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8 Words That Will Make You a Better Negotiator – Part 2

“Words have an impact! Choose impactful words carefully when negotiating, they’ll determine your degree of effectiveness.” -Greg Williams, The Master Negotiator & Body Language Expert

This article is part 2 of a two-part article. It contains an explanation of the second group of 4 words that complete the 8 words you can use to become a better negotiator. Here’s the link to part 1 of this 2 part article  http://www.themasternegotiator.com/8-words-will-make-better-negotiator-part-1-2-negotiation-tip-week/

Now imagine the new you, not limited, because you are instantly free.

There are 4 words contained in the sentence above that will make you a better negotiator. Do you know which words they are, how to use them, and why they’ll give you an advantage when negotiating? After reading this article, you’ll know why those 4 words have such power, and how to use them in your negotiations.

Communications can be challenging when negotiating. That’s one reason why you should always be mindful of the words you use, the impact they’ll have, and how such words will position you in a negotiation.

The 4 words are, now, imagine, limited, and instantly.

4. Now – The word, ‘now’, implies in the moment. You’re not in the past or future, you’re in the present moment. That’s the power of ‘now’. It makes you focus on the situation at hand while clearing the cloudiness that other aspects of the negotiation might present.

Use the word, ‘now’, to focus the other negotiator’s attention on what’s being discussed in that moment. The word can also be used to distract from items that may attempt to conflate matters that may or may not have relevance to the negotiation.

6. Imagine – ‘Imagine’ is a wonderful word to use in a negotiation. It can take the negotiation from the here-and-now to a place where happiness or dread awaits.

You can use the word, ‘imagine’ when you want to transform the other negotiator’s perspective from a more or less agreeable point to one that is more aligned with what you seek from the negotiation. Use the word, ‘imagine’, to allow him to become transfixed in an emotional state where harm does not exist or where it looms voluminously.

7. Limited – This word implies that there’s not a lot of what you’re discussing; “if you don’t grab this soon, it’ll be gone and you’ll miss out.” That’s what, ‘limited’ implies.

Good negotiators will test you when you state that something is limited. Still, if your boast is proven to be true, you’ll move the other negotiator to action by using this word as a call to action. Just be mindful of how and when you use it. If its use is proven to be untrue, you might cause irreversible harm to the negotiation.

8. Instantly – Everyone seeks gratification. For some, the need for such acquisition is greater than others. The word, ‘instantly’, implies that you can have what you seek, right now.

You can enhance a negotiation by giving the other negotiator a sample of what he seeks from the negotiation; make sure it’s something that he really wants. By doing that, you’ll be instantly giving him a taste of what he can acquire if he adopts your position. If this tactic works with him, you will have also uncovered his need for gratification, and to what degree he’s willing to control it to obtain what he wants from the negotiation.

You now have new insights into how the above words can instantly increase your negotiation abilities, and just imagine, you acquired these words for free because you read this article. Imagine what this new knowledge will do for you. Don’t let yourself be limited, use these words in your negotiations … and everything will be right with the world.

 

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 5-minute video on reading body language or to sign up for the “Negotiation Tip of the Week” and the “Sunday Negotiation Insight” click here http://www.themasternegotiator.com/greg-williams/

Remember, you’re always negotiating.

#HowToNegotiateBetter #CSuite #TheMasterNegotiator #psychology

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Best Practices Entrepreneurship Health and Wellness Human Resources Management Marketing Skills Women In Business

Too Much of A Good Thing? New Strategies to Enjoy Real Work-Life Harmony in the C-Suite

Early morning board meetings, late evening client dinners, conference calls, international travel, a jam-packed family and personal schedule. It’s all good, but it may seem like constant non-stop busyness all the time. Are you doing more, but feeling less satisfied and more frustrated?

Fortunately, there are strategies to increase the real goodness and harmony in your life. Your ability to prioritize and optimize all the abundance you enjoy comes from making the right decisions about what is “important to do” rather than what is simply “nice to do.”

Evaluate and set your criteria. Determine the key professional and personal priorities, causes and activities that are truly aligned with your core values and highest intentions for the short and longer term. Turn inward and evaluate where you are accomplishing the most good and receiving the most personal satisfaction. Are you saying “Yes” more often and “No” less frequently because you are afraid of being left out? Learn to say “No” to the ordinary to be able to say “Yes” to the outstanding. Take a stand for what you really want!

