A guy walks into a shop that sells ties. He’s opened the conversation by walking in.
Salesman says, “can I help you?”
The conversation is now closed. The prospect can politely say, “no thanks, just looking.”
Consider the alternative: “That’s a [insert adjective here] tie you’re wearing, sir. Where did you buy it?”
Conversation is now open. Attention has been paid, a rapport can be built. They can talk about ties. And good taste.
Or consider a patron at a fancy restaurant. He was served an old piece of fish, something hardly worth the place’s reputation. On the way out, he says to the chef,
“It must be hard to get great fish on Mondays. I’m afraid the filet I was served had turned.”
If the chef says, “I’m sorry you didn’t enjoy your meal…” then the conversation is over. The patron has been rebuffed, the feedback considered merely whining and a matter of personal perspective.
What if the chef said instead, “what kind of fish was it?” What if the chef invited the patron back into the kitchen to take a look at the process and was asked for feedback?
Open conversations generate loyalty, sales and most of all, learning… for both sides.
[Of course, these simple examples (as important and relevant though they may be in context) are important as a lesson. Many of us get used to closing conversation. What if we were more open even if not directly related to our job? And the flip side. I’ve had many open conversations about a wide range of topics without anyone in the room telling me something important like “I’d prefer you work this way…” or “Why don’t you do more of this?”. Watch out for that…]
Source: Seth’s Blog