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Category: Personal Development

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Best Practices Growth Management Personal Development Technology

Today’s CIO: The Chief Innovation Officer

Today’s world of business is not just changing—it’s transforming. The difference is that change is doing something in an incrementally different way, while transformation is doing something so drastically different that it becomes a qualitative shift. The fact that we began watching movies on VHS tapes that we’d have to rewind, then moved to DVDs that we didn’t have to rewind, followed by Blu-ray discs for enhanced quality—that’s a change. But going from discs of any kind to a multitude of streaming services that we can watch both on our smart TVs and our mobile devices, bringing not only our movie collections but television and Internet videos with us wherever we go? That’s a transformation.

As we all know, technology made this transformation possible. I’ve spoken to CIOs who are not only using software as a service (SaaS), but who are implementing hardware as a service, connectivity as a service, collaboration as a service, and security as a service. The real excitement was around implementing everything as a service (XaaS). Clearly, IT is quickly becoming an integrated collection of intelligent services that are on-demand, on the move, and on any device.

The visual, social, virtual, and mobile transformations are creating a new golden era of technology-enabled innovation, and the CIO needs to be leading the charge.

So what has enabled the business environment to go from merely changing to transforming? It has to do with the three change accelerators I often reference in my writing: advances in computing power, bandwidth, and storage. I have tracked their exponential trajectory for years, and they have entered a new phase that has transformed every business process.

Based on technology-enabled Hard Trends that are already in place, how we sell, market, communicate, collaborate, innovate, train, and educate will continue to transform. If you don’t anticipate the disruption that comes with this transformation, someone else will. And with all the business processes technology is transforming, nothing is transforming more than the role of the CIO.


The New Role of the CIO

The CIO’s role was traditionally in managing information, IT systems, and cost management, but it has now transformed to be one of creating new competitive advantage, new products, and new services. The CEO was the innovator, but many of today’s CEOs and their C-suite counterparts are unaware of what is technologically possible now or in the future. However, the CIO does have interest, access, and the understanding of that type of information and knowledge, which is why the CIO position needs to transform into the Chief Innovation Officer.

Of course, not all CIOs will embrace their new role. As our environment transforms, human nature is to stagnate, as we are drawn to comfort. Many will be far too busy doing what they have always done, and many will spend a lot of time protecting and defending the status quo solely because they’re familiar with it. We know how it works and we have an investment in it that has made a lot of money for us and gotten us to where we are today. Therefore, the mindset is that we have to protect and defend it in any way we can.

An additional burden the CIO has is the nature of their work itself. They have to maintain the existing system to make sure it’s working in order to keep the organization running smoothly during the transforming period. But if all you’re doing is maintaining what’s already there, then you hold a legacy role and your relevance is decreasing every day. So while you do have to maintain your current and past systems, you also have to spend some time truly innovating, as innovation is increasingly technology-driven and the CIO is in a perfect position to be the driver of it.

Ultimately, it’s about increasing your professional and personal relevance, paying close attention to the Hard Trends transforming your industry and becoming more anticipatory as to what digital disruptions are heading your way and causing disruption before someone else disrupts you and your organization. For example, the old way was about technology centricity; the new way is about technology-empowered business strategies. The old way was information management; the new way is information intelligence. The old way was IT systems management; the new way is platforms that enable new value chains. The old way was cost management; the new way is business transformation and rapid growth.

The ability to innovate has never been easier and has never happened faster. In today’s transformational business landscape, you must anticipate disruption and change, turning it into opportunity and advantage. If you don’t change the focus of your CIO role, someone else will.

Categories
Entrepreneurship Human Resources Management Negotiations Sales Women In Business

“Negotiator – Is There Hidden Power In The Inferiority Myth” – Negotiation Tip of the Week

 

“Inferiority is a myth that can enslave your mind. But only if you allow it to do so.” -Greg Williams, The Master Negotiator & Body Language Expert (Click to Tweet)

 

Click here to get the book!

 

“Negotiator – Is There Hidden Power In The Inferiority Myth”

 

Is there a hidden power in the inferiority myth? In its purest form, it’s nothing more than a belief or disbelief that people accept or reject. The illusion exists in its ability to manipulate the thoughts of others for good or bad. Therefore, you should assess whether myths are good or bad, by the way, you and others view them. After all, they shape people’s perspectives and opinions.

You’re continuously negotiating in all of your environments. And, as a negotiator, you should use every asset that’s available to enhance your efforts. The inferiority myth is one tool you can use to do that.

The following are ways to use inferiority myths.

  • Embolden others to feel good about themselves (e.g., I don’t think you’re inferior to anyone.)

 

  • As a source of neutrality (e.g., I always found everyone in your group/area to be open, honest, and easy to deal with. And I know dealing with you will be the same way.)

 

  • Perpetrate a stereotype that reflects the negative thoughts others have of an individual or group and cast yourself on the opposite side of that paradigm – This says, I respect you. We’re looking at this from the same perspective. I’m on your side (This is the good cop in the good cop, bad cop, scenario.)

 

  • Use to cast others as being inferior to you – Note: it takes a particular mindset to accept this pronouncement. Therefore, you should be mindful of whom you attempt to project this. Some people will perceive such sentiments as being derogatory. And this my insight them to become rigid, which may lead to confrontation or hostilities.

 

  • Use to cast yourself as being inferior to others – While most individuals seek to project strength, to appear in control, there are times when a demur posture can be beneficial. Casting yourself as being inferior can help that façade. Once again, be mindful of whom you project that image. While it will allow you to maintain a better position with some people, it can be to your detriment with others.