Plan and prioritize. Look at your week and month and list your intentions and commitments. Sort the important from the merely workable. Think of your life in three pillars: career/business, health/family, faith/education/renewal and consider adopting the 8-8-8 model for your daily schedule. Designate eight hours for work and business, eight hours for yourself and your family priorities and eight hours for rest.

Make time for yourself every day. Part of your personal pillar should include some “me time” for peace, quiet, reflection and rejuvenation. Consider rising thirty minutes earlier and starting the day off with some movement, stretching, meditation, self-hypnosis or quiet contemplation. You will feel more successful and grounded versus feeling scattered and off balance.

Be consistent. Make regular deposits into your body’s energy savings and reserves account by eating whole, real food and engaging in regular physical activity and prioritizing restorative sleep. Inevitably you will need to make energy withdrawals when you are involved in challenging projects or are working long hours. With enough reserves, you have enough goodness to draw upon and your energy account will be charged and healthy!

Real work-life harmony takes courage and awareness. Model these traits for yourself, your family and your organization. Your life will be better for it!

Kathleen Caldwell, is CEO of Caldwell Consulting Group, an Advanced Clinical Hypnotherapist, a C-Suite Network Advisor, Women Who Dare Council Member and the founder of the WHEE Leadership Institute ® (Wealthy, Healthy, Energetic Edge) of Woodstock, Illinois. She works with leaders and teams to energetically and enjoyably produce record breaking results. For more information, Caldwell can be reached at www.caldwellconsulting.biz, Kathleen@caldwellconsulting.biz or by phone at 773-562-1061.

Copyright © 2018. Caldwell Consulting Group, LLC. All rights reserved.

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Growth Leadership Personal Development

DON’T Bother with Strategic Planning

For just a moment, forget goal-setting. Forget the New Years resolutions you jotted down last month. Forget the binder-long strategic plan that sits under a stack of papers.

Oh, don’t get me wrong. I totally believe in the power of setting goals, identifying ways to improve, and in creating a plan to get you there. But as an executive leader working with a team, I urge you not to get the cart before the horse.

Many of the problems experienced by organizations and businesses today are not due to lack of strategy, or the wrong annual goals, and they’re not even necessarily due to poor execution. Most of the problems experienced in organizations today are due to “people problems.” Yup, you heard me right.

DO NOT even bother with strategic planning until you’ve first asked yourself these questions regarding your leadership and your team:

Do we truly function as a team? Leadership teams are often not really teams, but a group of individuals – and a dysfunctional group at best! All the plans, goals, and strategies in the world won’t get your organization to the next level unless you first fix your team.

Malfunctioning teams are usually a group of individuals whose motto is “May the best man – or woman – win.” This is because most leadership team members see each other as rivals. They’re all competing for resources, dollars, and favor for their functional teams and departments. How could a group of individuals with that mindset ever join together to set goals and make strategic plans for the organization as a whole, when all they’re worried about is their own departments?

Am I a strong leader? Strategic planning with a weak manager at the helm is like rearranging the deck chairs on the Titanic. It is futile and I have graciously declined to work with more than one leadership team because I knew that the leader was the root of the team’s problems. So, put your big girl/boy britches on and get some feedback. Ask team members questions like “Is there anything that I’m doing that is getting in the way of you doing your job?” Or ask, “How might I better lead and support you?” If you’re not lovin’ the responses you get, run –  don’t walk – to get yourself some leadership coaching.

Are team members willing to disagree and debate issues? When a CEO tells me that there is no conflict among team members, I’m tempted to respond with something like, “Oh yeah, well I’m the Tooth Fairy.” The fact is, her team doesn’t agree 100% of the time, but they just don’t trust one another enough to stick their neck out and offer another perspective. This is a very risky place to be. Bad things happen – accidents, injuries, and gigantic mistakes – when team members won’t engage in productive conflict.

Do we regularly take time out to work ON the business? Teams (individuals, business owners, and yours truly) get caught up working IN the business – in the day-to-day activities/responsibilities/weeds – and neglect to periodically take a step back to see how they might be more efficient, effective, or productive. And trust me, having a once-a-year offsite meeting is not enough! Here in Louisiana, many organizations take a WEEK off during Mardi Gras to celebrate, reflect, and well, just take a break.  Remember, priorities will shift, markets will change, and customer demands will require you to alter your direction from time to time.

Scheduling outlets for the team to get above the fray and, as Stephen Covey says, “sharpen the saw,” will allow you to move forward more efficiently. It’s also important to make sure that everyone is clear about the goals and is rowing in the same direction.

