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Category: Personal Development

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Best Practices Management Personal Development Sales

Help Me…To Help You.

If you’ve ever read an article you liked from me, thank you (whether you hit a “like” button or not). To keep the research-based quality of my articles up, I need something from you.

Here’s the thing:  The time I spend writing is dwarfed by the time I spend reading and studying.  I want to be the person who can consume information and curate key insights for my readers.

One of My Main Resources is You.

Indirectly, at least. I have been called a data hound. Sure, I read a lot of books from authors in the fields of economics, marketing, psychology, leadership, and more. I also consume research, and always have. Research is built when people like you invest your time in a researcher’s data gathering.

A key research source that I use in my articles is CSO Insights.  They are the pre-eminent research house for sales intelligence.

  • They have the world’s foremost authorities on Sales Enablement
  • They conduct the world’s most complete and insightful research on Sales Operations.
  • They have the world’s most sophisticated tracking data into best practices in B2B sales.
  • They are the world’s best resource for benchmarking data. They help you answer questions like “is my attrition rate something I need to do something about?”
  • Their Study of Sales Performance helps leaders know what works and what doesn’t.
  • They study buyers.  Because of CSO Insights, I can keep up-to-date on how buyers want to buy, and what kind of sellers they want to buy from.
  • Their data drives talent and hiring tools to help you hire the right people, and put them in the right roles.
  • They produce the information I use to help clients put the right analytics in place.

In short, these are researchers who build the data you need most in order to do your job.  When people contact me for advice or help, it’s informed by this research, among other things.  I’m grateful for all of those in years past who have contributed their time.

You Need Me on That Wall.

Even if you don’t want to read research yourself, you benefit from it.  When you read my articles, you are consuming this research indirectly. If you find value in what I write, you benefit from CSO Insights’ work product.  For those who have asked me for insights, I have an admission:  it’s not just my brilliance.  My advice relies on people who gather hard information.

Please help me to help you. This year’s Sales Practices study is open, and I respectfully ask your help by participating. Especially if you’re in a leadership role in the sales, sales operations, sales enablement, or corporate management disciplines.  I know that surveys are tiring, but this one’s important..

And I Need You…Your Time, at Least.

For those who wonder if this is going to lead to a sales solicitation, the answer is no.  I will repay your time with mine if you want, though. Use this link and, if you provide your name, I’ll not only send you my personal thanks, I’ll make sure you have access to research reports (if you want them.).  Following up with all of you who respond is becoming a time investment, but I am happy to do it. Of course, you’ll also continue to see the research reflected in my articles.

Thank you, and I look forward to being notified that you helped, when you use this link.

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

Do You Really Want to Get Better?

“Better is, as better is defined. If you want to get better, first define it, then engage it. Learn from it. Then, repeat the process.” -Greg Williams, The Master Negotiator & Body Language Expert

Do you really want to get better? If so, why? If not, why not? Seriously, some people are happy and satisfied with their station in life. They seek to avoid the challenges, tests, and ultimatums that life places before them. So, they sheepishly slink into the confines of what they perceive to be life’s sanctuaries. Thus, they don’t seek higher stations. Hopefully, that’s not you.

Here’s the point, and I don’t mean to be harsh. If you’re not growing in life, you’re dying. You may already be dead, just waiting for a place to happen. Don’t let that be you! As I state to a dear friend of mine in Australia, keep rising.

Plateau:

Some people plateau in life. They don’t realize when it occurs because they’re too busy living life. They drift on the melodies of life, seduced by its melodic tones. Meanwhile, life changes, be it through technology, relationships, etc., and some don’t note it. They run the risk of falling behind because they’re not staying abreast of the times that change brings. Don’t let that happen to you! Change with the times.

Define it:

To get better, you must know what better means. That means, you must define what it means to get better. While you can seek input from others, in the end, you must live the life you choose. Therefore, be mindful when accepting input. Take what you need and leave what you don’t.

Perception:

Okay, you tried to reach a higher point in life, and you failed. First, you didn’t fail. You learned valuable lessons. What were those lessons? If for no other reason, learn from them, so you don’t repeat the worst of them.

Your perception of any aspect determines how you’ll feel about it. If you assign dread to it, you’ll be less likely to engage in it again. That should warrant your attention. Because, if something was calamitous, you can decide to avoid it. Or, you can enhance it by learning from it. The point is, you’ll make that decision anyway. Be aware when it occurs. You’ll be setting your life’s direction.

Once you define what better means and create procedures to achieve your goals, you’ll increase your chances of becoming better … and everything will be right with the world.

What does this have to do with negotiations?

A negotiation is the exchange of thoughts to increase one’s value. Most of the time, that exchange occurs between different entities. But, in all cases, the negotiation process begins with you and your thoughts.

The better you can define what you want from a negotiation, the greater the chance you’ll have of achieving it. Thus, a lack of attention to your thoughts can leave you in a worse place than before the negotiation. I’m sure you would not define that as getting better.

Remember, always note the negotiation you have with yourself. By doing so, you’ll discover what’s important. That alone will put you on a better road to you getting better.

Remember, you’re always negotiating! 