 

  • Use to cast your target’s group as being inferior to him (e.g., Why are you with them? You’re so much better than they are.) While this may work to separate individuals in a group from the group, it may backfire (i.e., He’s like my brother. And I’m just like him and proud of it!). So be cautious about with whom you attempt this.

 

  • Project yourself as a victim of perceived inferiority to the person you’re engaged with (e.g., Are you saying that I’m inferior to you? Why would you think that and why would you feel that way?) This can be the prelude to you feigning heightened aggression or agitation. You’d use this strategy with someone respectful of your authority who you want to restrain mentally. If you attempt to implement this with more strident individuals, you run the risk of encouraging them to become obstinate. So, be cautious. You don’t want to inflame anyone’s ire. That can lead to increased tensions.

 

As in every situation you encounter, you’re negotiating. Thus, as a negotiator, you’re always setting expectations. Some people will attempt to live up to them, while others will strive to live down to them. Hence, you must be sure you set the correct expectation based on the outcome you seek.

To set better expectations based on the inferiority myth, consider the source of power confronting you. If it’s potential trouble, you may suggest that the source’s ability is inferior. If that force is more amenable to follow your commands, indicate that everyone is on the right path (e.g., people that work together create more significant outcomes).

The point is, when employing the inferiority myth, make sure it serves the overall outcome you’re attempting to achieve. Anything less will put your efforts in jeopardy. That will cause unwanted anxiety and stress, which can add to a situation’s decline. Using myths correctly can be a valuable aid, but only if you use them properly. Once you do, you’ll be able to subdue challenges that, in the past, may have gotten out of hand … and everything will be right with the world.

 

Remember, you’re always negotiating!

 

Listen to Greg’s podcast at https://anchor.fm/themasternegotiator

 

After reading this article, what are you thinking? I’d like to know. Reach me at Greg@TheMasterNegotiator.com

 

To receive Greg’s free “Negotiation Tip of the Week” and the “Sunday Negotiation Insight” click here http://www.themasternegotiator.com/greg-williams/

 

 

#Power #InferiorityMyth #NegotiationStrategies #NegotiationProcess #NegotiationSkillsTraining #NegotiationExamples #NegotiationTypes #ReadingBodyLanguage #BodyLanguage #Nonverbal #Negotiate #Business #SmallBusiness #Negotiation #Negotiator #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #BodyLanguageExpert #HowToNegotiateBetter #CSuite #TheMasterNegotiator #ControlEmotions #GregWilliams #success #negotiation examples #Negotiation strategies #negotiation process #negotiation skills training #negotiation types #negotiation psychology #Howtowinmore #self-improvement #howtodealwithdifficultpeople #Self-development #Howtocontrolanegotiation #howtobesuccessful #HowToImproveyourself

 

 

 

Categories
Entrepreneurship Human Resources Management Negotiations Sales Skills Women In Business

“How To Use Someone’s Prejudices To Your Advantage” – Negotiation Insight

“Someone’s prejudices can be harmful or beneficial. The perspective depends on who’s making the assessment.” -Greg Williams, The Master Negotiator & Body Language Expert (Click to Tweet)

 

Click here to get the book!

“How To Use Someone’s Prejudices To Your Advantage”

As a couple entered a restaurant, the hostess muttered to no one in particular – they must be confused. They appear to be destitute. To annoy the maître d’, she seated the couple in a prominent space. She wanted to use his prejudices against him and to her advantage. They had a long-running feud. And this was her way of irritating him.

When the maître d’ observed where the couple was sitting, he looked skyward and said, help me, lord. He hurried to the hostess and asked in a very sharp tone, why did you seat those people in that area? You know I don’t like individuals that appear out of place. They’ll detract from the ambiance and ruin the aura of the environment! The hostess smirked and said, you’re right – I did know that. She had just taken an opportunity to needle the maître d’ and use his prejudices to her advantage.

 

The previous story is an example of how someone’s prejudices can be used to your advantage. Doing so can stretch across different environments and occur in many settings. Think of the following when considering how you’ll advantage your position by using someone’s prejudices in your interactions with them.

 

Gender Consideration:

When taking into account the role someone’s gender may play in addressing their preferences, don’t allow that to be a significant factor. Instead, place a greater emphasis on the situation and the personality type of the individual. Some people may respond to situational exchanges that mimic the opposite sex of their gender. To possess a mindset of, she’s just a woman – she wouldn’t do that, can place you in a disadvantaged position.

 

Identifying Sources of Prejudices:

Before considering how you can use someone’s prejudices to your advantage, you must know what they value and why. Without this insight, you’ll never know which of their biases will be of most benefit to you. To gain insight:

  • Play the part – This means appearing as others in the environment to fit into your target’s perception of what’s normal – If you look out of place, you might incur their raft. And this would place you at a disadvantage. The more you appear like someone and their environment, the more they’ll see themselves in you.

 

When would you want to use someone’s prejudices to your advantage?

There can be a host of reasons that warrant using someone’s biases against them to increase your position.

  • Compliance – In some cases, you may want an individual to comply with your commands or desires. You may be in a position where force could be used to accomplish that. But that should not be your first action. Force can sometimes lead to the escalation of a situation, which in turn could lead to a loss of control.

 

  • Crisis – In crises, not only should you consider using someone’s prejudices against them, depending on the direness of the crisis, this ploy may be the best tool to use.