Do we have a culture of accountability? Are you having those “spicy conversations” with an under-performing team member? Let me tell you a true tale. Names have been changed to protect, well, the guilty. “Mark” is not pulling his weight or honoring his commitments. Other team members become pretty frustrated with him. Then the frustration is transferred to “Mary”, the team leader, because she’s not holding Mark accountable for his lackluster performance. Before long, the team culture, (and thus, that of the organization because it spreads like a bad flu bug), is one of complaining, resentment, and distrust. If allowed to continue, Mary will be left with Mark – alone – after all of the top performing team members have moved on to other opportunities. End of story. I can’t overemphasize the importance of creating a culture of accountability.

Maybe you answered “No” to some of these questions, take heart! All is not lost. You just have some work to do to create a true team so that you can go forward and effectively execute your best laid plans. Creating a cohesive, collaborative team won’t happen overnight, but it is totally doable. If you’d like some help with doing just that, ring me up. There’s no time like the present to get started! Just DON’T get started on your strategic planning until you have your people problems covered.

YOUR TURN:

  • How do you make sure all of your team members are rowing in the same direction?
  • What challenges are you having with your leadership team?

I’d love to hear about your experiences. Leave a comment on our blog and share your insights with our community.

Categories
Growth Leadership Personal Development

DON’T Bother with Strategic Planning

For just a moment, forget goal-setting. Forget the New Years resolutions you jotted down last month. Forget the binder-long strategic plan that sits under a stack of papers.

Oh, don’t get me wrong. I totally believe in the power of setting goals, identifying ways to improve, and in creating a plan to get you there. But as an executive leader working with a team, I urge you not to get the cart before the horse.

Many of the problems experienced by organizations and businesses today are not due to lack of strategy, or the wrong annual goals, and they’re not even necessarily due to poor execution. Most of the problems experienced in organizations today are due to “people problems.” Yup, you heard me right.

DO NOT even bother with strategic planning until you’ve first asked yourself these questions regarding your leadership and your team:

Do we truly function as a team? Leadership teams are often not really teams, but a group of individuals – and a dysfunctional group at best! All the plans, goals, and strategies in the world won’t get your organization to the next level unless you first fix your team.

Malfunctioning teams are usually a group of individuals whose motto is “May the best man – or woman – win.” This is because most leadership team members see each other as rivals. They’re all competing for resources, dollars, and favor for their functional teams and departments. How could a group of individuals with that mindset ever join together to set goals and make strategic plans for the organization as a whole, when all they’re worried about is their own departments?

Am I a strong leader? Strategic planning with a weak manager at the helm is like rearranging the deck chairs on the Titanic. It is futile and I have graciously declined to work with more than one leadership team because I knew that the leader was the root of the team’s problems. So, put your big girl/boy britches on and get some feedback. Ask team members questions like “Is there anything that I’m doing that is getting in the way of you doing your job?” Or ask, “How might I better lead and support you?” If you’re not lovin’ the responses you get, run –  don’t walk – to get yourself some leadership coaching.

Are team members willing to disagree and debate issues? When a CEO tells me that there is no conflict among team members, I’m tempted to respond with something like, “Oh yeah, well I’m the Tooth Fairy.” The fact is, her team doesn’t agree 100% of the time, but they just don’t trust one another enough to stick their neck out and offer another perspective. This is a very risky place to be. Bad things happen – accidents, injuries, and gigantic mistakes – when team members won’t engage in productive conflict.

Do we regularly take time out to work ON the business? Teams (individuals, business owners, and yours truly) get caught up working IN the business – in the day-to-day activities/responsibilities/weeds – and neglect to periodically take a step back to see how they might be more efficient, effective, or productive. And trust me, having a once-a-year offsite meeting is not enough! Here in Louisiana, many organizations take a WEEK off during Mardi Gras to celebrate, reflect, and well, just take a break.  Remember, priorities will shift, markets will change, and customer demands will require you to alter your direction from time to time.

Scheduling outlets for the team to get above the fray and, as Stephen Covey says, “sharpen the saw,” will allow you to move forward more efficiently. It’s also important to make sure that everyone is clear about the goals and is rowing in the same direction.

Do we have a culture of accountability? Are you having those “spicy conversations” with an under-performing team member? Let me tell you a true tale. Names have been changed to protect, well, the guilty. “Mark” is not pulling his weight or honoring his commitments. Other team members become pretty frustrated with him. Then the frustration is transferred to “Mary”, the team leader, because she’s not holding Mark accountable for his lackluster performance. Before long, the team culture, (and thus, that of the organization because it spreads like a bad flu bug), is one of complaining, resentment, and distrust. If allowed to continue, Mary will be left with Mark – alone – after all of the top performing team members have moved on to other opportunities. End of story. I can’t overemphasize the importance of creating a culture of accountability.