After reading this article, what are you thinking? I’d really 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/

#Better #Losing #Fear #Progress, Afraid #Success #Emotion #Business #Progress #SmallBusiness #Negotiation #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #HowToNegotiateBetter #CSuite #TheMasterNegotiator #ControlEmotions

 

Categories
Best Practices Body Language Culture Health and Wellness Human Resources Management Skills Women In Business

What to do When Whatever Can Happen Suddenly Does and Tries to Destroy Your Meeting – Part I

You know Murphy’s Law – the idea that whatever can happen, will.  Just this very busy, post holiday season I was reminded of a time that Murphy’s Law struck again. Literally!

What reminded me about it was this week’s marathon of groups and still another exciting moment on AA.  [Not alcoholics anonymous, American Airlines.].   My certified, regulation rollie would not fit in the overhead no matter how I tried to squish it, turn it, wheels first, handle first, sideways, upside down, just no way.   Nor would it fit under the supposedly regulation space under the seat in front of me.  [NOT!]  The flight attendant with the frazzled high pitched squeaky voice told me I had to check it.  She also told me I had to take it out to the gate, but of course there was no time to do that.  I wouldn’t get back on the flight.  To the dismay of my fellow passengers lined up behind me and quite a little frantic myself, I hurriedly opened my bag ,wrenched out my boots, my 3 hard cover books including focus group bashing, “How Customers Think”, and an awkwardly shaped dispenser of progesterone cream [how mortifying] – all of which were preventing squishage.  With those items sprawled over my seat and that of my seat mate [who was waiting behind me and who never spoke to me through out the 4 hour flight][1] I was finally able to compress the bag enough that I could jam it into the compartment.  After I stowed my boots, books and embarrassing bio basics, I settled into my seat and couldn’t help but recall another Murphy moment a number of years ago.

I was on another plane.  My fourteen pound Think Pad was on my lap. (Don’t ask me why I had such a heavy laptop. Pretty ridiculous I know. But I like having all the bells and whistles of a desk top in a laptop with a big screen.  Gives me a little extra exercise I guess.) Anyway, Dennis, our very pleasant flight attendant told me he would have to stow it overhead for take off, but would give it back to me once we were allowed to use electronic equipment again. And boy did he ever give it to me.  About 20 minutes into the flight,

I caught his eye and asked if this would be a good time to get my computer. “No problem,” he smiled. Famous last words!

Dennis opened the compartment, grasped the computer and… proceeded to drop it on my head. Major OUCH!!!  I saw stars and heard Tweetie birds singing. It crashed onto the top of my head and then clunked down onto my left thumb on it’s way down to attacking the big toe on my sandaled foot. People around me lurched in their seats. Dennis ran for an ice pack.

It hurt.

Mini concussion?  Compressed vertebrae?  Please, no, I had to write up a top line on the study I had just completed on osteoporosis. Getting off the plane at La Guardia, I found myself somewhat dazed and foggy for the next several hours.  The next day, I went to the doctor and was reassured I’d be fine.

What still amazes me is how I went through that trauma with virtually no residual effects. Once my neck was adjusted in the doctor’s office, the shock passed through my
body. My thinking refocused. With a neck adjustment and a little rest, I was fine the next morning.

It was interesting to observe the reactions of the passengers around me in the plane after the jolt of the mini crisis was over. Everyone kept looking up as if another computer would suddenly take wing, fly out of the overhead and crash down on them. They laughed nervously about it, made jokes, but also kept a watchful eye on the overhead compartments, taking time and attention away from working, reading a book or just relaxing. Murphy was nodding knowingly. I’d been flying for many years and have never before seen anyone accosted by a Kamikaze computer or any other item from the overhead[2]. Nevertheless, the
passengers on the plane had become aware of the possibility that such an event could happen and were therefore on heightened alert, anxious that they seemed to have no safeguard in place.

This incredibly rare experience, which left me feeling like the sky might actually be falling for the rest of the day, reminded me of how we group leaders and facilitators sometimes fear an outburst of Murphy’s Law in our group sessions and need to have precautions in place in the unlikely event that the respondent from Hell (“Super Grumpy”) happens to show up in one of our sessions.

In our training classes, people tell us that they most dread the possibility of an encounter with an irate, attacking participant who shows up without warning. While he is probably not likely to appear very frequently, this most feared individual is the transformed “Incredible Hulk” who threatens to destroy group process by explosively regurgitating his intense relevant or irrelevant rage at the leader and all over the group. (Yes – I’m mixing metaphors … Super Grumpy + Incredible Hulk … but I’m doing it on purpose … you’ll see why.)

It could happen. It’s unlikely to happen. In my own 25+ years of running groups it has happened maybe 10 times. However, the unpleasant experience and idea that this wildly uncontrollable character can sabotage the group, the outcome and the image of the leader to his/her client, can leaves you  looking up at the overhead, wondering when a group member’s accidental or purposeful aggression might erupt in the session and land on his head.

A little stage fright is energizing and keeps us on our toes. On the other hand, anxiety over unpredictable aggression without techniques for dealing with it detracts from our ability to perform at our best.

Let’s think about the Incredible Hulk for a minute. This is a basically good guy who is transformed by an impulsive temper into a giant muscle bound monster of fury. I’m going to digress just a bit to tell a little of his story.