 

  • Guilt/shame – Someone’s prejudices can be used to create a sense of shame or guilt because the individual has strayed outside the bounds of his norms. By persuading the individual to view himself differently, you begin to influence his thought process, which can lead to you controlling his mind and thoughts.

 

  • Gather information – If you seek to gain information about the target’s associates, you can affirm his prejudices. He’ll view you as being like himself and his associates, which will usually free someone’s tongue to wag with hordes of insights and information.

 

  • Create an ally/turn against others – This is another case where appearing to be like your target can attract an intense affinity for you from him. Once a strong bond exists, the possibility will occur to turn this person against those that confront you. If you are outnumbered, creating a divide in this manner can enhance your odds.

 

Reflection:

Prejudices are inherent in everyone. Thus, they’ll be times when you can take advantage of their predispositions to increase your position. Knowing when and how to do so will give you a huge advantage when dealing with people … and everything will be right with the world.

 

Remember, you’re always negotiating!

 

Listen to Greg’s podcast at https://anchor.fm/themasternegotiator

 

After reading this article, what are you thinking? I’d like to know. Reach me at Greg@TheMasterNegotiator.com

 

To receive Greg’s free “Negotiation Tip of the Week” and the “Sunday Negotiation Insight” click here http://www.themasternegotiator.com/greg-williams/

 

 

# Use, Someone, Prejudices, Advantage #Negotiate #Business #SmallBusiness #Negotiation #Negotiator #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #BodyLanguageExpert #HowToNegotiateBetter #CSuite #TheMasterNegotiator #ControlEmotions #GregWilliams #success #negotiation examples #Negotiation strategies #negotiation process #negotiation skills training #negotiation types #negotiation psychology #Howtowinmore #self-improvement #howtodealwithdifficultpeople #Self-development #Howtocontrolanegotiation #howtobesuccessful #HowToImproveyourself

 

Categories
Marketing Personal Development

In your clients own words

NYC Branded Lifestyle Portraits Speaker Consultant Lou Diamond working on computer

Stop talking and let those you serve speak on your behalf.

So, I have this problem where I like to talk a lot, especially about the work I do with speakers, authors, and other expert-based businesses.

I get very excited, the sweat starts going, the cursing gets ramped up and my hands start to flail around like they have a mind of their own.

I sometimes have to catch myself, but never do. 

It’s because I love talking about visual storytelling and lifestyle portraiture – it’s in my blood and wholeheartedly believe every word I say. 

Although I understand that sharing this level of passion for the services I provide my clients is important, I also understand that my words alone are not enough to pique people’s interest in hiring me for my specialized help.

They need to hear from people who’ve experienced the process. 

They need to hear from people who were in their shoes and have come out on the other side much better off for the experience working with you.

For many years, I was under the impression that the work I created with clients speaks for itself.

Guess what?

It doesn’t.

Although a picture is worth a thousand words, it never opens its mouth to share them. 

That’s why I provide space for my clients to do so…

…and so should you!

Whether in written, audio-only or in video format, sharing your client’s thoughts on how you helped them with some aspect of their business is an extremely effective way for you to gain the attention of those who need you most. 

In addition to it representing social proof, these testimonials provide your audience an opportunity to put themselves in the shoes of the person whose life and business has improved as a direct result of your products, services, and specialized attention. 

This helps create a direct connection between you and your audience, which goes a long way to developing a deeper connection and trust. 

Once you gain their trust, that’s when these audience members become paid clients who buy your book, attend your workshops and sign up for your online training programs. 

BEFORE YOU SOLICIT OLD CLIENTS FOR TESTIMONIALS…

Keep one important point in mind:

These testimonials are not for you. 

They’re for those who read them so they can understand how you solve people’s points of friction in their businesses and lives.

Please don’t simply ask them to write a sentence or two about how amazing you are! 

This isn’t enough. 

What your audience wants to know is why the experience was amazing. And it’s your job to guide your clients when they’re crafting these testimonials to do just that.

GIVE THEM TESTIMONIAL QUESTIONS

When I first started sending out a list of questions to my clients, I felt very uncomfortable about it. I felt that it was a burden.

But then I started reading the testimonials I received and realized that this exactly what was needed in order to paint the full picture of the experience. 

In addition, I received a few thank you’s from those who leveraged the questions to create the testimonial because it made their lives easier.

They didn’t need to guesstimate what I wanted them to talk about – they simply answered the questions, combined them into several paragraphs and posted it to my LinkedIn page.

Done.

FORMAT FOR CREATING TESTIMONIAL QUESTIONS

Everyone has their own way of communicating and sensibilities, so, rather than talk about how you word your questions, I feel it’s more valuable to talk about the types of questions that need to appear in your testimonial request.

Remember, it’s not a blurb of how amazing you are.

It’s a story that shares the value of how you positively affected someone’s life and business. 

Here’s how you can set up that story.

TESTIMONIAL QUESTION 1 – WHERE WERE YOU IN YOUR BUSINESS THAT YOU NEEDED TO CONTACT ME?

This is an extremely important question for your clients to answer. This is the entry point for those reading to start relating themselves to this person. 

This question fleshes out your testimonial clients initial points of friction that necessitated them booking a call with you.  Either the reader has the exact same friction in their life, or they can relate to it.

And this is exactly what you want. 

You want the reader to compare themselves to your testimonial client. While this question elicits an answer that’s all about their pain, there’s a happy ending to this story. 

Allow readers to envision themselves experiencing that same happy ending. 

TESTIMONIAL QUESTION 2 – DESCRIBE THE EXPERIENCE

Allow your testimonial client to share all of the juicy goodness that represents working with you.

