Consulting to Businesses: Part 2

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Consulting to Businesses
CHECKLIST FOR SUCCESSFUL MEETINGS WITH PROSPECTS, Part 2

by Marion Gindes

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The following article originally appeared as a feature story in the November 2001 issue of The Gindes Bulletin : Clinicians' Guide to Business Consulting. The Gindes Bulletin is a free, monthly email newsletter for clinicians, coaches, and other professionals who want extend their work into the world of business. You may subscribe by contacting Dr. Gindes at mgindes@clinicians2consultants.com

In Part 1 I talked about preparing for a meeting with a potential client or prospect, covering the first two categories on my checklist below. I discussed how to research the company, what information you need, how to identify your goals, and the action steps to accomplish your goals. November's entire newsletter and all previous ones can be read at my website, http://www.Clinicians2Consultants.com/newsletters/archives.htm

CHECKLIST FOR SUCCESSFUL MEETINGS WITH PROSPECTS

I. Research the Company

II. Know Your Goals

III. Confirm All Arrangements

IV. Write a Script Before You go

CONFIRMING ALL ARRANGEMENTS and SCRIPTING

III. CONFIRMING ALL ARRANGEMENTS

A. Know exactly where you are going.

In major metropolitan areas, large companies may have several reception areas. You may come across as careless, less seasoned, inattentive, or lax, if you end up on the wrong floor.

B. Get the name of the person's assistant or secretary, if possible.

It is always a good idea to get the name of the assistant or secretary. Note which title he or she uses. When you call, you can then say, "Hello, Jane, this is Marion Gindes. I would like to speak with Mr. X." . . . or ". . . Is Ms. Y available?" If a substitute for Jane has answered the phone, no harm is done. If Jane has answered the phone, she is going to be pleased and impressed that you remembered her name. You are establishing a personal interaction with Jane, who is an important gatekeeper.

C. Call to confirm the appointment the day before, especially if it was made more than ten days before the actual appointment day.

You are accomplishing several aims with this action. First, you are increasing the probability that your meeting will occur. Second, you are establishing yourself as a responsible person. Third, you are conveying the message that you consider this meeting to be important and serious.

D. Have a contingency plan in case your prospect is late or worse, absent.

Always bring work with you. Do not sit in the reception area reading your novel or their magazines. You want to look professional at all times and communicate the message that your time is valuable. You are, after all, asking them to hire you and pay you for your expertise and your time.

I bring reading material, such as printouts of emails I receive or short articles I have not yet read. At most large companies and firms in the New York City area, telephones are available. If you need to make a call, it is fine to do so -- as long as it is not a personal call. Keep your calls quiet and brief.

If your prospect is not available for your meeting, ask the assistant or receptionist, when would be a good time to reschedule or to call to reschedule.

IV. WRITE A SCRIPT BEFORE YOU GO

By the time you have an in-person or telephone meeting with a prospect, you have probably already had a brief phone conversation and, perhaps, sent him or her some material. Nevertheless, you should prepare for the "real" meeting by writing out a script. Of course, I do not mean that you should write the exact words you intend to say. I do mean that you should write out what you might say that would accomplish your goals for the meeting.

Some people are blessed with the ability to speak entirely spontaneously and cover all the important points. Others are crystal clear about their goals and what they need to do to accomplish those goals. (Those in this latter category do need to make sure they are flexible enough to shift gears when necessary!) If you fall into either of these two categories, you may not need to write out your script. Most of the rest of us, however, find it useful to map out a plan.

Last month, I offered some questions that you might ask yourself about your goals. Write out the answers to these questions. My coaching clients are usually amazed to discover that what they really want to get out of the meeting was not what they thought it would be. It is also important to know what you do not want from the meeting.

List your goals and, for each goal, list how you might move the meeting toward that goal. Try to be as precise as you can. It will help you 'wing' it during the meeting.

If you get nervous about whether you will think of examples for the points you want to make, write down some examples. If you are confident that you will think of examples when you need to, you can omit this step.

Remember, writing a script is a tool. Most people find it useful. It can help you clarify your thoughts, give you a chance to practice what you want to say, and serve as a road map for where you want to go. It is not a paper to read - even if your meeting takes place on the telephone. When writing your script, try to avoid complete sentences. Write it in outline form, using key phrases. Doing it this way maintains a sense of flexibility and prevents you from sounding rehearsed.

To recap, here are the headings for my CHECKLIST FOR SUCCESSFUL MEETINGS WITH PROSPECTS

I. Research the Company

II. Know Your Goals

III. Confirm All Arrangements

IV. Write a Script Before You go