Training Tips: Eleven Rules for Effective Training

By Karen Susman

Ralph recently signed up for a training class on leadership. The instructor had numerous degrees. For two hours and fifteen minutes of the two and a half hour session, the instructor gave the history of leadership. He elaborated on diverse leadership styles of different primitive tribes. The instructor even revealed the derivation of the word "leader."

Ralph reports that during the last fifteen minutes of the session, the instructor finally gave some tips on how to be a more effective leader. He apologized for not having time to practice what he preached or to answer questions, but he made his email available. Ralph's evaluation wasn't as glowing as the instructor's résumé.

Like our multi-degreed instructor, you may know your material backwards and forwards, but that's not enough. You must engage your trainees. You must provide practical information that they can use immediately. Here are eleven ways to glow as a trainer.

1. Three for one rule: For each objective or point you want to make, have three different activities or methods planned for getting it across. You may not use them all, but if one approach doesn't work or doesn't work with all trainees, you have back-up and reinforcement ready.
   
   
2. Two times rule: Every activity will take twice as long as you planned. This is especially true for the first time you try an activity. Factor this doubled time into your agenda.
   
   
3. Fun rule: Adults learn better when they are having fun. Give participants permission to play. The degree of fun should match the seriousness of the topic, but there's room for fun in every training.
   
   
4. Priority rule: During your planning, prioritize your activities according to Must Do, Should Do, and Do If You've Got Time.
   
   
5. Modeling rule: Use your own behavior early on to set the stage for positive, interactive, effective training. Exhibit your humor, participation expectations, and respect for diverse people and ideas.
   
   
6. Teaser rule: Build interest by advertising coming attractions. For instance, "After the break, you'll get three cutting edge ideas for being a dynamic leader."
   
   
7. Impact ending rule: Do your summary and evaluation and then end with a culminating activity that nails the goals of your session.
   
   
8. Visualization rule: Have trainees visualize how they will use a skill. Actually lead them through visualization where they see themselves using the skill, encountering obstacles, and finding solutions. Participants can then share their visualizations with each other.
   
   
9. I-don't-want-to-be-here rule: When a group is resisting or hostile, have each person list twenty reasons why he or she shouldn't be at the training. The reasons can be rational and goofy, but they must list twenty. Read the lists aloud. This acknowledges and airs the concerns of participants and lightens the atmosphere.
   
   
10. Commitment rule: Ask each person to pick one or two ideas to implement within the next 24 hours. Early, easy success promotes retention and continued success.
    
    
11. You show me yours rule: Adults want to share their experiences and learn from each other. So give participants plenty of opportunity to solve each other's dilemmas.
    

Your job as a trainer is not to wow your trainees with your expertise. It is to guide them to be more effective and confident in your topic when they walk out of your classroom than when they walked in.

Karen Susman, Speaker/Author/Coach, works with organizations and individuals that want to maximize their performance and quality of life. Check out her free tips and articles at www.karensusman.com. Karen can be reached at 1-888-678-8818 or karen@karensusman.com.

Published in Networking Today, April 2006.

How to Read Your Prospect Like a Book!

By John Boe

Top salespeople and the most successful managers recognize the importance of nonverbal communication in the selling process and have learned to “listen with their eyes.” They understand that one of the easiest and most effective ways to close sales is to be aware of their prospect's "buy signals."

Are you aware that your body language reveals your deepest feelings and hidden thoughts to total strangers?

Body language is a mixture of movement, posture, and tone of voice. It might surprise you to know that research indicates over 70 percent of our communication is done nonverbally. In fact, studies show that nonverbal communication has a much greater impact and reliability than the spoken word. Therefore, if your prospect's words are incongruent with his or her body language gestures, you would be wise to rely on their body language as a more accurate reflection of their true feelings.

Gain the Competitive Edge

Get started on the right foot. Research shows that we decide in the first few moments whether we like someone or not. Yes, we also judge a book by its cover, too. There is absolutely no substitute for a positive first impression. Create a favorable first impression and build rapport quickly by using open body language.

In addition to smiling and making good eye contact, you should show the palms of your hands, keep your arms unfolded, and your legs uncrossed.

