Mc3 Terms And Definitions

Front 1

Consultative selling

Back 1

The process of exploring needs and demonstrating what is available to address them.

Front 2

Need

Back 2

A desire to achieve or change something

Front 3

Basic flow of every consultative recruiting conversation

Back 3

Build rapport and listen with purpose, engage, explore, enable, gain commitment, respond to objections or disinterest.

Front 4

2 types of skills required for success in MC3

Back 4

Effective communication skills and consultative selling skills

Front 5

2 effective communication skills used in MC3

Back 5

Build rapport and Listen with purpose

Front 6

Build rapport

Back 6

Developing a relationship through interpersonal skills

Front 7

Why to build rapport

Back 7

To facilitate trust and an honest exchange of information

Front 8

When to build rapport

Back 8

Immediately and ongoing in any interaction

Front 9

How to build Rapport

Back 9

Demonstrate Corps values, find common ground, and match & mirror

Front 10

Potential wrong turns regarding Building Rapport

Back 10

Inappropriate words, humor, or sexual references, intimidation, sounding "robotic"

Front 11

Listen with purpose

Back 11

Focusing attention to gather information and build relationships.

Front 12

Why to listen with purpose

Back 12

To ensure understanding

Front 13

When to listen with purpose

Back 13

Immediately and ongoing in any interaction

Front 14

How to listen with purpose

Back 14

Listen to understand, listen for facts and feelings, listen to build trust and Observe body language

Front 15

How to listen to understand

Back 15

Use open questions to clarify what a person is saying and use a close question to confirm your understanding

Front 16

Wrong turns regarding listening with purpose

Back 16

Physical distractions, personal biases, snap judgment and Thinking ahead about what to say next.

Front 17

Engage

Back 17

Opening a conversation

Front 18

Why to engage

Back 18

To align on an agenda and the value of the conversation

Front 19

When to engage

Back 19

When it's appropriate to start a consultative conversation

Front 20

How to engage

Back 20

Transition to business, state the agenda and it's value, test for yes.

Front 21

How to transition to business

Back 21

User a positioning statement to let the person you're speaking with know your overall purpose, or that you are moving on to a recruiting conversation or changing to a completely new topic.

Front 22

Importance of stating the value of agenda

Back 22

Provides information about why the conversation will be valuable to the other person.

Front 23

Wrong turns regarding engaging

Back 23

Sounding robotic and engaging without rapport.

Front 24

Importance of testing for yes

Back 24

Ensures that the person you are speaking with agrees with what's been said and is ready to move forward

Front 25

Explore

Back 25

Asking questions to understand needs and motivators

Front 26

Motivator

Back 26

A force that can drive a need: circumstances, feelings, goals

Front 27

Priority needs

Back 27

Needs that are powerful enough to drive action

Front 28

Why to explore

Back 28

To gain a comprehensive shared understanding of needs and motivators

Front 29

When to explore

Back 29

When you need to understand what someone wants and why they want it

Front 30

How to explore

Back 30

Use questions to explore needs and motivators, reflect needs and motivators and test for yes

Front 31

Open questions

Back 31

Questions that allow you to gather information, encourage information sharing.

Front 32

Closed questions

Back 32

Questions that allow you to confirm your understanding of motivators or needs, usually limits a response to yes or no, obtain measurable facts, or a choice among options you give

Front 33

Need clues

Back 33

Words or phrases that demonstrate a desire to achieve or change something: "I want", "I need"

Front 34

Comprehensive and shared understanding

Back 34

Comprehensive- you understand all the needs and motivators. Shared- your understanding matches the other persons

Front 35

Wrong turns in regards to exploring

Back 35

Too many closed questions, blind/random questions, talking more than asking.

Front 36

Enable

Back 36

Addressing needs and motivators with Marine Corps features and benefits

Front 37

Feature

Back 37

An identifiable characteristics of an organization or product

Front 38

Benefit

Back 38

The specific value a feature provides to a person

Front 39

Why to enable

Back 39

To demonstrate how the Marine Corps can create the desired change

Front 40

When to enable

Back 40

When you fully understand a need and have a way to address it

Front 41

How to enable

Back 41

Align with the need, demonstrate how relevant features and benefits meet the needs and test for yes

Front 42

Wrong turns in regards to enable

Back 42

Features without benefits, dump trucking irrelevant features and benefits

Front 43

Gain commitment

Back 43

Obtaining the most aggressive commitment possible.

Front 44

Why to gain commitment

Back 44

To move the process forward

Front 45

When to gain commitment

Back 45

When you have success enabled and believe there is a willingness to commit

Front 46

How to gain commitment

Back 46

Summarize priority benefits, ask for commitment, state next steps and test for yes.

Front 47

Wrong turns in regards to gain commitment

Back 47

Rehashing the whole conversation, summarizing features not benefits, asking for an easy commitment, introducing new information.

Front 48

How to maintain commitment

Back 48

Provide collaterals, refer to websites and prepare the applicant to speak to parents or other influencers.

Front 49

How to respond to refusal

Back 49

Ask questions to understand the refusal, restart the conversation if appropriate, or respect the refusal and preserve the relationship

Front 50

Aggressive commitment

Back 50

A commitment that stretches the farthest while still being appropriate to the situation

Front 51

Respond to objections

Back 51

Responding to objections in a way that resolves them.

Front 52

Why to respond to objections

Back 52

To fully inform and to keep the sales process moving forward

Front 53

When to respond to objections

Back 53

Any time in the process that an objections comes up

Front 54

How to respond to objections

Back 54

Ask questions to understand the objection, respect the objection, test for yes

Front 55

Wrong turns in regards to respond to objection

Back 55

Not understanding the objection before trying to respond to it, try to tip the scales with wrong benefits, and arguing

Front 56

Respond to disinterest

Back 56

Gaining agreement to have a conversation with someone who is disinterested

Front 57

Factors that cause disinterest

Back 57

The person may be content with their current circumstances or have future plans that are satisfactory, they may have made other decisions they believe eliminate any reason to talk to you, and/or their motivators are not currently strong enough to drive a priority need or to move them to action.

Front 58

Why to respond to disinterest

Back 58

To motivate someone who is not interested in a conversation

Front 59

When to respond to disinterest

Back 59

When the desire to achieve or change something is not apparent

Front 60

How to respond to disinterest

Back 60

Ask questions to understand the disinterest, respect the disinterest, state the value of continuing the conversation, test for yes and explore

Front 61

Importance of future impact questions

Back 61

This helps the person envision the future in a way that creates interest

Front 62

Wrong turns in regards to respond to disinterest

Back 62

Letting disinterest end a conversation, agreeing with the disinterest, and ignoring the disinterest