Maybe you answered “No” to some of these questions, take heart! All is not lost. You just have some work to do to create a true team so that you can go forward and effectively execute your best laid plans. Creating a cohesive, collaborative team won’t happen overnight, but it is totally doable. If you’d like some help with doing just that, ring me up. There’s no time like the present to get started! Just DON’T get started on your strategic planning until you have your people problems covered.

YOUR TURN:

  • How do you make sure all of your team members are rowing in the same direction?
  • What challenges are you having with your leadership team?

I’d love to hear about your experiences. Leave a comment on our blog and share your insights with our community.

Categories
Best Practices Human Resources Management Marketing Skills Women In Business

There’s No Crying in Baseball – Or Business

“Are you crying?… There’s no crying in baseball!” That line was immortalized forever by Tom Hanks as baseball coach Jimmy Dugan in the 1992 hit movie A League Of Their Own about the women in professional baseball during World War II. The sentiment was echoed by a panel of executive women last night at an event I attended. When the moderator asked, “Is it ever okay to cry at work?” all four women gave an instant and simultaneous thumbs-down. This started me thinking about other emotional behaviors that are not acceptable for women or men, and how to express them more appropriately in the workplace.

Beyond tears, I think the most challenging one is anger. Anger is an emotion that we all feel at times, but how can it be expressed appropriately? We’ve all probably had the misfortune of witnessing a boss berating an employee, often in sight or earshot of others. While the employee is momentarily humiliated, the person who loses more respect is the boss who lost control and felt compelled to tear someone down in public. Regardless of the error made or how justifiably furious you are, there are right ways and wrong ways to express it.

First, you need to ensure that the language stays professional, not personal. Asking (even if not calmly) “How could this have happened?!” is very different from yelling “How could you be so stupid?!” Even if you’ve had multiple conversations with the person about costly, sloppy work in the past, it’s important to keep the discussion focused on the behaviors: “This is the second time you have missed critical details that have cost us time and a significant amount of money. You got an oral warning the first time, so this time I need to make a formal note in your records. If it happens again, I’ll be required to escalate it with HR.” If you want to curse and scream and call him every name in the book, fine – but do it in your car on the drive home when nobody can hear you, or take out your frustrations on the heavy bag at the gym. When you return to the office the next day, keep discourse civil and focus on finding solutions.

Anger is also toxic because it tends to lead to other destructive communication behavior, particularly scapegoating. Maybe nobody on your team made an egregious error, but perhaps a client backed out of a deal you were desperately counting on. Or a blizzard in the Midwest wreaked havoc on your delivery schedule across the region. While these kinds of situations are understandably stressful, it’s important to manage that stress and be careful not to take out your frustrations on others, whether your peers, employees, vendors, other clients, or family.

If you know that you get short-tempered and tend to snap at people when you’re in a bad mood, proactively communicate this to those around you: “I know we’re all working as hard as we can to solve this problem, and none of us caused it. For the next day or so, if I seem particularly short with you, let me apologize in advance; please know that it is not about you so do not take it personally. Thanks for your diligent efforts and patience at this difficult time.” Then, of course, make sure that you don’t make the language personal, and if you do speak harshly to someone who didn’t deserve it, be sure to apologize to them personally afterwards.

Of course, as with all communication, context is key. Someone else on yesterday’s panel made reference to a double standard in which it was okay for Joe Biden to cry in public, but it would not have been okay for Hillary Clinton to do so. I think that was an overstatement, given that Joe Biden wasn’t crying time and again out of frustration because the Republicans were pushing back on the Affordable Care Act. He only cried once in public, and it was while talking about the tragic loss of his son. It was a moment of palpable grief, and the country mourned with him. In a similar situation, if – heaven forbid – something equally awful had happened to Chelsea, and Hillary had wept as Joe did in the moment as a parent overcome with grief, I think it actually would have helped her. Ironically, it would have made her appear more human and relatable, which were two deficits that plagued her campaign. There is a time and a place for everything.

In the end, there are certain emotional behaviors that have no place in business. Recognizing what they are is crucial, but so is having coping mechanisms in place to deal with those triggering emotions when they arise. Not only does incorporating these mechanisms help you do your job more effectively, but doing so transparently and explicitly so others understand your intention is a great opportunity to mentor and teach leadership by example.