Create harmony by “matching and mirroring” your prospect's body language gestures. Matching and mirroring is unconscious mimicry. It's a way of subconsciously telling another that you like them and agree with them.

The next time you are at a social event, notice how many people are subconsciously matching one another. Likewise, when people disagree, they subconsciously mismatch their body language gestures.

You can build trust and rapport by deliberately, but subtly, matching your prospect's body language in the first ten to fifteen minutes of the appointment. For example, if you notice that your prospect has crossed his or her arms, subtly cross your arms to match them. After you believe you have developed trust and rapport, verify it by uncrossing your arms and see if your prospect will match and mirror you as you move into a more open posture.

If you notice your prospect subconsciously matching your body language gestures, congratulations, because this indicates you have developed trust and rapport. Conversely, if you notice your prospect mismatching your body language gestures, you know trust and rapport has not been established and you need to continue matching and mirroring them.

Body Language Basics

Be mindful to evaluate the flow of “gesture clusters” rather than isolated gestures taken out of context. Listed below are some important body language gestures that will help you close more sales in less time.

Body Postures: There are two basic categories; Open/Closed and Forward/Back.

In an open and receptive body posture, arms are unfolded, legs uncrossed and palms are exposed. In a closed body posture, arms are folded, legs are crossed, and the entire body is usually turned away.

• Leaning back and closed = Lack of interest
  
• Leaning back and open = Contemplation and cautious interest
• Leaning forward and closed = Potential aggressive behavior
• Leaning forward and open = Interest and agreement
  

Head Gestures

• Head neutral = Neutral and open attitude
• Tilted back = Superior attitude
• Tilted down = Negative and judgmental attitude
• Tilted to one side = Interest
  

Facial Gestures

• Eye rub = Deceit, “see no evil”
• Eye roll = Dismissive gesture that indicates superiority
• Looking over top of glasses = Scrutiny and a critical attitude
• Nose rub = Dislike of the subject
• Hand or fingers blocking mouth = Deceit, “speak no evil”
• Chin stroking = Making a decision
• Thumb under chin with index finger pointing vertically along the cheek = Negative attitude and critical judgment
  

Are you missing your prospect's buy signals?

As a professional salesperson you must continuously monitor your prospect's body language and adjust your presentation accordingly. By knowing your prospect's body language gestures you will minimize perceived sales pressure and know when it's appropriate to close the sale!

ACTION PLAN

Keep this article handy and read it again just before your next client appointment. Before you begin matching and mirroring the body language gestures of your prospects, practice first by matching and mirroring family members, friends, or associates. During your appointment, make a mental note of your client's three most frequently used gestures. Identify your three most frequently used gestures and work on eliminating any negative or intimidating gestures.

John Boe presents a variety of training and motivational programs for meetings and conventions. John brings over twenty years of experience as an award-winning sales trainer to the platform. His programs are unique, consistently well received, and get results. Visit www.johnboe.com for more information.

Published in Networking Today, April 2006.

Turning Clutter into CA$H: How To Hold a Profitable Garage Sale

By Catherine E. Brown

Clearing your clutter can be a satisfying and liberating experience. Planned and executed well, a garage sale can turn unwanted items into big dollars.

Turn your clutter into CA$H – either for yourself or as a way to raise money and awareness for your favourite charity. Ask like-minded friends and family if they’d like to help or donate their cast-offs. Or invite the neighbourhood to participate to attract more buyers and increase the fun.

The key to a successful garage sale is in the planning. Continually gather items and store them in one location labelled “garage sale.” Then, it’s time to get organized…

