nical contracting services. Chuck will usually ask the reps after a major prospect meeting, “How did it go? Are we going to get the job?”

Sometimes they'll respond in a manner like the golf shop attend­ant: “It looks pretty good. They were favorable toward us.”

He'll then ask the rep, “Did you

I arrived at the golf course to check in, and much to my surprise, the pro shop attendant said, “We don't have a reserva­tion for you or the other person you mentioned.”

Shortly thereafter, my playing partner, Chuck (who had indeed called earlier for reservations), straightened things out.

Sitting in the clubhouse after the round (with just enough sweet shots to keep one optimistic about the sport) Chuck told me he had an inkling a mix-up would occur. He said his call to the pro shop went like this:

Chuck: “Can you get two people on at 12:30?”

Attendant: “That shouldn't be a problem. Come on down.”

Chuck: “So we have a confirmed time at 12:30?”

Attendant: “We'll work it out. Come on in.”

Because the attendant was being somewhat evasive, vague, or just plain lazy, he didn't give a commitment although Chuck asked for one, but stopped short of saying, “Look, do you have my name written in the book at 12:30?”

We then related that situation to a similar fault some salespeo­ple suffer from: not being specific enough, and accepting fuzzy answers.

Vague Responses

Get No Action

For example, Chuck has several sales people working for him, marketing mechanical contracting services. Chuck will usually ask the reps after a major prospect meeting, “How did it go? Are we going to get the job?”

Sometimes they'll respond in a manner like the golf shop attend­ant: “It looks pretty good. They were favorable toward us.”

He'll then ask the rep, “Did you

ing in the clubhouse after the round (with just enough sweet shots to keep one optimistic about the sport) Chuck told me he had an inkling a mix-up would occur. He said his call to the pro shop went like this:

Chuck: “Can you get two people on at 12:30?”

Attendant: “That shouldn't be a problem. Come on down.”

Chuck: “So we have a confirmed time at 12:30?”

Attendant: “We'll work it out. Come on in.”

Because the attendant was being somewhat evasive, vague, or just plain lazy, he didn't give a commitment although Chuck asked for one, but stopped short of saying, “Look, do you have my name written in the book at 12:30?”

We then related that situation to a similar fault some salespeo­ple suffer from: not being specific enough, and accepting fuzzy answers.

Vague Responses

Get No Action

For example, Chuck has several sales people working for him, marketing mechanical contracting services. Chuck will usually ask the reps after a major prospect meeting, “How did it go? Are we going to get the job?”

Sometimes they'll respond in a manner like the golf shop attend­ant: “It looks pretty good. They were favorable toward us.”

He'll then ask the rep, “Did you

Come on down.”

Chuck: “So we have a confirmed time at 12:30?”

Attendant: “We'll work it out. Come on in.”

Because the attendant was being somewhat evasive, vague, or just plain lazy, he didn't give a commitment although Chuck asked for one, but stopped short of saying, “Look, do you have my name written in the book at 12:30?”

We then related that situation to a similar fault some salespeo­ple suffer from: not being specific enough, and accepting fuzzy answers.

Vague Responses

Get No Action

For example, Chuck has several sales people working for him, marketing mechanical contracting services. Chuck will usually ask the reps after a major prospect meeting, “How did it go? Are we going to get the job?”

Sometimes they'll respond in a manner like the golf shop attend­ant: “It looks pretty good. They were favorable toward us.”

He'll then ask the rep, “Did you

my name written in the book at 12:30?”

We then related that situation to a similar fault some salespeo­ple suffer from: not being specific enough, and accepting fuzzy answers.

Vague Responses

Get No Action

For example, Chuck has several sales people working for him, marketing mechanical contracting services. Chuck will usually ask the reps after a major prospect meeting, “How did it go? Are we going to get the job?”

Sometimes they'll respond in a manner like the golf shop attend­ant: “It looks pretty good. They were favorable toward us.”

He'll then ask the rep, “Did you

nical contracting services. Chuck will usually ask the reps after a major prospect meeting, “How did it go? Are we going to get the job?”

Sometimes they'll respond in a manner like the golf shop attend­ant: “It looks pretty good. They were favorable toward us.”

He'll then ask the rep, “Did you come right out and ask them if they were going to use our bid in the overall contract?”

“Well, no . . . but I think they're leaning in our direc­tion.”

Well folks, Chuck's company doesn't send out work crews (or invoices) based on someone who's just leaning. They need to know for sure. And that's the way it is with my company, and probably yours. When people speak in terms of specifics, things happen. If prospects and customers aren't asked for a definite decision or course of action, it's easy for them to shelve the issue.

“Are we going to do this?”

“When will we see the purchase order?”

“How many do you want?”

Find out precisely where you stand. Leave no doubt as to where you both stand after the call, and you'll find that follow-up files become less clogged, and your wallet gets fatter.