Now this could actually be fleshed out through a series of questions that each focus on one particular aspect of your service, depending on how you structure your service offerings.

Make sure to allow your testimonial clients to highlight specific aspects of their experience through the questions you offer.

For example, don’t assume they will talk about how the on-boarding process set them up for success if you don’t specifically ask them to talk about it. 

Remember, you have options if an answer isn’t forthcoming or shaped in the way that you want.

One, you can ask them to elaborate on what they’ve written or two, you can strike it from the testimonial altogether.

But don’t assume anything.

TESTIMONIAL QUESTION 3 – WHAT VALUE DID YOU RECEIVE FROM THE WORK WE DID TOGETHER?

Value has many meanings.

If you don’t offer questions that lead your testimonial clients down a path that describes the value you want prospects to know about, you’re running the risk of having them leave the good stuff out.

Questions that touch not only the quality of deliverables, but the empowerment that they feel now that they’re on the other side of working with you are also essential to offer. 

Remember – people don’t make buying decisions based on what they think – they base it on how they feel. If you create testimonials that touch on both, then you’re creating powerful marketing assets that get attention.

So, that’s pretty much it.

All you need are three types of questions and that will tell an effective story on your behalf. 

At the end of the day, these testimonials validate you in a way that you simply cannot do for yourself. 

It takes a little extra work and prodding of your past clients.

But, when potential clients consume these testimonials, the juice is worth the squeeze.

And, oh by the way, they’ll put a smile on your face, too, 🙂

 

John DeMato is a NYC branded lifestyle portrait photographer and storytelling strategist who serves speakers, authors, coaches and high-level entrepreneurs across the country. His 50+ page e-book, S.H.A.R.E. M.A.G.I.C.A.L. I.D.E.A.S., lays out the how, what and why behind creating a memorable and referable online presence – sign up to get your FREE copy today.

Categories
Best Practices Growth Leadership Personal Development

Avoiding Corporate Survival Strategies Will Keep the Ball Rolling in Your Direction Subtitle: GET REMEDIAL!

Has this happened to you before? After a few meetings with a big company, there’s suddenly someone new in the room, and they completely take over—erasing all progress and putting everyone back at square one. They say, “I’m not convinced we should do this!” and then try to shoot down the proposal for the rest of the meeting. What does this mean? They weren’t prepared for the meeting and are attempting to use a “smokescreen” tactic.

Or, after a year of back-and-forth with everyone you’ve been working with, you reach a new group that will actually use your solution! But guess what? They’re unprepared. They don’t know why they’re having the meeting, and they don’t even know who you are. For them, it’s time to start all over. Their bosses haven’t briefed them on the reason, the history, or even the authorization to move forward. Or even worse—they were briefed, but they didn’t read the correspondence! Why wouldn’t they read it? Because they’re so overwhelmed, and these things can fall through the cracks. Usually, communication is minimal and last minute.

Different Strokes

Entrepreneurs need to be “hustlative”. They need to be thoroughly briefed. They need a consistent and comprehensive view at all times. Their paycheck depends on it—their future isn’t guaranteed. They have to see the big picture in order to succeed. They must know the whens and the whys.

One of the benefits of working for a big organization is financial security. These employees work under less pressure and don’t expect “urgency” to ever come up in conversation. They get paid no matter what happens to your project—unless they lose their job! So is it any surprise that Job Security is Priority #1? Any threat must be challenged. Any assumption that they aren’t performing must be crushed. All the politics—it’s the nature of the beast. Interestingly, there exists a support group for this method of thinking that begins with the division of labor and specialty associations and ends with competitive inter-organizational salaries. Employees at big companies usually only specialize in one job area and might look at everything else through that one narrow lens. Their biggest concern is, “Will this make my job easier?” instead of “How will this improve the bottom line of the company?” Specialty work can insulate and isolate employees away from the sales process.

Think about the fact that these employees could just be doing their time at this big company only to get resumé experience to help move their career along. Or they could be moved to another position within the same big company. But where does that leave you, the entrepreneur that depends on the big company’s blessing? Yep—start from scratch, even if you’ve been doing this for a year already. There likely won’t be any continuity or urgency on their part.

Navigating Blockages

This same corporate blockage can wear many masks, but the bottom line is always this—as an entrepreneurial outsider trying to accomplish something at a large company, you must be proactive when it comes to briefing, even if you feel like it’s redundant. This must happen before every single meeting.

While we were building a major brand, we worked with so many large, sluggish companies. Some were large corporations, and others were governmental. More than once, we had to do the other guy’s job while being careful not to frustrate them. Then we had to thank them before recommending them to their bosses. Crazy, right? But it’s all about getting the job done.

Use these tips to help you get through corporate blockage:

  1. After you’ve gotten the authority to move toward a solution and are handed to the first executive, confirm (in writing) that you have clear permission to do so. Explain, again, how this solution will affect the bottom line, and provide a decision-making deadline that will help the company maximize its benefits. This will be important down the line when all the executives start playing ‘musical chairs’.
  2. After you’ve been passed off to the manager or division chief, brief them in writing again before any physical meetings. Make sure to CC the higher-ups—be clear that this isn’t coming from out of the blue. Keep all correspondence on the same email thread or use Google Docs.
  3. Once you finally meet with the division chief, say thank you, sum up the action items, and send another email in that same thread with the following steps and deadline details.
  4. Before meeting with the next group, find out who will be in the meeting, and, you guessed it—send them the email thread with your agenda, explanations, and possible outcomes. Do this twice: Once in advance, and again right before the meeting. And present your agenda during the meeting itself. Try to stay in control and make sure everyone’s on the same page and understands the milestones. Don’t forget to introduce yourself and to say your ‘thank you’s! Don’t spend too much time explaining why you’re having the meeting or bringing someone up to speed.
  5. Once the meeting is over, summarize everything via email, including deadlines and yet another round of thank yous. Everyone will see that their bosses are CC’d and that you’re promoting their jobs. At the end of the day—that’s how you make progress.
  6. Repeat steps 2 through 5.
  7. Repeat ad nauseam!