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Do you or does someone you know struggle with managing how they express their emotions in the workplace? Or do you have other questions or feedback about this issue? If so, contact me at laura@vocalimpactproductions.com or click here to schedule a 20-minute focus call to discuss it with me personally!

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Best Practices Growth Health and Wellness Human Resources Management Technology Women In Business

Use Technology to Unplug from Technology

Distractions are everywhere. For a lot of employers – they are killing productivity. A recent study by CareerBuilder offers the top productivity roadblocks in the workplace.

  • Cell Phones/texting
  • The Internet
  • Gossip
  • Social media
  • Email
  • Interruptions from coworkers
  • Meetings
  • Smoke breaks/snack breaks
  • Noisy coworkers
  • Sitting in a cubicle

If you’re ready to increase your daily value and the contributions you bring to the workplace, reduce your stress and contribute to boosting profits? Pay attention to these seven strategies productivity strategies and stop killing time:

Extinguish Email. Too many of us are guilty of allowing email to dictate our daily tasks and priorities. It winds up stealing focus and tempts us to venture down paths that aren’t aligned with the priorities we’ve established necessary for the day. Utilize tools, such as Glip, to minimize the back and forth unnecessary chatter email creates. It cuts down on keystrokes required to draft and send messages, the clutter endless back-and-forth emails generates and helps teams get organized in their communication strategies.

Own it. Be honest with yourself. Consider what you’re allowing to become a distraction, keeping you from remaining focused. Is your phone, with their never-ending barrage of text messages, personal phone calls and messages distracting you? Consider implementing the the Moment app. It tracks just how much you’re on your device and allows you to set time limits so you start to step away from the 24/7 phone attachment and step into the present, productive moment.

Be hyper-conscious to what is on your task list this week and prioritize, prioritize, prioritize. What five things are non-negotiables and absolutely have to be accomplished first? What can you delegate? What is just a time-waster and not vital to your vision? Knock those projects out first. The accomplishment will reduce your stress, give you a sense of completion and allow you to move on to other tasks requiring more time and creativity.

Nix the Internet. If you’re anything like me, it’s easy to put off what needs to be done in exchange for a few moments surfing Facebook, Pinterest, YouTube or checking personal emails. Before you know it, you’ve been sucked into a time warp, sacrificing productivity and valuable time. Take a look at the Freedom app to block certain personal websites (including time-draining social media) and allows you to set controls so you can stay on task.

Time-Block. Use your schedule to work with you. Carve out times for periodic breaks where you can check personal messages, social media, get a stretch or go for a walk. Taking mindful breaks will allow you to maximize your focus when it is time to work.

Be clear. In some of the most productive workspaces I know of, team members get creative about sharing when they are in focus mode. Clearly communicating when you are in “do not disturb” mode is vital. Some have signs up when they are on prospecting calls for example. Others use headsets to buffer the noise around them and signal they are “in the zone”. My organization uses Glip’s feature of indicate when we are not to be disturbed, away or available. Using the tools feature helps share with coworkers when you are ready to chat or when you’re in focus mode.

Be mindful. Getting caught in a trap of office politics, gossip or personal chatter can not only be unproductive to your reputation, it can be a real time suck. Utilize days of the week or hours within the day to work remotely when possible. Capitalize on tools like Glip to stay connected without being physically interrupted and side tracked in your day.

Pay attention to what’s pulling at you. What’s taking you away from bringing your best and brightest self to the workplace. Don’t let daily time killers get the best of you and your ability to accomplish what is necessary for success. Which of these strategies can you put in place today to change how you deal with distractions?

 

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Best Practices Management Marketing Personal Development

Why Discovering Value is THE Foundational Skill for Customer Focus

Since customer focus is really value focus, selling processes and methodologies must make your anyone in a customer-facing role better at discovering value gaps. The reason: customer perceived value is the life-force driving all commerce. It’s the “invisible power” inside of Adam Smith’s unseen hand. A sale only occurs when a customer perceives value in excess of price. Prospects only agree to take meetings that are worth the time. Click-throughs are positive responses to a value proposition. When a leader wants their company to be customer-centric, the kernel inside that drive is to be focused on customer value.

Sales is a process of discovering and leveraging value to influence a decision. Dissatisfaction with status quo, aspirations for a better future state, then connecting value to a proposed change.