One Month Ahead Pick a date (and a rain date). Ask neighbours about a “street sale” to share advertising costs and entice more buyers. Find owner’s manuals for electronics and small appliances for sale (if you can't find the original booklet, search the manufacturer's Web site). Two Weeks Ahead Round up all your garage sale goods in one room close to the garage or front door. Go through your entire house with a critical eye. If you haven’t worn it or used it within a year, consider selling it. Price items using round numbers and use bright stickers or attractive tags, but don’t price too cheaply. Expect buyers to offer less than you’re asking, but you don’t have to give things away if they’re appealing and in good condition. If you want to get rid of stuff fast, price it low and be flexible to offers. When selling antiques or collectibles, research their value on eBay so you can haggle with knowledge. (Antiques and one-of-a-kind prices may be non-negotiable.) Clean and dust merchandise – it will sell for more. Buy, borrow, or rent sturdy folding tables or use a flat door on top of 2 inverted trash cans. If selling clothes, use hangers on a rolling rack or a clothesline strung between 2 trees or ladders – and have a mirror handy. One Week Ahead Place your classified ad in the London Free Press and Pennysaver the day before and day of the sale. Include date, rain date, time, address with closest intersection, and a short description of what’s for sale, especially unusual or big-ticket items. Deliver flyers in your neighbourhood including variety and grocery stores, church bulletin boards, coffee shops, workplace, etc. Laminate flyers and staple them to utility poles on your street. Email friends and relatives. Make large, bright signs to direct drivers at intersections that include your address and directional arrows. Have lots of change on hand; I recommend some fives and 1 roll each of quarters, loonies, and toonies. Keep your cash safe – wear a fanny pack or sturdy canvas apron with deep pockets. Organize items in the order that they should be brought out – largest to smallest, ideally in plastic containers so they’re easy to carry. Group like items together. Ask a friend or neighbour to help out on the big day. Find out when donations are accepted at charity drop-offs or second-hand stores for leftovers. Some charities will pick up clearly marked boxes if you pre-arrange a day and time. The Night Before Have tables, props, and larger items closest to the door to move out first Consider having a cooler full of cans of juice on ice to sell for $1.00 each and a recycling bin nearby. Go to bed early! The Big Day Have breakfast and plan to be outside at dawn – there will be early birds! Post your signs at the ends of the street. Set up all tables, racks, and props. Put out larger and unusual items closest to the street to attract drive-by shoppers. Unpack boxes onto tables. (Have someone watch the goods as crowds arrive while you unpack.) Place small items on the table in front of you, close to eye level. Keep pets inside – not all shoppers are pet-lovers. Keep all back doors and windows locked while you’re occupied out front. Never invite anyone into your home to try something on, test something, or use the bathroom. Be visible, welcome buyers, mingle, and have fun, but don’t get distracted by long conversations with neighbours. After the Sale Load leftovers directly into your car and take them to a charity drop-off or second-hand store, or put them in a box at the curb labelled “free.” You’ll be surprised how fast they disappear! Remove all signs and posters. Checklist for the Big Day signs fanny pack or apron with pockets to hold money change calculator or pen and paper cell phone in case of emergency newspapers for wrapping breakables, shopping bags, boxes for bulk purchases extra price tags and a, red marker to adjust prices toward end of sale paper towels or rags for last minute cleaning or dusting heavy-duty extension cord for checking electronics and appliances lawn chair and water bottle or thermos

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Catherine E. Brown is an Accredited Staging Professional and is the owner of Staged to Move located in London, Ontario. She can be contacted at (519) 868-7171 or email catherine@stagedtomove.ca www.stagedtomove.ca

Published in Networking Today, April 2006.

How to Hire Terrific Employees Part Three:

Part Three:Build Interactive Evaluation into Probation and Training
By Cynthia Wall

Choose the staff who make your business inviting to customers and profitable for you. A three-part article hiring process to help you find employees you can trust.
Read Part One: Adopt a Screening Process That Reveals Applicants’ Qualities & Skills
Part Two: Teach Applicants About Your Business During Screening and Probation

Evaluation Starts on Day One and Continues Throughout Probation Evaluation consists of feedback and the formal hiring interview. Respectful evaluation allows you to measure your candidate’s progress, and also builds the morale and loyalty that turns a good candidate into a terrific long-term employee.

Encourage Mutual Feedback

Feedback is informal and happens frequently. For those on probation, your feedback should give clear direction toward earning a permanent position. How they respond to your feedback offers major clues about whether you want them to work for you. You hope they feel appreciated when good work is noticed and gladly learn how to correct and prevent mistakes.

Watch for ways the prospect is being terrific on every shift. Did she restock shelves without being asked? Let her know you appreciate initiative. Thank her if you overhear her say, “I don’t know, but let me find out for you.” Tell her you are delighted if she asks for advice on ways to correct or prevent errors.