Unless you’re a Hulk aficionado you probably don’t know that Bruce Banner, AKA The Incredible Hulk, was a product of an insanely jealous father who murdered Bruce’s mother in a green-eyed rage over her love for her son.  Bruce father then abandoned him and  continually accused him of being evil and reprehensible for all the bad things that had ever happened.  Poor Bruce stayed sane by diverting his grief, hurt and anger to the study of science. He got his doctorate in nuclear physics and went to work at a nuclear research facility, where in a heroic effort to rescue a friend, he was caught in the heart of a nuclear explosion. He mutated into seven feet, one thousand pounds of unfettered fury – the most powerful creature to walk the earth (aside from my husband Glenn, of course).

The disfiguring transformation was triggered by the build up of intense feelings and stress. When his anger was physically expressed and released during his Hulk conversion he would then transform back to his normal easy-to-get along with persona.  However, this was only after wreaking havoc around him, scaring the living daylights out of everyone in sight and knocking off a few people who got him PO’d.

The point of moving from the Super Grumpy[3] metaphor to the Incredible Hulk is … we can all EMPATHIZE with the Incredible Hulk because we know that underneath the fuming façade is a good soul.  Unfortunately, it’s harder to identify with a Super Grumpy when he shows up in our meetings, threatening to destroy us, the group process and the quest for learning or resolution of problems in our groups.  We can forget, that there is a real person with real needs and perhaps important issues that need to be addressed before we can continue with our agenda.

Strange as it may seem, the best way to deal with an overly aggressive, ‘in-your-face’ aggressor is to dig deep inside yourself to find empathy for their feelings. This, of course, is very easy to say, and quite another thing to accomplish.

In Part II, we’ll review the options. (Note: It’s MUCH more complicated than saying “I feel your pain, brother!” … I mean, the 1960s were over a long time ago!).

In the meantime, think about the challenging people you’ve encountered.  When they gave voice to their anger and annoyance, how did that affect your meeting?  What did you feel?  What did you do?  What did you wish you had done instead in thinking about it later?

To your success!

Warmly,

Sharon J

Categories
Best Practices Growth Skills

Can Your Headline Make Me Eager to Read Your Article?

You can write the best story ever told, but without a good headline, it might not get read. Whether you are doing the writing or one of your staff is, pay attention to headlines.

Experts estimate that 80 to 90 percent of people who read a headline won’t go on to read an article because the headline didn’t grab their attention. How disheartening when you are using company’s resources to create what you think are compelling articles!

That doesn’t mean that you can write a mediocre article and focus solely on a catchy headline. It means that your headline has to provide a compelling reason for the reader to go beyond it.

Here are some do’s and don’ts.

Don’t Use Clickbait

 In general, clickbait refers to content that deliberately misrepresents or over-promises something. It can be used to entice someone to click on a link that will take them to a web site.

When used in headline content, it attempts to induce someone to read the article.

Some examples could include:

  1. “Lose 20 pounds in 4 days ”
  2. “Seven Investments That Can Save You From the Coming Crash”
  3. “How to Keep Your Child From Turning Into a Drug Addict”

They all use exaggeration. The first headline about weight loss is probably not even safe. The next two incite fear and try to make you feel that if you don’t read further, your life is doomed.

Rarely do the articles connected to such headlines deliver on expectations.

Readers will remember a click baiting writer who uses a byline. They won’t click again.

Clickbait isn’t ethical and it doesn’t work.

Promise to Answer a Strong Need

  1.  “How to Make Your Doctor Listen to You”
  2. “7 Questions You Should Always Ask Your Pharmacist”
  3. “Exercise: the Low-Cost Lifesaver”

Follow-Through

Important as your headline is, your article must fulfill its implicit promise about your company’s products or services.

If you write about exercise, present a range of exercise practices so that people of different physical abilities and ages can benefit from them.

Put your own experience into the story. How did you make your company achieve success in solving a problem?

Also remember this: Click through is not the end of the story. Are people commenting on your articles? Do they sign up to receive your blog in their newsfeed? If you have a special offer, do they download it? Positive answers to these questions indicate growing success.

However, you need a compelling headline in order to have a chance at achieving those goals. Practice until you get them right.

Pat Iyer is one of the charter members of the C Suite Network Advisors. As a ghostwriter and editor, she helps her clients shine. Contact her through www.patiyer.com.

Categories
Marketing Personal Development

5 Questions To Qualify Photographers Beyond Their Portfolio And Price Tag

One of the biggest misconceptions about choosing the photographer that’s best for your needs is that you base that decision solely on the photographers price tag and portfolio.

In one sense, this line of thinking makes sense considering the level of work that you want from a photographer must aptly represent the style and presentation you’re looking to get from your image content, while living comfortably within your budget.

But, be warned.

If you do that, you’re setting yourself up to potentially waste your investment of time and money.

How come?

A successful and valuable portrait session is not solely dictated by the skill of the photographer behind the camera and how comfortable you are with paying for this skill.

Yes, these are absolutely important factors to consider, but, the work that they’ve created in the past does not mean they’ll necessarily be able to produce the same results by working with you.

There are many more variables to consider when hiring a photographer that’s right for you.

First, is there a natural rapport and connection between you two? Second, are they ready to help define and support your objectives and goals that you have for your portrait session?

In order to answer these questions, you must do some digging when you have these potential photographers on the phone by asking them the right questions that will clearly illustrate whether or not they are a good fit to work with you.

When you feel energized and confident after getting off the phone with them because you now have a clear understanding of who they are, how they work AND how good they are in producing magazine-quality portraits that present you as the expert you are, you’ll be in a much better place to make your decision.

