has also been helpful for people who are troubled by anxiety. Taking Calcium Citrate in the evening can relax the entire body and help you to sleep.

Normally your body regulates the amount of calcium you absorb, so that if you take more than you need, you will excrete the extra calcium. In a few people, this regulation process doesn’t work well and those people are susceptible to kidney stones. But Citrate makes calcium so soluble that when you are also getting the required amount of magnesium in your diet, it will not precipitate kidney stone formation, even if you are prone to them.

The calcium/magnesium connection

Calcium and Magnesium are often found together in the same capsule, even though you can get two thirds or more of the RDA for magnesium from seeds, grains, beans, and green vegetables. However, most North American diets do not routinely contain these necessary sources of magnesium.

Magnesium is important as a balance to your calcium intake. It is stored in your bones and it helps them to retain their calcium. If you are deficient in magnesium, you will lose more of the calcium you take in. This means that your magnesium to calcium ratio should be one part magnesium for every two parts calcium. If you take 1,000 mg of calcium each day, or get that much in your food, you should be getting 500 mg of magnesium.

Dr. Leo Gallad, in his book, “Super Immunity for Kids,” points out that it’s better to take a magnesium citrate supplement at lunch with food if you are not eating foods rich in magnesium, and the best time to take the calcium citrate is just before bedtime. He reasons that with the calcium/magnesium combination, like with other multimineral and multivitamin combinations, one mineral can block the absorption and utilization of another. Also, your blood calcium levels tend to fall over night, so you help your bones more by taking calcium just before sleep.

Cindy Knight, RHN, CR. is a Registered Holistic Nutritionist, Certified Hand & Foot Reflexologist, Reiki Practitioner, Colour Therapist, and Mannatech Glyconutritional Supplement Distributor. Her company, Feel Better Therapies, provides a relaxing environment where every client can prolong their feeling of well-being. Cindy can be contacted at (519) 319-0096 or by email at cmknight@feelbettertherapies.com.

Published in Networking Today, July 2004.

Managing Employees: A Guide to Getting Things Done

By Leif H. Smith

Today’s managers are tomorrow’s leaders. Their job, no matter the industry, is to make certain that things get done. However, seldom do you find managers that are effective at doing so. What results for the company that hires ineffective managers is lost productivity, confusion, and general employee ineptitude.

The following are tips for managers of any level, and in any industry. Follow them and your work productivity will increase by at least twenty-five to fifty percent.

1. Know your employee “types”

In order to become a more effective manager of your employees you must first understand that your employees are a varied and diverse group. They need to be managed as such. Failing to understand this basic principle will result in one thing: your demotion. Therefore, you must first understand the types of employees you are working with. Some generalized personality descriptions include:

A. The General: loves to be in charge, to feel important, to be in the middle of things. Plans to move up within the company.

B. The Mouse: quiet, behind the scenes, appeasing with others. Avoids conflicts, goes along with everyone else’s opinion. Seeks to keep a low profile above all else.

C. The Cheerleader: full of energy, extroverted, is a walking banner-display for company values.

D. The Rebel: loves to be contrary. Points out others’ flaws, values own opinion above all else (without regard for competence). Bristles or pauses when given directives.

E. The Transient: Moves from job to job, career to career, without much planning. Does only what is expected of him or her. Invests little of self in company values and activities.

2. Focus on situations to teach

As an effective manager, you must learn to find “moments” or situations that are crucial to teaching and influencing your fellow employees. Behavioral principles teach us that learning occurs most quickly when reinforcements or punishments are applied as close to the intended behavior’s occurrence as possible. As a manager, it is important that you understand that your ability to influence others will be tied to your ability to use work situations as teaching tools. Maximizing use of these situations will allow you to effectively induce change, on a greater scale, and much more quickly. How do you do this?

A. Find moments when your employees are being successful, and let them know you noticed. Praise them in the presence of others.

B. Notice when your employees are uncertain, confused, less-than-confident, and jump in and assist them. Model what you expect from them in those situations.

C. Immediately address behaviors that are contrary to company policies or productivity, such as rudeness to customers, bad manners, improper dress, etc. Be firm, and stern, address the individual privately, letting him know that he needs to remedy the situation immediately.

3. Macro-manage

The more you micro-manage, the more your workers will resent you. Really. Those managers that feel they have to have their hands in everything are as bad for a company as having a customer service representative that is rude and unhelpful. Why? Because the more you micro-manage, the more you are sending the message that you don’t believe that your employees can get the job done. It’s similar to a baseball manager having a pitcher warm up in the bullpen while the closer trots out to the mount to finish off a close game. Keep your hands out of unnecessary tasks and situations, and allow your employees to do their jobs.

4. Be creative

Effective managers are good at dealing with unforeseen events and situations. They do this by staying flexible in their approach to dealing with others, and by keeping an open mind. Some general ways to be more creative in your problem-solving skills might include:

A. When dealing with a General, seek to allow him to take center stage whenever appropriate with tasks. By doing so, you will be meeting his need to feel important and worthwhile, while simultaneously improving the odds that the task will get done.

B. When dealing with a Mouse, seek to build his confidence. Appeal to his need to avoid conflict as a noble trait, and reinforce individuality and autonomy at every opportunity. Seek to keep him separated from Generals as much as possible.

C. To best deal with a Cheerleader, never douse his passion. Put him in situations where his energy and people-skills will be most effective (dealing with customers and customer complaints). Praise him early and often. Hire two Cheerleaders for every Mouse on your staff.

D. The best way to deal with a Rebel is to not engage in battles with him, for that is what he is seeking. Instead, fail to reinforce his rebel behaviors (voicing displeasure, complaining, etc) by making an example of him in front of others. This will only reinforce his role. Behaviors that are not reinforced eventually extinguish due to lack of utility.

E. To deal effectively with Transients, minimize their role in important company roles and tasks. Transients are here-today, gone-tomorrow types, so you must be certain to appeal to their self-interest if you expect them to invest any amount of energy in improving the corporation’s bottom line.

The bottom line with regards to being creative is this: If you focus on improving productivity and worry less about how that will happen, you will become a better manager. Stay flexible.

5. Be human

The most important and oft-overlooked principle in becoming a better manager is to be human. Show your employees that you have a soft side, that you enjoy good jokes, that you make occasional mistakes, etc. The more you do this, the more your employees will feel they can relate to you. The more they can relate to you, the better your chances that you will be able to influence them in your role as manager.

Leif Smith, Psy.D., President of Personal Best Consulting, LLC, has worked with athletes and coaches from The University of Iowa, The Ohio State University, and the College of Wooster. He specializes in improving performance and production, and has also worked with corporations such as America Online. Subscribe to the free monthly email newsletter, "Personal Bests: Techniques for Living an Extraordinary Life" when visiting his Web site at www.personalbestconsulting.com.

Published in Networking Today, July 2004