Final thoughts

This might all remind you of Scott Adams’s “Dilbert” comic strip. You can throw your hands up and have a good laugh, or you can be productive and successfully navigate corporate blockage. Don’t forget—you’re the outsider here. Everyone else can easily pause or cancel your project. The more you know about what motivates them and the more you show your support, the better. You’re at their mercy! Show them how your ideas will make their jobs easier, even if it will save their company millions in the process! With each new person you meet, start from scratch. You can’t assume that everyone has already been briefed. Write everything down, keep it all on the same email thread, and pray! Corporate blockage (which we sometimes call ‘corporate constipation’ because everything’s stuck) will break down eventually, and with due diligence, persistence, and briefing, things will move smoothly again!

For more, read on: http://c-suitenetworkadvisors.com/advisor/michael-houlihan-and-bonnie-harvey/

 

 

 

 

Categories
Entrepreneurship Management Negotiations Sales Skills Women In Business

“How to Stop Biases From Turning Into Abuse” – Negotiation Insight

“Abuse stems from biases. And prejudice is the stem from which it grows.” -Greg Williams, The Master Negotiator & Body Language Expert (Click to Tweet)

 

Click here to get the book!

“How to Stop Biases From Turning Into Abuse”

 

Every time he wore a red tie, she felt her feelings change towards him. At first, he didn’t notice when the changes occurred. Then, over time, he sensed the difference in her actions. Her disposition wasn’t unpleasant – she was not as approachable as she was usually. In return, he responded to her change by not being as agreeable to her. Neither of these individuals realized it, but they were interacting with each other based on the biases they possessed.

When people engage others, their biases drive the interaction. Thus, you should always be mindful of how you act based on the environment, those in it, and the thoughts you have about both. You should make the same assessment from the other person’s viewpoint too. If you’re not aware of the effect that has on you or them, you can become the target for abuse or an abuser.

To stop biases from turning into abuse, consider these factors:

  • How might specific triggers cause you to become irrational, and what exactly might you do in such a state?
  • What thoughts are driving you to view your current situation in a particular manner, and could it lead to hostilities?
  • Are you conflating past occurrences with the present one? If so, why?
  • What powers are you conceding by not controlling thoughts that could lead to you committing negative actions?
  • What are your thoughts and beliefs about the people in the environment, and do they stem from hidden prejudices you possess or those with whom you associate?
  • What actions are others in the environment engaged in that might cause you to have disdain for them?
  • How might you treat someone if you have contempt for them based on the beliefs that you share with others that dislike the same people?
  • Are you attempting to impress others by acting a particular way in your present environment?

The point of the questions above is to make you think. And to hopefully do so before a situation driven by your own or someone else’s biases cause you or others to become abusive. In times of heightened tension, regardless of its cause, if you don’t apply a brake to your automatic thought process, that process could lead to unwanted outcomes.

So, before entering into a situation that might escalate due to unseen or unspoken biases, consider how you might guard against them and how you might control an environment should they occur. The better prepared you are to deal with challenges that can escalate and become uncontrollable, the better you’ll be at spotting and containing those possibilities. That will put you in better control of yourself, others, and the environments you’re in … and everything will be right with the world.

 

What does this have to do with negotiations?

 

Every negotiator brings biases into a negotiation. They may originate from thoughts about certain ethnicities and how they respond or act with people from other backgrounds. They can also stem from sexual orientation, gender difference, or a host of mitigating thoughts. Some may derive from misguided beliefs that others possess that a negotiator may admire or aspire to emulate.

Regardless of there source(s), biases can negatively impact a negotiation. Therein lies the reason negotiators must be mindful of the prejudices that may exist in a situation. If one is not observant and doesn’t have a plan to deal with it, the unprepared negotiator can find himself dealing with dire occurrences. In reality, those acts may be red herrings intended to thwart your efforts by demeaning you. A deeper intent may be to push you away from the negotiation so that someone of more liking can get engaged.

Never underestimate the power and destruction that biases can have on an interaction. They can quietly erode your power and sap your mental energy. If you neglect such a force, you may be doing so at your delayed peril.

 

Remember, you’re always negotiating!

 

Listen to Greg’s podcast at https://anchor.fm/themasternegotiator

 

After reading this article, what are you thinking? I’d like to know. Reach me at Greg@TheMasterNegotiator.com

 

To receive Greg’s free “Negotiation Tip of the Week” and the “Sunday Negotiation Insight” click here http://www.themasternegotiator.com/greg-williams/

 

 

#Bias #Abuse #BodyLanguage #Nonverbal #Negotiate #Business #SmallBusiness #Negotiation #Negotiator #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #BodyLanguageExpert #HowToNegotiateBetter #CSuite #TheMasterNegotiator #ControlEmotions #GregWilliams #success #negotiation examples #Negotiation strategies #negotiation process #negotiation skills training #negotiation types #negotiation psychology #Howtowinmore #self-improvement #howtodealwithdifficultpeople #Self-development #Howtocontrolanegotiation #howtobesuccessful #HowToImproveyourself

 

Categories
Body Language Entrepreneurship Human Resources Management Marketing Negotiations Sales Skills Women In Business

“How To Spot Lies To Be A Better Negotiator” – Negotiation Tip of the Week

“To spot lies, observe body language. Body language will leak lies that words omit.” – Greg Williams, The Master Negotiator & Body Language Expert (Click to Tweet)

 

 

Click here to get the book!