After all, you don’t just want to hire a button pusher with a fancy camera – it’s essential to work with a collaborator in your success – and that’s what you really need in order to get the image content that’s required for your website, social posts, blog articles, speaker submissions, ads, and everything else associated with marketing your business online and in print.

With that in mind, what are the questions that you need to ask?

I’m glad you inquired, 🙂

Let’s go through some important ones…

How do you make your clients comfortable in front of the camera?

This is huge.

Why?

When you fake it in front of the camera, it will show all over your face.

You want to work with a photographer who has the type of personality that will inspire you to drop your guard, get you out of your head thinking about every perceived blemish on your appearance and into the moment so that your body language and expressions on your face are natural to who you are.

When you’re on the phone with this potential photographer, pay close attention to how they answer this question, and think to yourself whether or not this person will inspire comfort and confidence out of you. Is their voice soothing? Does the tone they use resonate with me? Do they make me laugh? Will I be comfortable being open and honest with him/her during the session?

It doesn’t matter how amazing the photographer’s portfolio is – if you don’t feel comfortable with this person in the same room with you – you’ll never get the photos that your business requires.

How do you direct during a session? Are you quiet or very talkative? Technically driven? How do you do your thing?

This question is along the same lines as the one above, although it allows you to get in the weeds a little bit more with respect to their process, giving you the opportunity to see if their directing style meshes well with your sensibilities.

Do you prefer someone to talk non-stop throughout the session in order for you to stay focused on the present moment? Or, are you super confident in front of the camera, have done this a million times and need minimal direction in order to produce the types of portraits you need to promote yourself?

That needs to be answered by you and you alone.

Once you know what you need in order to maximize the results of the session, ask the photographer how he/she works, and you’ll know immediately whether or not this particular photographer is a good fit for you.

Have you worked with a (your specialization) in the past? How did it go?

One of the primary issues with image content within the speaker, author, coach and high-level entrepreneur communities is that the portraits they post are not quite what they need to truly resonate with their audiences.

Yes, there’s a lot of beautiful work out there, and these thought leaders look as spectacular in their photos as they do when they’re on stage presenting, but, there’s something missing…

…it’s not enough to simply look your best in your images – that’s just a stud in the foundation.

You also need your image content to visually punctuate the sentiments and emotion of every story that you share with your audience in order to truly gain their attention and advocacy.

Remember – the primary goal of leveraging image content is to build connection and rapport with your audience

As a result, you need images that not only flatter and accentuate your appearance, but they also need to clearly illustrate who you are, who you serve, and why you do what you do.  

How do you achieve this?

Don’t just stare into the camera and look pretty!

Create lifestyle portraits that show your audience how you work, how you work with clients (virtually, in person, etc), and how do you brainstorm your thought leadership.

(Side note – it’s also important to present powerful images of you speaking from the stage, but, that’s a separate component that I’ll elaborate on in future articles.)

These types of portraits de-mystify your process, breaks down the fourth wall and allows for your audience to envision what working with you looks like, which goes a long way to establishing trust.

When you pose this question to a potential photographer, it will generate an answer that will let you know whether or not this photographer understands what you need or is just focused on making you look good in front of the camera. 

And believe me, I don’t know one photographer that doesn’t want their clients to look good, 🙂

Do you provide a pre-session strategy call, and if so, what do we go over specifically?

If the answer is no, then this is your cue to politely end the call.

Why?

If you work with a photographer who opts to “wing it,” then they are not going to get you what you need. They are not truly collaborating in your success. How are they supposed to know what you need? Telepathy? Magic?

You’re an established pro and it’s essential that you receive that same level of professionalism and investment from your photographer in order to produce the images are required for your business.

Good photographers who provide excellent results want to know the finer points of what makes you unique and special, and that doesn’t happen without a lengthy conversation.

For example, when I was starting out my photography business, I conducted private portrait session without a call, and the results varied wildly to say the least.

Now, I interview my clients with a slew of questions meant to bring light to their short-term and long range business goals, what offers they plan on enacting within the next year, what books inspire their thought leadership, their tools of their trades, what types of outfits they wear when working alone or are with clients, questions about their personal hobbies and interests, among many other related topics of interest.

These unique tidbits translate directly into image content that we will capture during their sessions, making it a more personalized and optimized experience.

It’s not a nice to have – it’s a prerequisite.

“Talk to me about the image selection process – will you help me, am I at it alone or is it a combination of the two?”

Some clients have expressed to me that in their past portrait sessions, the scariest part was not the session itself, but afterwards, when the photographer would send them a link to a gallery filled to the brim with images and left it up to them to figure out which ones they wanted to purchase.

Um, yeah – that’s overwhelming for many people, and not a lot of fun to work through alone.

With regard to my process, I love sitting down and reviewing every single image I capture with my clients – it’s like Christmas morning and I’m a grandmother watching the joy on their faces as they “unwrap” these portraits one-by-one and see themselves in a way that they’ve never seen before. We talk about how each photo could be best leveraged in their business (social post, website, profile pic, etc), and toss the ones that miss the mark.

My clients appreciate the hand holding, advising and added value to their photo session experience.

Understand what your ideal experience is with respect to selecting images and ask the question to see if the photographer on the phone is prepared to provide you with the help and guidance that you require.