First layer: Value Discovery

The foundation of customer value focus is conversation skills among any person touching a customer throughout the arc of the customer journey. The ability to uncover value should be a responsibility at every customer touch-point. This doesn’t have to mean sales training for the people in accounts receivable, but it does mean a purposeful development of certain abilities. For groups who interact regularly and deeply with customers, there are several sales methodologies for helping sellers facilitate needs –satisfaction discussions. I happen to love those of the Miller Heiman Group.

Surprisingly, few methodologies guide customer conversations to the critical point where a customer internalizes and measures value. Establishing a value-discovery methodology to all customer-facing roles is a huge competitive advantage for any company pursuing a customer intimacy value discipline……. A fundamental sales skill is helping a customer build a mental value picture.

Second level: Business Acumen

Understanding the customer’s world empowers us to sell conventional value propositions. Understanding their world exceptionally well allows us to connect our solution into a more detailed, more compelling value picture. For this reason, many sales leaders have realized that building business acumen for sellers and customer –facing roles is a big performance booster. Being a trusted advisor requires that a seller knows their customer’s business well enough to give valued insights…and you can’t know your customer’s business unless you know business.

Business acumen gives us the ability to look at a prospective customer’s business insightfully. Demonstrating a deep understanding of the prospective prospect’s business builds the credibility foundation needed to trust a seller’s perspective. Without that credibility, you risk being just another annoying know-it-all spewing a misdirected “credibility deck” in a prospect’s direction. Value messaging turns into old-fashioned “telling” if the perspective is not anchored in customer insight.

Business acumen is needed to discover value that is hidden to average sellers.  It supports a more detailed “map” of value landing points: personas and roles within the target company where the seller’s differentiation generates value. A tool called “value networks” builds this high-level selling practice into a repeatable system for entire sales teams.

Elite level: Achieving higher Win-Win Prices.

Gaining customer insight allows us to not only build a deeply engaging case for change., but to have the customer engage that perception of value in relation to price.

Using great customer conversation skills and methodologies with customers to define and monetize the value they perceive accomplishes two things:

  1. It solidifies a higher win-win price (either minimized discounting on standard products/services or more productive price-setting on custom ones)
  2. Reinforced perception of value, stronger preference. Customers pay higher prices for value received, but only pay higher prices they can’t justify in the short term. Raising prices isn’t the trick; getting them to internalize the price justification is. Once a customer has built their own value case for your pricing, that case tends to stick. When you do it right, customers build a preference for your product/service into their justification for your price

Putting it together

Building teams of elite sellers is a passion. Building businesses driven by discovering and delivering superior customer value is an even bigger calling. And it all starts with a great conversation; the ability to uncover and build value (because the only kind of value in the world is customer-perceived).

My upcoming book will expand on these subjects. If you don’t want to wait for publication date, feel free to contact me; I’d love to learn how I can provide some value and perspective.

To Your Success!

#customerfocus, #methodology, #MHIGlobal, #MillerHeiman, #MillerHeimanGroup, #Perspectiveselling, #process, #salesmethodology, #salesprocess, #value, #valueculture, #valuepricing, #worldclasssales, #salesperformance

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Best Practices Growth Management Personal Development Technology

Back to Basics

In the spirit of the recent Super Bowl, let me ask you this: Do you think the Patriots or Eagles would have made it it to the big game if coaches Bill Belichick or Doug Pederson didn’t focus on the basics first? How about legendary coach Vince Lombardi who after losing to Philadelphia in the 1961 Championship game (before there was a Super Bowl) started the next season holding up a football and saying “this is a football” then continued to work on the basics of blocking and tackling for the rest of training camp. His team won the Championship title six months later.

Whether you in pro sports or cybersecurity, getting back to basics is essential. However in modern times, organizations seem so focused on new technology or cutting costs and have forgotten about the cybersecurity basics.

When talking about cybersecurity basics we are talking about three things: People, Processes, and Technology.

We start with people because people are your first line of defense against a cybersecurity incident and as security professionals knows they are unfortunately your weakest link. They are your first line of defense because they can see anomalous behavior and activity, and they are your weakest link because they often don’t know what they are looking for.

Ransomware payouts of 5 billion dollar were made in 2017 with predictions for 11.5 billion by 2019. This attack is often successful because an innocent user clicks on the wrong link in an email or visits the wrong website.

This means that getting back to basics with people is all about good, consistent, and frequent security awareness training. Letting your workforce know that they are the front line defense against a cyber attack will peak their interest, they will want to learn more. Reminding them of their role and providing them with the knowledge they need to do something about it is the key in getting back to basics.