Positive comments help balance the times you notice errors. When addressing a problem, ask to speak to her alone as quickly as possible. Introduce your comment with a neutral phrase, such as “I need you to handle something differently.” For repeated mistakes, ask her to describe exactly how the error occurs and provide training if needed. Have her write down corrective actions on her task list to reinforce the lesson.

To measure progress, initiate conversations during lulls. Invite her to offer her opinion before you comment by asking:

How do you think you are doing so far? Is there anything you would like to be doing more or less of?

Caution Answers:

• “I can’t do everything you want me to.”
• “It’s boring sometimes.”
• “I hate having to clean.”
• Any criticism about customers, unless asked with a question of what to do.
  

Welcome Answers:

• “I’d like to learn about product ordering/merchandise display, etc.”
• “Please tell me what else you want me to do when not waiting on customers.”
  
• “Where do you think I could improve?”
  

Follow-up comments and questions: Move around the work environment with them and discuss the tasks they might eventually take on. Explain the rationale for how you display merchandise. Describe in detail your vision of success. Affirm the importance of the small but key daily tasks that keep the business alive and thriving. Ask: ·

Is there some way we can be more helpful in training you? Do you have any suggestions to improve how we operate?

Caution Answers:

• Unjust or petty complaints about co-workers.
• Indifference or negative tone about the store.
• Not respecting your preferences for the store’s policies or ambience.
  

Welcome Answers:

• Asking for training or specific feedback.
• Requesting a review of tasks or scheduling, anything that shows she is committed to earning the position.
• Ideas that show growing awareness of how the store works – moving displays, suggesting new products or services.
  

Follow-up comments and questions: You might try one of her ideas to boost her investment in the business’s success. If negative about other staff, ask what she needs to feel better about them. Is there a willingness to talk with them, or only complain? If your intuition tells you that he or she is not a team player, be glad you found out while still in probation.

Conduct a Formal Hiring Interview

The hiring interview signals the offer of a permanent position. This is your opportunity to speak privately about mutual job satisfaction and concerns. The prospect gets to express needs and expectations as well. If you are not going to hire the person, you do not need this step.

Arrange an hour of uninterrupted time. Begin by referring to the task list, asking the candidate how well she thinks she has been handling each specific item. One way is to ask her to grade her own performance on each key item, A to F. You then acknowledge the areas of accomplishment, and mutually discuss solutions to problem areas.

You will be relieved to find how honestly, even harshly, most will reflect on their weak areas. Your fears about being too critical fade as you reassure them that they are doing better than they think.

Waiting until they comment on their own progress makes it easier to point to the areas you want them to improve. Suggest training and ask how they would like to receive feedback on progress. This may be a chance to delegate new tasks. Upgrade the permanent job description to match expanded responsibilities.

End the interview with a celebration of her new status as an employee. Describe how she has become an asset to the business, and remind her you want to keep hearing about new ideas and suggestions.

Managers who use this format find they spend most hiring interviews sharing strategies with the new employee to improve morale and customer service.

The Reward of a Good Hiring Process is Mutual Trust

Use these three elements of screening, probation, and evaluation to avoid making a snap decision on a long-term commitment. You establish the importance of the position by making the first interview deliberately formal, and having a defined probationary period for training. Prompt and respectful feedback saves you more time – not to mention sleepless nights – than any other form of employee communication. Each completed phase informs your intuition about whether you have the right person for the job.

From the moment that you invite people to apply to work with you, model how you want them to treat you and your customers – with honesty and respect. By continually orienting them to a bigger picture of your store’s function and future goals, they will incorporate how their role is important in the success of your business.

Most important of all, you can confidently ask for the best from your employees. They will love their jobs and have learned to trust that you will listen to their ideas and concerns with respect.

Cynthia Wall, LCSW, is a therapist, consultant, and the author of The Courage to Trust: a guide to building deep and lasting relationships (Oakland, CA: New Harbinger Publication, 2005). In consultations, she assists a small business translate the successful strategies of larger corporations and supervise employees with compassionate honesty. Contact Cynthia at www.CynthiaWall.com.

Published in Networking Today, April 2006.