“How To Spot Lies To Be A Better Negotiator”

 

“I wasn’t sure what I was sensing. But the story didn’t seem right. I didn’t know if it came from the man’s darting eyes, or his constant lip licking. He seemed nervous. And that increased my suspicion of his guilt.” Those were the words of a police officer recounting his thoughts to a supervisor. He’d just captured a criminal that had been on the lam for decades.

One researcher found most people lie in everyday conversation. They do so to appear approachable and skilled. As a negotiator, when you assess someone’s possible deceit, what signs do you look for in their body language? Are there other nonverbal signals that you spot that give clues to someone’s degree of truthfulness?

When a person lies, their body emits clues. That’s because our body attempts to stay in a constant state of comfort. And, when it’s out of that state, the body displays signals that account for that lack of wellbeing. The following guidelines will assist you in spotting lies in those that attempt to deceive you. Having this information will allow you to heighten your senses when someone is lying.

 

Reading Body Language

  • Facial Reading
    • Forehead – When someone’s forehead begins to sweat, take note of what preceded that action. While the person may be sweating due to the heat, observe to what degree the sweating continues based on questions posed in the conversation. When coupled with other signs, you’ll have better insight into the person’s deceit or truthfulness.
    • Eyes – In some situations, a lier will avoid eye contact, because they know a lack of eye contact may indicate someone’s lying. And others will maintain eye contact longer than usual. To decern when someone may be lying, observe what’s regular eye contact for that person in different situations. As an example, note their eye movement when they’re calm compared to when they feel threatened in an attempt not to disclose the truth. Even when you first meet someone, within moments of the encounter, you can gauge their altering of eye movement. Note what may have caused it to occur.
    • Mouth – When people lie, and they believe someone may be spotting it, the more they speak, the drier their mouth may become. They may begin to lick their lips to offset the dryness or start to swallow excessively. Pay special attention to this act. While nerves may have a role in their actions, guilt from telling lies may be the real source.
    • Ears – Someone fondling their ears may be indicating that they can’t hear what you’re saying. But constant fondling is usually a sign that they’re attempting to comfort themselves. While they may be nervous, note some of the other signals to assess if there’s more to their fondling.

 

  • Body Reading
    • Neck – Rubbing the neck more than usual is another sign of tension, which may be caused by someone lying. Once again, observe other signals mentioned to gain greater insight into what this clue me be giving you.
    • Hands – Some people cover their mouth with their hand when lying. They’re attempting to hold back their words. If someone makes large gestures with their hands and then begin to make smaller ones while displaying some of the other signals noted, that might be another clue that they’re attempting to shield the lie that they want you to believe is the truth.
    • Fists – Hands that become fists indicate potential hostile actions to follow. That gesture in a tense situation may mean the person is tired of your inquisition. He may be experiencing anxiety from thinking you’re aware of his deceitful pronouncements.
    • Feet – When someone suspects that you’re aware of his lying, he may shift his body and point his feet towards the nearest exit. That gesture indicates that he wants to get out of the current environment because he feels uncomfortable.

 

Conclusion 

As you watch someone’s body language, look for a cluster of actions. No action standing alone can definitively denote their truthfulness. Remember, when someone lies, their body emits signals. Those signals may be fleeting. But, if you’re astute at recognizing them, you’ll be better at catching the lies that people tell. That will allow you to maintain greater control in all of your environments … and everything will be right with the world.

 

Remember, you’re always negotiating!

 

Listen to Greg’s podcast at https://anchor.fm/themasternegotiator

 

After reading this article, what are you thinking? I’d like to know. Reach me at Greg@TheMasterNegotiator.com

 

To receive Greg’s free “Negotiation Tip of the Week” and the “Sunday Negotiation Insight” click here http://www.themasternegotiator.com/greg-williams/

 

 

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Categories
Best Practices Entrepreneurship Health and Wellness Industries Technology

The Cybersecurity of Healthcare

Prior to 1992, the thought of cyberwar, cybersecurity and hacking was predominantly constrained to Hollywood fantasy. Fast-forward to present times, when connectivity is commonplace, and the level of data breaches and hacking has become horrifyingly real.

The reality is that every day, our data is used or even copied, often without us knowing. As a generation that willfully inputs their information on multiple websites, we seem to concern ourselves less with the concept of cybersecurity until disaster strikes.

Trust Must Be Earned

In contrast to not fully considering the importance of cybersecurity, we greatly consider our trust in a company with our data, like our bank, our hospital, our insurance companies, our primary retailer or even the Department of Motor Vehicles (DMV). We’re quick to assume that if they ask for our sensitive information, they must be taking security measures to prevent that data from being leaked into the wrong hands.

We can never be too sure that a company or even the whole industry is up to the cybersecurity standards that must be utilized in today’s ever-changing digital world. Shockingly, one large industry that suffers financially from data breaches and hacking is the healthcare industry.

Generally, one would think that healthcare and all the sensitive data involved should be buttoned up pretty tightly, but it is quite the contrary. The overall cost of a healthcare breach is about $408 per patient record, not including the loss of business, productivity, and reputation of the entity involved.