Make sure they know what to look for, what to do or not do on their computers, and how to report anything suspicious. Reward them for staying on top of security, give them some skin in the game (no pun intended.)

When you rely on that one annual security awareness computer course each year you are missing out on the basics. Your entire team needs regular training if they are going to be sharp on game day, which is everyday in the defense against the cyber attacker. And don’t forget that your employees who do have a job description that includes security need additional and ongoing training above and beyond what everyone else is getting.

We now move to processes because this is what people do daily for their jobs. It’s the process that gets data from point A to point B and the process can be manual or automated.

So what do processes have to do with cybersecurity? Processes are typically created by users who are trying to make their jobs easier (that’s fair) and have not given thought to security, which makes sense since it’s not what they are trained to do. However in creating those processes they don’t realize that they are creating security risks.

The solution is providing the business user with the knowledge that while they own their process they also have a responsibility for ensuring the processes is secure. That means providing a way for them determine easily if their new idea needs to be run by a security expert before implementing. Basically the players here (your users) need a coach (security expert) to run the play by before they run it on the field during the big game.

Last, but not least is technology and while many people think that technology should come first in protecting data it actually comes last. More on that in Security is Not an IT Problem.

This is about to get more technical and if you are a non-technical executive I implore you to read it and then talk with your technical advisors to determine how your team is doing on the technology basics.

From a technology perspective getting back to basics means ignoring all the new flashy technology on the market today. IT decision makers are inundated with fancy names, and terminology like cloud, artificial intelligence, threat modeling, next generation, ransomware, zero day, phishing, data loss prevention, and much more. This can divert their attention towards the new technology and away from the basics.

Patching is as basic as it comes for technology and something that has been around as long as there have been computers. However it is still not applied consistently within organizations and has been pointed to as the cause (there is never just one cause) for the Equifax breach. Only two months behind in applying the patch doesn’t seem like a big deal until it becomes one of the key reasons you lose 143 million customer records.

Back the football analogy when you know there is a patch available and you don’t apply it is like the coach and players knowing there is a hole in their defense, they know the quarterback can run right through it for the touchdown and yet they don’t make any change to fix the play.

There are many other basics when it comes to technology like password controls, user access controls, encryption, firewalls, and anti-malware software to name a few. None of these are new, they all have had technology to support them for a very long time and yet many organizations are not focusing on these basics. They allow users to have the same password for years, they don’t control the access levels that users have and often allow administrative access to non-administrative users, they don’t encrypt sensitive day, they have wide open firewalls, and they don’t install anti-malware consistently.

I warned you, that last section might have been Greek to you and that’s OK because you don’t have to know what it means, all you have to do is have someone in your organization or a trusted advisor you can consult with to ensure the basics are covered before you start purchasing all the new wizbang technology.

Start with the basics; people, processes, and technology, and build from there because you can have all the fancy technology in the world, but if you are not covering the basics you are still wide open to the offensive team making play after play. In other words you are allowing the hackers to come in and take whatever they want.

If you have questions about the basics email sharon@c-suiteresults.com. If you don’t have a security team and want more information on how Virtual CISO services work, which are designed to help small and medium size organizations maintain their security and compliance posture reach out so we can talk in more detail.

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Olympic Performance, Business Performance: One in the Same

I love the Olympics! From the pomp and circumstance of the Opening Ceremonies, to the stories of the individual athletes to the thrill of victory and the agony of defeat. Given that I’m a “people person,” I’m always wondering about the “back story” of Olympians and their performance.

What’s going on in the mind of the athlete? I’d like to interview each one of them and ask, “What did you do to train your mind? How are you thinking – or are you thinking – during the heat of the competition? How do you talk to yourself when you lose – when the dream passes you by?”

These athletes are people, just like you and me. Let’s look at what sets them apart and see how can you achieve that level of greatness in your life and your work. Perhaps you are at the pinnacle of your career and have mastered a great many of the mental skills that are necessary to be calm in the heat of moment. Or possibly, you are in an enviable professional position, but the stress is taking its toll.

Or you may be on your way towards higher goals, but don’t know how to harness your energy in the manner of a true Olympian. Many highly competitive people like athletes, business leaders and entrepreneurs think that success is about working harder. While you cannot achieve lofty goals without hard work, it’s the mental training that makes the difference.