19 Conversation Techniques

By Andrew Sobel

"When I go to meet with a man," wrote President Abraham Lincoln, "I spend one-third of my time thinking about what I am going to say, and two-thirds of my time thinking about what he is going to say." Lincoln certainly had a masterful understanding of human character, and an unusual knack for being able to influence others. His quip highlights a major problem with many highly educated professionals: sometimes, we are so full of our own thoughts and ideas that we have trouble listening to and engaging the other person.

The result is that we don't get the most out of our conversations. Here are nineteen conversational techniques that will improve your ability to listen to and understand others:

1. Synthesizing: "So it seems like there are really three issues going on here, which are..." Summarizing, which is what many people do, is boring and tedious to the other person. Synthesizing shows you are listening but goes further and adds value through big-picture thinking.
   
   
2. Active listening: Interjecting "OK, Uh huh, That's right, I see" to communicate that you are paying attention.
   
   
3. Non-verbal listening: Using your body and eyes to show you are completely focused on the other person. Avoid "tells" like looking at your watch, letting your eyes wander around the room, and so on.
   
   
4. Echoing: Repeating the last word spoken. Client: "So as a result, there's very high attrition." You: "Attrition." Client: "Yes, we think it's well above the industry average. In fact, last year we lost 20% of the sales force." You: "20%" Client: "Well, some of it was uncontrollable attrition like retirements, but..."
   
   
5. Disclosure: "I know what you mean – two years ago I also missed a major family event due to a deadline at work…." Sharing your own experiences, in a non-condescending manner, can create a more intimate and meaningful dialogue. If you are interested in the psychology of this, look up the "Johari Window," devised by Ingham and Luft. The idea is that mutual disclosure – not one person talking and the other simply listening – leads to empathy and understanding.
   
   
6. Open-ended questions: "What would it take to get alignment around this issue?" "What have your past experiences been with outside advisors?" There is some research that indicates successful sales executives use more open-ended questions than closed-ended questions in the sales process.
   
   
7. Provocative questions: "Why?" "So what?" "Why are you in this business?" "Why do you think you need outside help?" Last year, I was referred to an expert on newsletter marketing. I called him to explore how I might expand the circulation of Client Loyalty (it's close to 3000 direct subscribers right now, and most of the articles are reprinted in other newsletters, giving them closer to 15,000 or 20,000 readers each month). His first question was, "So Andrew, why do you want more subscribers? Maybe you should have fewer." At first I was irritated, but then I realized that I had not completely thought through what my goals for the newsletter were. His provocative question made me think.
   
   
8. Provocative or "turnaround" answers: Client: "So what can you do for us?" You: "I don't know" Client: "The CEO is challenging our use of consultants" You: "I don't blame him."
   
   
9. Questions about the meaning of words: Client: "This is a very dysfunctional organization." You: "What do you mean by 'dysfunctional'?" Client: "Basically, we want our relationship managers to up their game and stop playing politics." You: "What does 'playing politics' mean in your organization?" Don't assume you understand exactly what your client means when he or she uses certain terms!
   
   
10. Questions about the past: "How and when did this start?"
    
    
11. Questions about the present: "What are you doing now to fix this?"
    
    
12. Questions about the future: "If this project succeeds, what would things look like a year from now?"
    
    
13. Personal questions: "What are your own aspirations in the organization?" "Who have your mentors been?" Don't kid yourself – every client gains some personal value from working with us.
    
    
14. Questions about feelings: "How did you feel about that decision?" Usually, we ask about thoughts – "What do you think?" Asking about feelings can tap into a whole new aspect of the issue.
    
    
15. Use of humor: Appropriate jokes or quips, self-deprecation, "break the ice" humor, and so on.
    
    
16. Not answering: "I don't know your company well enough to answer that. I can tell you what I'll be looking for, however"; "I don't know. Let me get back to you." Saying "I don't know" can build, not erode, trust.
    
    
17. Questions about the question: "Let me make sure I understand your question: Are you asking if it's a good idea or if it's feasible?" Or, "I'm curious about why you're asking me that..." (Note: be careful not to overuse this technique, which can come across as contrived or evasive if used too often or inappropriately.)
    