Engaging in a portrait session is an extremely intimate experience, make no mistake about it.

You’re putting yourself under a microscope for several hours, sharing your vulnerabilities with a person photographing them non-stop.

It’s a scary, or, at the very least, time-consuming proposition, but, if you seek to create a memorable and referable online presence, it’s absolutely essential that you get this part right.

By qualifying the people behind the camera before you set one foot in front of the camera, you’re setting yourself up for a wildly successful and beneficial session.

—

John DeMato is a NYC-based lifestyle portrait photographer and content creation expert who serves speakers, authors, coaches and high-level entrepreneurs across the country. He also has a 3x weekly blog that shares a variety of strategies, insights and tactics related to presenting yourself memorably and powerfully through your online presence.

Categories
Best Practices Entrepreneurship Human Resources Investing Leadership Marketing Personal Development Sales

5 Sales Strategies Not Found in How-To Books

As a salesperson, you’re trained to ask customers what they want in terms of your product offerings. That’s wise advice but it’s incomplete. If you only ask customers what they want and then give it to them, you’re missing the biggest opportunity that has ever come in front of you – the chance to sell innovation.

Technology allows us to do things that were once thought impossible. While it is important for salespeople to ask customers what they want and then deliver on it, all that will do is keep you in the game – not ahead of it.

Chances are your competitors are asking customers the same questions, they’re getting the same answers, and they’re providing the same solutions.

So how do you break through to the next level of sales and become an anticipatory salesperson? Below are six strategies you won’t find in most how-to sales books.

1. Follow the Golden Rule of Sales

The Golden Rule of Sales is to give people the ability to do something they currently can’t do but would want to do if they knew it was possible. In other words, the Golden Rule is to help your customers be anticipatory. It’s called the Golden Rule because it’s much more profitable than simply giving clients what they ask for.

The key is that you have to look a little bit further into your customers’ predictable needs based on where they’re going. Only then you can see unmet needs and new opportunities.

2. Get Comfortable Around Technology  

One stumbling block in selling technology can be that the end user is awkward with new types of technology and related products. But another stumbling block could be that you, as the salesperson, are unfamiliar or uncomfortable with the tech-driven solution you could be selling.

This is where the value of a time travel audit, one of the core components of my Anticipatory Organization Model, can prove essential.

3. Practice Anticipatory Selling

Anticipatory selling offers enormous opportunity for those who recognize that the very nature of sales is shifting and, further, that there are strategies to leverage that change.

One key strategy of anticipatory selling boils down to something I call a pre-mortem. Unlike a postmortem, which is an examination after the fact, a pre-mortem is focused on anticipating objections, problems and issues before they occur – and, from there, pre-solving them before the sales process even begins.

4. Raise the Bar on Trust  

You need to shift from being a vendor to being a trusted advisor. A vendor simply supplies a product. A trusted advisor supplies true advantage.

When you seek that higher ground and become a trusted advisor, your clients trust you more.

Remember that the future is all about relationships. Relationships are all about trust, and you gain trust by earning it. So never teach people to distrust you by stretching the truth or hiding some pertinent information. To differentiate, you need to raise the bar on trust.

5. Commit to Finding the Customer’s Truest Needs

When you focus on redefining what you already have, you can take your current offering and leverage it to new levels. That’s when you become a sales leader. It’s not because of some fast-talking sales pitch, it’s because of your commitment to your customers and their true needs.

So focus on relationships, trust and truth, and you’ll be able to give your customers tools and solutions they never dreamed possible. As a result, both you and your company will attain new levels of success and realize the profit potential you always knew existed.  

Want more tips for anticipatory selling? Get my book The Anticipatory Organization: Turning Disruption and Change into Opportunity and Advantage, available now at www.TheAOBook.com

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

How to Negotiate Better and Avoid a Liar’s Beating

 “To avoid beatings, avoid their cause.” -Greg Williams, The Master Negotiator & Body Language Expert

When you negotiate with a liar, be cautious. Identify him as fitting into one of three categories, a habitual liar, a loose attendant with facts, or one that honestly misstates information. There’s a distinct difference between those three mindsets. To negotiate better and avoid a liar’s beating, know those differences and how to address them. This article notes the distinctions and gives insights into doing just that.

Habitual Liar

This is the negotiator that will lie for the pleasure of deceiving you. He obtains a ‘high’ when viewing himself as a master trickster. He’s also the most dangerous negotiator type that you can encounter because, at times, he’ll lie just to be lying. Don’t let your guard down with this type of negotiator. If you do, you may pay a high cost for your lesson.

Loose with Facts

The negotiator who uses facts loosely may be someone that seeks to sway you with information. He may do so if he senses your logic is driven by data. In his attempts to sway you, he may quote statistics and/or facts that aren’t as valid as he professes them to be.

If you suspect he’s playing loosely with facts, pull out your mobile device. Ask your favorite Internet site about the validity of his statement. Do that in front of him. You may have to do that a few times. He’ll get the hint that you’re not someone swayed by the tactics he’s employing.

Misstates Information

Something that’s stated as the truth is a lie if it’s not true. And, everyone misstates facts at times. This may occur due to faulty memory. Because of that, your guard doesn’t have to be as high as with the other two types. Nevertheless, you should still note the degree of misstatements he makes. If he projects a demure demeanor while doing so, he may be using that as cover to hide his deceit.