Annually, the healthcare industry sees $5 billion in costs to correct data breaches, hacking and all-around poor cybersecurity measures. In addition to the cost to find a solution to these errors, healthcare entities are being fined by the Department of Health and Human Services Office for Civil Rights, sometimes as much as $28 million annually.

Why So Costly?

The steepness of these fines is the result of a lack of preventative measures. The severity of a data breach in the healthcare industry is immense, where once the damage is done, it is essentially permanent. So, who is responsible once a patient’s records have been breached, and what are the repercussions of this? Financial penalties are prevalent; however, what about breached trust? Is there permanent damage between the patient and the entity?

If a customer goes to a local store and the customer’s data is stolen, the trust the customer had is almost instantly gone, like in Target’s hacking issue, where customers ultimately boycotted shopping there as a result.

Now imagine going to your doctor about personal medical issues, only to be contacted later in the week about how all your personal information is in someone else’s hands now. You would feel incredibly violated and likely wonder if even your doctor was the reason it got out.

Hacking a School

Hackers traditionally target industries with a lot of data and very little security. School districts are examples of this in recent years, the reason being the lack of funds and tight budgets they have to spend on internal cybersecurity.

In contrast, the healthcare industry has a much larger budget in all capacities, making it questionable as to why they seem to be behind the ball. How can a hospital better anticipate what’s to come by realizing the Hard Trend of cyberattacks and pre-solve problems before they occur?

Finding a Solution in Anticipation

A cyber-risk assessment is an option, with many hospitals using a more cost-effective outside vendor to do the job. Preventing cybercrimes is a 24-hour-a-day venture with criminals pinging systems thousands of times a day, so it would greatly benefit healthcare entities to outsource this responsibility to a company with the capacity to monitor security around the clock.

As an entrepreneur, it is safe to assume that cyberattacks on sensitive data hubs in healthcare are a Hard Trend, with the cybersecurity market for healthcare being a burgeoning one with a greater purpose. But if cybersecurity is not your passion, cyber insurance is another option, where covered entities must conduct a thorough assessment of the threats and vulnerabilities, implement reduction measures, and ensure that any vendor or organization handling private health information is security compliant.

Both criminally savvy individuals and the rapid advancement of digital technology are Hard Trends; therefore, healthcare companies and outside entrepreneurs alike should pre-solve future problems before they become disastrous and use their anticipatory mindsets to help move the healthcare industry safely forward.

If you would like a free perimeter test to check for vulnerabilities in your cybersecurity defense system, please contact us. We have identified best-in-class cyber testing companies that will provide the results of their tests and recommend immediate actions that can be taken to stop any uncovered leaks in your system. 

Ask for your free perimeter test at: https://www.burrus.com/contact-us/ 

Categories
Growth Leadership Personal Development

Developing Global Leaders

Globalization in business continues to expand.  The marketplace for goods and services has evolved from local and regional to global.  As a result,  many firms are forced to make the necessary adjustments to compete.  These adjustments include developing technology and logistics capabilities along with leadership talent.   My Ph.D. dissertation was a study exploring how global managers learn the skills to manage across multiple borders and cultures.  The research was conducted by interviewing twenty experienced global leaders that worked in different parts of the world.  This research produced six discoveries about learning to be an effective global or international manager.  For this discussion, the terms leader and manager are interchangeable.

Discovery One

The role of a global manager is very different than that of a domestic manager. It is not clearly defined. International travel is much more challenging. Communicating with people with different languages can be extremely difficult. Understanding the cultures of foreign countries can be confusing and difficult to understand. Business practices vary from country to country and are generally learned from experience and mistakes. Because of these variables, global management is much more complex and requires constant learning and adaptation.

Discovery Two

Global managers must be open-minded and be willing to make mistakes and learn from them.  While some of the methods of learning are behaviors and practices, this discovery indicates that a certain mindset is required to be an effective global manager. Open-mindedness and a willingness to learn from mistakes are prerequisites that enable the global manager’s ability to adapt to foreign countries, cultures, languages and business practices. Conversely, unwillingness or inability to be open-minded and adapt to foreign countries and cultures results in failure in the global manager role. Trying to bring one’s home country practices and approaches to another country is usually met with great resistance.

Discovery Three

These global managers learned that they must respect the local culture, traditions, and practices of each foreign country. Showing respect usually resulted in being accepted and improved cooperation, as well as learning the culture. Some managers conducted research prior to going to a foreign country but found that practice of limited value. The two primary methods for learning other cultures were observing what locals do and seeking guidance from people who were more experienced in a specific culture. Managers found that even if they made mistakes if they showed humility and corrected those mistakes, it was accepted and seen as a sign of respect.

Discovery Four

Communicating effectively is a fundamental requirement for management, but much more difficult in the global management arena. Communication challenges posed from working with people with different languages can be overcome with experimentation and persistence.  Global managers who experimented with different words and visual tools improved their ability to communicate. They also learned that persistence paid off. Trying different questions until a mutual understanding was achieved was helpful. This discovery regarding learning to communicate overlaps with discovery three. Attempting to learn some of the language of the host country is often seen as a showing of respect and results in locals wanting to help bridge the communication gap rather than be put off by it.