Here are 3 skills that you can begin to cultivate. Many of them you have heard about before. I frequently say that this information is “common knowledge, but not common
practice.” If you want to upgrade your level of performance under pressure, you will need to take it on with the same level of commitment as with any other skill you want to master.

1. Meditation

Meditation is simply “focused concentration,” Pick a sound, a word, an image, your breath, a candle…anything that you can bring your attention back to every time it wanders. One of the hallmarks of great athletes and great leaders is their ability to assess a situation in a split second. They don’t get flustered under intense pressure; they see possibilities where others don’t.

Meditation works on both the mind and the body in profound ways. When we quiet down the nervous system, we also quiet down the part of the brain that is always chattering. At the same time, we are strengthening the pre-frontal cortex, which is the executive part of the brain that we want onboard in pressured situations. I frequently hear people say, “I can’t meditate. I can’t quiet my mind.” Just remember, that the “monkey mind” is our natural state when the mind is untrained. Meditation is one of the keys to changing that situation.

2. Change Your Thoughts to “Productive Thinking.”

Again, I’m sure you’ve heard that you need to speak to yourself in a positive way, yet the mind is prone to offering us “worst case scenarios.” Just telling yourself to stop thinking in a certain way is easier said than done. Rather than glibly telling myself to think positively (because I don’t always believe it), I ask myself, “Do my thoughts produce something useful for me?” For example, If I’ve inadvertently missed an important appointment, rather than beating myself up, I ask myself in a non-judgmental way, “How did this happen and what can I learn from it?”

3. Commit

Every great achievement starts with a commitment to the self. We can’t know how things will turn out, because in taking big risks, we are subject to many variables that are out of our control. But we can control our thoughts and our actions and make that life-changing decision that we’ll do “whatever it takes” to reach our dreams.

While you’re watching the Olympics and marveling at the thrilling performances of the athletes, just know that you, too, have the potential for greatness. Learn how to harness your mind through peak performance training.

If you’d like to see where you are on the level of peak performance skills, I invite you to take my quiz here.

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Opportunity Can Reside Inside of Confusion – Negotiation Insight

“Confusion is a time for reflection. Use it to slow down your thoughts. In doing so, you’ll see what’s been speeding past you.” -Greg Williams, The Master Negotiator & Body Language Expert

Have you ever caught yourself, or caught someone else, in a state of confusion? I’m talking about being truly perplexed and in a quandary about what action to engage in next. Confusion may have shown on the face or been revealed in some non-action. If it was you, you may have felt embarrassed, a sense of anxiety, or just an emotional tug to get out of that state of mind. At such times, in such actions, an opportunity may be lurking. Here’s why I say that.

When someone is confused, they become unsure of what to do next. That will usually cause them to go into a state of reflection, one in which they assess their circumstances, in an attempt to decide what action to engage in next. That’s the time that people are most susceptible to suggestions and external influence. If you’re the person in that state, be aware of your susceptibility. That’s not to say that being susceptible is bad at such a time, it’s simply to say, be aware of your environment, what suggestions are being offered, and how you feel at that moment about making decisions. You should understand when others are in such a mindset because they too are susceptible to being influenced by you.

Here’s the point, the more aware you are about the stimuli that motivate you to address one set of actions versus another, the better you’ll be able to adopt actions that are beneficial. So, don’t shun confusion when you encounter it, embrace it for the potential value it may contain. Then, use that to your advantage … and everything will be right with the world.

What does this have to do with negotiations?

“He had an expression on his face that said, ‘he was hanging around like a dangling participle.’ You could see that he didn’t know what to do next.”

In a negotiation, a state of confusion can be good when induced in the other negotiator, such can be the case when it’s induced in you, too. Per confusion being of benefit when induced in the other negotiator, it depends on the type of person with whom you’re negotiating (i.e. Open – I’ll follow your lead because I trust you. Easy – willing to go along to get along). These types of negotiators are initially more open and willing to work with you than the ‘Hard’ or ‘Closed’ style of negotiators. Thus, you can elicit empathy from the opposing negotiator when you’re in a state of confusion, and lead him from his dilemma when he’s in that state.

In your negotiations, don’t be dismayed by confusion. View it as an opportunity and be prepared to utilize it as the gift that it might present.

What are you thinking? I’d really like to know. Reach me at Greg@TheMasterNegotiator.com

To receive Greg’s free 5-minute video on reading body language or to sign up for the “Negotiation Tip of the Week” and the “Sunday Negotiation Insight” click here http://www.themasternegotiator.com/greg-williams/

Remember, you’re always negotiating.

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