Test the Liar

Regardless of the liar type, test him. As an example, cite an erroneous fact pertaining to the negotiation. Observe what he does with it.

  • The habitual liar may embellish it, or attempt to use it to his advantage quickly; this may occur at any point in the negotiation.
  • The loose fact individual may extend your version while waiting to see where it might lead; he’s not ready to bite on your bait. If he brings it up later, note when he does so. That’ll be an insight into how he plans to use such information.
  • The misstates facts person may not say anything; that could be a clue that he’s not overly enamored with facts or the lies that extend from them. But, if he attempts to use the erroneous information to his advantage, consider moving him into one of the other categories.

If you sense deception, use the web the other negotiator is spinning to capture you, to ensnare him. To do that, if you’re speaking in-person, watch his expressions. Observe the degree his eyebrows rise; to the degree they do so, you will have surprised him. Note what he does next (i.e. stammer, clears his throat, rubs his eye(s)). Those gestures will indicate that he knows you’ve caught him. And he knows that you know it.

In every negotiation, a negotiator will lie to some degree. You should be most concerned with those that continuously lack conformity to the truth. They’re the ones that will attempt to expand the negotiation pie, only to steal it from you in the end. Thus, the more adept you are at recognizing and knowing how to negotiate better to avoid a liar’s beating, the less likely you’ll incur that beating … and everything will be right with the world.

Remember, you’re always negotiating!

After reading this article, what are you thinking? I’d really 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/

#Liar #Avoid #Beating #Negotiator #Negotiations #bodylanguage #Business #Management #SmallBusiness #Money #Negotiating #combat #negotiatingwithabully #bully #bullies #bullying #PersonalDevelopment #HandlingObjections #HowToNegotiateBetter #CSuite #TheMasterNegotiator #psychology #NegotiationPsychology

Categories
Best Practices Growth Leadership Personal Development

Are You Ready to Promote Someone?

Are your people ready for their next step up?

Promoting from within can be an excellent method of filling the ranks within a growing organization, but there are several pitfalls for senior leaders to consider when organizing their promotion plans and elevating people into new or elevated managerial positions.

These considerations fall into the broad categories of technical skills, peer relationships, and leadership attitude.

Promoting from within is never easy for organizations, but there are concrete steps to ensure that new managers are set up to succeed in their new roles and that their teams are not left leaderless and directionless.

Managers, especially new supervisors, are often promoted on technical merit. After all, if someone is good at a particular job, it can be easy to assume that they are ready for a direct supervisory role over others in the same or similar functions. Job functionality is only part of leadership competence. New managers often find themselves lacking or having little organizational, strategic, and interpersonal skills for their new roles.

For these managers it can be stressful adapting from actively being engaged in one project at a time to managing multiple projects over time, keeping track of each and ensuring accurate and positive outcomes for each. Just the same, they often cannot see how their job affects others inside and outside the organization on a more strategic basis and can have difficulty in finding the appropriate solutions to their teams’ larger-scale problems. As these problems intensify, new leaders can feel additional stress and become further removed from building the crucial relationships with their teams in establishing themselves as a growing leader and functional manager.

Compounding these interpersonal worries — and having the appropriate interpersonal skills to manage, direct, inspire, and review their personnel — is the aspect of their past peer relationships. No one should ever be denied a promotion because they have close friendships in an organization, but these friendships enter a new dynamic when one is promoted over the other, especially if the newly promoted manager finds themselves in a direct supervisory position over their former peers. These new leaders will need additional coaching and support in this environment, as it will be comfortable to either fall back on old relationships creating a possible fraternization atmosphere or become stressed because of the new dynamic and begin to withdraw and craft avoidance behaviors around their former peers.

Attitude is everything in an organization, and it can be an unpredictable aspect to a newly promoted manager. New positions and responsibilities can mean new stressors, and it can often be difficult to ascertain beforehand how someone will react when placed in a higher-responsibility situation. Leaders should be grown into a new position, not thrown in. Proactive mentorship can provide growing leaders an opportunity to hone their skills, develop the mindsets off of a positive role model, and seek resolutions towards smaller problems and apply these outcomes towards larger ones.

New and growing leaders require support in all aspects of their development. It is no simple event to promote someone and then expect them to have the success in their new position as their last. Senior leaders must cultivate a strong strategy in their organizations for how their personnel will grow and develop over time, provide concrete goals, and paths for how careers can, and will, progress.
These pathways should include adequate support at all levels, in both formal training and education, and informal mentorship. Also, there should be planned job enrichment and expansion for growing leaders to give them time to cultivate and hone these skill-sets which can vary widely from their traditional roles.

Categories
Best Practices Body Language Culture Health and Wellness Human Resources Management Marketing Skills Women In Business

Please Pass The Puppy

Up until a couple of years ago, anyone who knew me fairly well, knew that I had a wonderful little mascot, Stewie the Shih Tzu. We’d been hanging out together for 13 years and he accompanied me to many places: to work every day when I was in my home office, on the road whenever I could, to my hairdresser, and he sat on my lap in the dentist office.

What you may not know is that Stewie has participated in a number of marketing research, training and creativity events.

