How Colorado and Nebraska’s adaptation of Allen Anderson’s model fits into our work.
A group of job developers from around the country formed a community of practice and have gone deep into consultative selling techniques over the past nine months. We’ve talked about what’s working as people try new techniques and blend them into how they already approach working with employers.
We started at last year’s day-long session with Allen Anderson and peer leaders from Colorado and Nebraska at Higher’s Second Annual Refugee Employment Workshop in Omaha last November. We’ve all learned a lot, but hadn’t come to a conclusion about what we think about the model in our unique context. Until our most recent conversation.
50% Consultative Selling. 50% Organic Client Solutions
Carol Tucker, Job Developer with Lutheran Family Services, Nebraska asked the central question in exactly the right way.
How much of your follow-up strategies to build and maintain employer relationships come from Allen Anderson’s consultative selling model and how much developed organically?
Hilary Lucas, Job Developer with Catholic Charities, Cleveland, one of the peer presenter in the session, summarized exactly what we’ve learned about the value of blending consultative selling techniques with the needs of our refugee clients and requirements of our program funding.
I’d say about 50/50. Allen’s materials refined my strategies. Much of what he says about needs analysis and selling simplified and clarified some ideas I was
struggling with. The importance of a good opening line is one example.
Most of the client work is organic. You have to come up with creative strategies to solve client issues. Those can often lead to developing organizational approaches or solutions that could work in other client situations. Many of our follow-up strategies blend with MG requirements, like the timing of follow-up calls. Gauging the strength of employer relationships and keeping a strong focus on client needs combine to dictate most of that work.