Discovery Five

Participants learned that building relationships was critically important. The act of building relationships could be considered a valuable competency in any management and leadership role but was found to be necessary in the global manager role. As with communications and culture, global managers working in a foreign country start off at a disadvantage with relationships. People generally do not trust people they don’t know. Global managers must make an extra effort to build relationships that enhance trust, communications, and cooperation. In many cultures, the relationship must be built before the business is conducted.  There is no guidebook on building relationships that is universal; countries have different business cultures. Global managers use previous discoveries to help with relationship building including being open-minded, experimenting with communication, and showing respect.  One common practice that seems to cross all cultures is having meals with locals to get to know them on a more personal level. Meals are the most commonly discussed practice to break the ice and get to know people in any country. The key discovery was relationship first, then business, not the other way around.

Discovery Six

Global managers benefit greatly by building a network of people who are more knowledgeable about culture, traditions, and business practices in the countries they are working.  The complexity of working in multiple countries and cultures can be overwhelming, and global managers know that they cannot go it alone. They understand that they have significant knowledge gaps when working in foreign countries. To close those knowledge gaps, they build relationships of various kinds that they seek out for guidance. The nature of those relationships includes peer groups of global managers; mentors, both formal and informal; paid agents with expertise in a country and industry; and colleagues from host countries that are willing and able to provide sound advice.  Executive Coaches with global experience can be an asset to help shorten the learning curve.

Summary

Surveys continue to report that international firms lack enough qualified global managers to support their growth.  The transition from domestic management to global management represents a quantum leap in the skills required to be successful.  While global assignments are considered the best way to develop managers, not all managers learn from their experiences.  Learning must be guided and supported.

Dr. Mark Hinderliter is an Executive Coach with extensive international experience.  He has worked with leaders and managers in several countries and on four continents. He can be reached at Mark@thirdwayinc.com.

Categories
Best Practices Entrepreneurship Human Resources Investing Management Marketing Negotiations Sales Skills Women In Business

“How To Negotiate Better By Knowing What Value Is” Negotiation Tip of the Week

“To understand someone better, understand what they value. Then, seek to understand why they have those values.” – Greg Williams, The Master Negotiator & Body Language Expert (Click to Tweet)

 

Click here to get the book!

“How To Negotiate Better By Knowing What Value Is”

 

What do you know about value?

“… I’m so sorry for your inconvenience. I can upgrade you to a better room.” Those were the words spoken by a front desk person at a 5-star hotel. He was informing a guest of what he could do as the result of the patron experiencing a restless night. The patron’s restlessness was due to his loud neighbors in other rooms on the floor. The patron had begun calling the front desk around 12-midnight to complain. Throughout the night, he called several more times – all to no avail to squelch the noise that prevented him from sleeping. He thought to himself, and this yammering is ceaseless.

When he checked out of the hotel the next morning, he told the desk manager of his experience. The manager extended apologies on behalf of the hotel, stated that the night’s stay would be removed from the guest’s bill and asked if there was anything else that he could do. The patron said no. I appreciate the gestures you’ve made. Then he said, “all I wanted was a good night’s sleep. I have an important meeting today. And I just wanted to be fresh and well-rested.” As he left the hotel, he wondered if he’d ever stay at that location again.

Do you see the difference between how the front desk person and the desk manager addressed the situation? It’s slight. But it’s also powerful. The desk manager extended apologies, and he asked the guest if there was anything else that he could do. He was seeking the guest’s perspective of value. In other words, he wanted to know what was essential to the guest. If you don’t know what someone values, you don’t know what to offer them. That means you’re making blind offers when doing so in a negotiation.

When you negotiate, there are five factors to keep in mind about value.

  1. People have a different perspective on what they value and why. Once you know their value perspective, seek to understand it.

 

  1. Don’t assume because someone is like you that they’ll like you. Even when people have similar values, there will be nuances that separate their opinions about value. To assume you share exact ideals as your negotiation counterpart can lead to offers and counteroffers that are not valued. In a worst-case scenario, such offers can be damaging to your negotiation efforts.

 

  1. When you’re unsure of a person’s value, ask what they’d least like to lose. The reply will indicate what is of most importance.

 

  1. To test someone about their value, ask, “if there’s one thing that I could grant you in this negotiation, what would it be?” Once again, that person’s value proposition will reside in their response.

 

  1. This last suggestion may fall into the red herring category. It entails discovering something you possess that’s of great value to the other negotiator. Entice that person to believe that he can acquire it but at a very high cost. The higher he’s willing to pay for the acquisition, the higher the value of possessing it will be. Be cautious when engaging this means of acquiring someone’s value perspective. If you don’t allow them to receive it after getting them to make substantial offers, they could become unwilling to grant you much after that. Then, the negotiation might hit a roadblock.

 

To become a better negotiator, you must always understand what is of value to your negotiation counterpart. Once you do, making better offers will be more comfortable – because you’ll know which offers possess the highest value … and everything will be right with the world.

 

Remember, you’re always negotiating!

 

Listen to Greg’s podcast at https://anchor.fm/themasternegotiator

 

After reading this article, what are you thinking? I’d like to know. Reach me at Greg@TheMasterNegotiator.com

 

To receive Greg’s free “Negotiation Tip of the Week” and the “Sunday Negotiation Insight” click here https://www.themasternegotiator.com/greg-williams/

 

 

#Value #BodyLanguage #Nonverbal #Negotiate #Business #SmallBusiness #Negotiation #Negotiator #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #BodyLanguageExpert #HowToNegotiateBetter #CSuite #TheMasterNegotiator #ControlEmotions #GregWilliams #success #negotiation examples #Negotiation strategies #negotiation process #negotiation skills training #negotiation types #negotiation psychology #Howtowinmore #self-improvement #howtodealwithdifficultpeople #Self-development #Howtocontrolanegotiation #howtobesuccessful #HowToImproveyourself