It started when he was a two month old puppy. At that time, I had a facility on Long Island. My partner and I were running a creativity session with a pharma company and it’s agency. There were 16 people sitting around the table for many hours, coming up with new ideas for several categories of products. Since Stewie was still so little, I brought him along.  After getting permission from the group, we set up a make shift puppy playpen in the corner just behind my chair.

Not surprisingly, early in the session Stewie started whining a little, so I picked him up and held him in one hand while I continued conducting with my pen in the other.  [Later one of the participants told me that Stewie’s little head kept bobbing up and down following the pen as it drew invisible lines and circles, mirroring the movements of my improvised baton.  Can you tell this puppy was my child?!  I thought everything he did was adorable.]

This was a fairly typical brainstorming session – the group was charged with identifying areas we wanted to develop, getting spontaneous downloads of ideas, using creative excursions to move away from the problem at hand to make new associations, generating possible ideas from the new input and then doing it all over again.  While much of the time was spent in spontaneous talk mode, there was some head down writing involving focused concentration.

For some people that part is tense.  At one point during a writing exercise, a woman lifted her head, turned to me, arm extended and commanded, “Please pass the puppy”  — which of course I did without a blink.  Stewie continued to travel around the room at various times throughout the day providing comedic and warm fuzzy relief when people needed a break or wanted to lessen stress.

Stewie continued his apprenticeship over the years, listening in while providing licks and entertainment to my clients.  Most of the people I work with were thrilled to have him attend and several actually requested him. Why? Because he brought “love” and innocence into the session. He’s spontaneously silly, engaging in hilarious antics that are entertaining. He cuddled, invited petting and patting, gave licks, asked for what he wanted, and was genuinely and obviously appreciative of any attention given to him.

One of my clients, James, loved to have Stewie along. In addition to just enjoying Stewie’s presence and clowning around, he also relished the opportunity to take the pup “out for a walk” – a euphemism for grabbing a smoke.

On one occasion, we were conducting a series of one-on-ones with MD’s on a set of concepts for a new medication.  It was suburban Philly.  We were interviewing 15 docs per market. After interview #10, James said, “Hey, I have an idea. We pretty much know how we’re doing here. [This was the final of three markets.] What would you think of bringing Stewie into the front room to see what happens.  It would be research on research!”

I asked if he was sure he wanted to take the chance of forfeiting the interview results, and he replied with an enthusiastic “YES!”  So, I greeted the psychiatrist in the waiting room and told him that I had my dog with me.  How did he feel about dogs? How might he feel about allowing the dog into the interview room?  The doctor said it was fine with him.

Imagine the set up. My back is to the mirror.  The doctor is facing the mirror.  I have two tables set up in an L with stacks of materials as well as discarded papers in a pile under the table ready to be shredded.  We start the interview with the purpose of the talk and an introduction of the doctor; medications he currently writes for his patients, etc.

Then we switched to concept exposure.

Stewie started out laying at my feet.  That lasted for about 10 minutes before he started exploring.  The first thing he found was the pile of papers on the floor. Stewie saw an opportunity to earn his keep and started aggressively shredding the paper. Meanwhile the doctor continued to talk as if oblivious to the noise and distraction, while I’m thinking to myself, “oh well, I guess this isn’t going to work.”

I picked up Stewie and got him to settle down on my lap while we progressed in the interview, showing more ideas for the doctor’s feedback. I don’t know what you know about Shih Tzu’s, but because of their short snouts, they have a propensity to snort and snore. In fact Stewie can snore louder than my Grandmother who was queen of sawing wood, honking and whinnying while she slept.

Internally, my virtual eyes were rolling, but I stayed with the process, asking questions, probing, clarifying, moving onto the next set until we finished. Surprisingly, after a couple of giggles of acknowledgement of Stewie’s off key concerto, we got through the entire interview covering all the materials.

As were winding down, I asked the doctor what it was like to have the pup in the room. His answer was very interesting. He said that he’d done interviews before and that even though he knew he was being asked for his honest response, he generally found himself trying to give the answers he imagined the interviewer wanted to hear. But this was different. He allowed himself to be authentic and say what was really on his mind.

In classic interviewer style, I said, “interesting, what might have contributed to the difference in your response.”

He said there were two things. Having the dog in the room gave him the sense that his own playfulness and creativity were encouraged. To him this translated to allowing himself to be relaxed and open. In addition, my accepting of Stewie without punishing his behaviors said that I would be accepting of whatever he had to say. The result was he was comfortable taking the risk of telling me how he really felt about the product concepts.

James, who had been laughing his head off in the backroom, sobered up and took notice. James was in charge of the internal research training program. His company holds a bi-monthly Lunch and Learn event that is offered to all in the research department of his company. The doctor’s reaction was so intriguing, that he actually wrote it up and distributed it to the VP of Research as well as his peers for future consideration.

There is a dynamic relationship between people and animals. Each influences both the physiological and psychological state of the other. In the presence of animals, people seem healthier and happier and actually experience improved health benefits: lower blood pressure, less anxiety and a general sense of feeling good about themselves. In fact, pets can add to longevity. Grieving elderly widows and widowers left with pets survive years longer than their counterparts without pets.

Animals are a natural source of genuine affection. They create an emotionally safe, non-threatening environment that can encourage people to open up. In the presence of friendly pets, people relax and calm down. They forget about their worries, loneliness, sadness, pain and fear. They laugh and feel moments of unselfconscious joy.

Did you know that 20% of American businesses allow their staff to bring companion animals along with them to work?