    
18. Questions about what is missing: "Is there anything I haven't asked about that you think is relevant?
    
    
19. Letting the client answer provocative questions: You don't always have to have the answer! For example: You're presenting to a group of client executives. Someone asks the question, "So you've demonstrated that our costs are 20% over the benchmark. I just don't believe that." You look at the person attentively, let your eyes wander to the other meeting participants, and remain silent for 3-5 seconds. Given the opening (your silence), another executive in the audience may very well jump in: "Oh come on, we've known this for years. That's why our operating margins are so bad." All of a sudden, your clients are having a healthy debate among themselves, and metaphorically you're on the same side of the table. This has happened to me many, many times.
    

Try some of these techniques in your conversations with clients – or with anyone else that matters in your life. They may well help you to have deeper and more interesting discussions.

Andrew Sobel is the leading authority on client relationships and the skills and strategies required to earn enduring client and customer loyalty. He is coauthor of Clients for Life: How Great Professionals Development Breakthrough Relationships (Simon & Schuster). He can be reached at (505) 982-0211 or by e-mail at andrew@andrewsobel.com www.andrewsobel.com Published in Networking Today, April 2006.

IonCleanse for Good Health

By Cindy Knight

When my husband had a heart attack two years ago, he was forced to quit smoking. I was happy that he recovered, and equally happy that he was quitting smoking. But I didn’t expect to wake up every morning around four o’clock coughing. I thought my lungs would gradually release twenty years of built up toxins. It became obvious that this was not going to happen.

While trying to decide how best to detox my lungs a friend dropped by with her new Ion Cleanse Foot Bath, and offered me a session. After just one relaxing session I went an entire week without waking up and coughing in the night. After six sessions, the water that had started out as dark brown and black had turned to orange and my middle of the night coughing spells had stopped completely.

How does it work?

The Ionizer is a safe, effective way to help your body detoxify naturally. Toxins that build in the body are left to be cleaned by the blood, lymphatic system, and vital organs. Those which cannot be cleaned, attach themselves wherever they can. These acidic toxins may build up in the fat cells, joints, muscles, and organs such as the liver and kidneys. The Ionizer helps to eliminate these toxins by allowing them to escape through a unique process.

Similar to a foot bath, the Ionizer uses water as the conductive medium. The conductivity of ions in the water allows for a mild field of energy to flow from an array in the bath through the feet and around the whole body. The field created by the Ionizer gradually attracts toxic ions from the body. These toxic ions migrate toward the feet and through the skin by a process called osmosis, where they enter the water.

Essentially the Ionizer functions as a magnet to help your body detoxify by trapping toxic particles in the water. The process is painless, non-invasive, and requires no pills, supplements, or medications to work effectively.

Studies show that an overall balancing effect occurs along with a feeling of well-being as a result of toxins being released from the body.

Benefits may include:

• Heavy metal removal
• Faster recovery times
• Increased oxygen levels
• Pain relief
• Improved sleep
• Reduced fluid retention
• Headache relief

Who needs to detoxify?

If you eat, drink, and breathe, there is a good chance you need to detoxify. With today’s processed acidic foods, air pollution, water pollution, and stresses it’s hard to comprehend how much toxicity we expose ourselves to on a daily basis.

Toxic, acidic bodies are the ideal environment for viral and bacterial infections, and many diseases thrive. These infections and diseases are unable to thrive in clean, alkaline bodies.

The IonCleanse footbath sessions will support any cleansing modality and reduces discomfort that may be associated with other detoxification methods.

An Ion cleanse typically takes thirty minutes and can be repeated on a weekly basis until you have removed the toxins that contribute to your symptoms.

Maintenance cleansing on a monthly basis will help your body continue to detox itself.

Contraindications:

• Anyone with a pacemaker or other battery-operated or electrical implant
• Those on heartbeat regulating medication
• Organ transplant recipients
• Any person who is taking medication, the absence of which would mentally or physically incapacitate them (psychotic episodes, epileptic seizures, etc.)

• Ladies who are pregnant.

The following recommendations should be considered:

• Many medications require that a blood level be maintained in order to be effective (blood pressure regulating medication). An IonCleanse session should be scheduled prior to taking medications.
• Clients with low blood sugar will need to have eaten before beginning the session.
• While pregnant or lactating women have used the IonCleanse without harm we recommend not bathing these clients.
• As a general rule, you can use the IonCleanse with patients on dialysis, taking insulin, or experiencing congestive heart failure. Gentle detoxification will help the body to eliminate the toxins that the kidney and heart cannot eliminate on their own and will not interfere with medications or deplete insulin levels.
• Clients who have had a metal joint implant may find the exposure to an electromagnetic field uncomfortable.