The value of a cute pup or pet in work situations has been researched. Results of a survey sponsored by The American Pet Products Manufacturers Association indicated positive outcomes as a result of bringing pets to work.

Participants agreed that bringing their pets to work led to:

  • An increased willingness to work longer
  • A decrease in absenteeism
  • Improved relationships with co-workers
  • An environment that fosters creativity
  • Higher productivity

So, do you have a pet that might like to give back? Maybe become an assistant researcher or facilitator?  Just be sure to protect anyone who might have fear of fur and get their permission before introducing your pup.

To learn more interesting tips on making work less like work and encouraging employee engagement click http://www.future-proof-your-career.com

Categories
Best Practices Human Resources Management Marketing Personal Development Sales

There Are Two Kinds of Training. Only One Works.

For as long as I’ve been working, I’ve experienced training. We all have. We also know that it doesn’t’ always “stick”. This is especially true of sales training. Let me share one big “why”.

As my role transitioned into sales leadership, and now consulting, I had to figure out why some training works better than others. When an initiative involves training, whoever owns the results of that initiative (sometimes different from who leads the training) must understand why…and what to do about it.

There Are Two Kinds of Training.

The two kinds of training are really related to two kinds of content:

  1. Content that trainees can “know”.By this, I mean that information in the training is simply transferred with little or no behavior change. Examples in the sales world are how to prepare a bid or enter an order, or how to find collaterals. General examples might be how to log into the company networks or get help, where to go for an access badge, etc. In banking, we had “how to spot and report possible money laundering” training. The point: learning is simple knowledge transfer. Training works fine for this kind of content.
  2. Content that addresses what trainees “do” (behavior content).A lot of sales training falls into this category. It introduces and defines specific selling behaviors…perhaps with some role-playing for practice. A training department might erroneously measure “success” via post-course content retention testing. By contrast, the vice president of sales owns results responsibility; for him or her, success means permanent behavior change. Millennial-friendly hip multimedia content, video role-playing or easily digestible micro-eLearning modules won’t change behavior. These innovations are great at achieving “know”: they effectively transfer knowledge and introduce desired behavior, but they don’t drive behavior change.

The second kind of training doesn’t work…without help. Behavior change training alone works for only a very small percentage of self-starting and highly capable sellers.

I have watched many companies fail to distinguish between the two kinds of content. As a result, they unconsciously cripple a “sales training” initiative by applying a “know” solution to a “do” problem. They fail to adequately reinforce behavior change after a “do content” training event.

Changing Behavior is Simple, But Not Easy.

The difference between “know” content and “do” content is the level and type of follow-up required. “Do” requires follow-up coaching. Until recently, coaching required a personalized coaching regimen delivered via old-fashioned human interaction. (more about new innovations in that area below). The graphic above shows a table of the difference between a training event and coaching for “do” content. Notice how coaching focuses on adopting or changing behaviors. The differences are pretty self-explanatory.

The gold standard of coaching behavior content is and has always been manager-delivered. Due to the one-on-one nature of effective coaching, a seller’s immediate manager is the logical person to deliver effective coaching.

I was one of the first in my company to become fully certified in the full suite of (Miller Heiman Group) coaching methodologies. I now help not only my own clients, but those of several colleagues to build coaching acumen in their management corps. It’s a hugely rewarding part of my consulting practice: I grow sales careers by growing sales managers’ careers.

Artificial Intelligence (AI) Comes to Coaching

The promise of AI is that it can act as an expert system that tirelessly monitors behaviors looking for gaps. An AI system has the time that a sales manager lacks. This is a powerful management tool. It also requires a huge underlying data set to “teach” the system to recognize both behaviors and behavior gaps.

I work with one of the first systems capable of recognizing critical selling behaviors. It diagnoses selling gaps proactively. It’s able to spot deal risks and recommend corrective selling behaviors in time to change the deal trajectory, a major innovation. This system operates from an expert system database built from the deepest experience base in existence: the largest, most successful B2B selling organization in the world. This knowledge base is poised to become the first to use machine learning (one form of AI) to diagnose sales opportunities via CRM data. This requires a different CRM that collects behavior data rather than today’s usual “activity-based” tracking. For instance, you can’t coach from “how many calls did this salesman make”. You can coach from data about meaningful conversations. CRM data isn’t today’s activity-based tracking; it’s metrics with insight into a buying decision…selling behaviors.

While personal coaching is still the gold standard, an expert-based system focusing on selling behaviors lightens the load on front-line sales managers. Sales managers are a very overloaded group, and can use the help.  A system which can automatically catch and notify sellers of the most common behavior gaps allows managers to concentrate their coaching on higher-value issues. Managers can follow up when sellers don’t react to machine-based suggestions, coach for more subtle points, etc.

Don’t Address a “Do” Problem With a “Know” Solution

If you and your company want to embark on a sales performance improvement journey, make sure your plan distinguishes between “know” and “do” content.  Then make sure that you do “do” correctly: with a robust coaching component. Also look for a solution which has a clear future into automated ongoing coaching using AI or some similar technology.

If you’d like a fresh set of eyes on your situation, I’d be happy to spend some time hearing your situation out, and your thoughts. Contact me at mark@boundyconsulting.com if you’d like to access a free sounding board. Comment below if you have any additional insights or questions to share.

To your success!