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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, April 2006.

Wagging the Dog: Plan Ahead for What Happens After the Show

By Susan A. Friedmann, CSP

It might seem a little backward. After all, why would you want to waste time and energy worrying now about things that won’t happen until the show closes? Doesn’t it seem like putting the cart before the horse?

It might seem that way, but the reality is that preparing now for post-show activities is one of the wisest decisions you can make. By clearly delineating your plan for after the show, you’ll be able to streamline your operation, delegate people to the proper duties, ensure all leads are followed up in an effective manner, and maintain valuable business relationships. Key to this is these nine questions:

1. Has a lead taking system been organized for visitor requests? One of the most valuable things attendees share with you is their questions. By asking for specific items, or special features, or novel new applications, attendees are letting you know what they are in the market to buy. However, many lead cards only record the bare minimum contact information. Make sure your team has a place to note visitor requests – and have them use it!
   
   
2. Has a daily debrief session been scheduled? The temptation for many booth staffers is to flee the exhibit hall as soon as the show has closed, catch the shuttle bus, and enjoy the attractions of a new city. However, it is important that your team meet as a whole every evening to discuss the day’s events, enjoy any triumphs, discuss any concerns, and plan for the next day.
   
   
3. Will “Thank You” letters or emails be sent to every registered visitor? In our information overload society, “Thank You” notes have become the rarest of correspondence. Yet they are a quick and easy way to let your attendees know that you appreciate their time and attention – and that you will value their future business! It’s a nice, personal touch. Delegate one or two staff members to this task, and have it done within 48 hours of the show close.
   
   
4. How will show leads be handled? Without a system in place, lead management can be a nightmare. Some will go into the common pool, others will “disappear” into booth staff pockets to be followed up independently and still others just disappear. Designate a location for all leads to be collected, and make your team aware that ALL leads need to go to this common pool. Keeping some back will skew your trade show results downward!
   
   
5. How will sales from the show be tracked? This will differ by company, depending on the types of products or services you sell. However, there needs to be a system by which you can track sales, especially those that are directly attributable to show participation.
   
   
6. What kind of reward or recognition will booth staffers receive? Exhibiting is tremendously hard work, especially at larger shows when your team is “on” for many days in a row. Make sure to give your team a tangible reward. Yes, representing your company is part of their job – but the extra effort and preparation that goes into successful exhibiting deserves a reward. It’s nice to have a “known” treat for your team to work toward, plus a “surprise” to spring.
   
   
7. How will the show be evaluated? You’ll want to know more than “Gee, we were busy every minute!” Business decisions are made with hard numbers, including the number of attendees, number of sales, number of qualified leads, and other factors. Talk with management before the show to find out what kind of information is important to their decision making and evaluation process – and make sure you come back to the office with that information!
   
   
8. Did we manage to stay within the estimated show budget? Budgets are an invaluable trade show tool. Compare what you’ve spent to what you were supposed to spend. Are there areas you saved money – by pre-registering for show services, for example? Did you go over budget in other areas? Unforeseen circumstances sometimes push costs up, but consistently missing your targets may mean either budgets or choices need to be adjusted. Discuss which it is, and make changes as needed before the next show.
   
   
9. What other show opportunities – nationally and internationally – could be explored? One or more of your employees should plan on attending networking events. During this time, it is a good idea to ask about other shows exhibitors have participated in. Were they pleased with the event? Will they exhibit again? Make sure this information is brought back to headquarters, where it will play a vital role as part of the first step in the next round of exhibiting.
   

Susan A. Friedmann,CSP, is The Tradeshow Coach, Lake Placid, NY, author: “Meeting & Event Planning for Dummies,” working with companies to improve their meeting and event success through coaching, consulting and training. For a free copy of “10 Common Mistakes Exhibitors Make”, email: article4@thetradeshowcoach.com; Web site: www.thetradeshowcoach.com

Published in Networking Today, April 2006.