Know your Strengths - Core Competencies:
We all have a personal toolkit — know yours and how to use it.
Whatever your “special talents” are, hone them and let them help define your personal brand.
Bolster you strengths with Strengths of others:
Know what you need to bring success to your role. Buddy up with people you can bring those skills - techies, negotiators, political animals, etc..
Play the political game:
It’s about teamwork, but know who is and isn’t on your team. I too hate office politics. And avoid them at all costs. But ignoring their existence is not only careless, but possibly counterproductive.
Know who has the boss’ ear, who the players are, and who could take or leave you.
Tuesday, 3 November 2009
How can I increase my persuasivness through touch?
Handshakes:
In business, touch is the quickest way to establish personal rapport. A study on handshakes found that people are twice as likely to remember you if you shake hands with them.
Touch Effect:
show support, sympathy, or gratitude adds the personal warmth to our communication.
Make the touch light and short, only long enough to establish a positive, nonverbal signal; limit contact to the HANDS, ARMS, SHOULDER BACK.
Compliance Effect:
Touch the shoulder if sitting, back of upper arm if standing when asking for a favour.
Research shows that a touch as short as one fortieth of a second will increase that other person's willingness to help.
Comminication Credibility:
Touch the listener on the forearm to add emphasis to key parts of what you're saying. Because touch is used most often when we believe strongly in what we're saying, touching can subconsciously enhance your credibility.
Start paying attention to the amount of touching that's acceptable in your organization's culture. Notice who the touchers are and the positive or negative responses they get. You may be amazed to discover how much touch plays a part in your daily work life.
In business, touch is the quickest way to establish personal rapport. A study on handshakes found that people are twice as likely to remember you if you shake hands with them.
Touch Effect:
show support, sympathy, or gratitude adds the personal warmth to our communication.
Make the touch light and short, only long enough to establish a positive, nonverbal signal; limit contact to the HANDS, ARMS, SHOULDER BACK.
Compliance Effect:
Touch the shoulder if sitting, back of upper arm if standing when asking for a favour.
Research shows that a touch as short as one fortieth of a second will increase that other person's willingness to help.
Comminication Credibility:
Touch the listener on the forearm to add emphasis to key parts of what you're saying. Because touch is used most often when we believe strongly in what we're saying, touching can subconsciously enhance your credibility.
Start paying attention to the amount of touching that's acceptable in your organization's culture. Notice who the touchers are and the positive or negative responses they get. You may be amazed to discover how much touch plays a part in your daily work life.
Tuesday, 20 October 2009
How to give yourself more time to think when responding to a question?
There are a number of techniques that you can use to allow your brain quickly search for an answer before quickly splurting out and falling over your words.
Primers:
Ok, so there are a few different areas here, Firstly....Secondly...Finally...In addition....
Well, my position on that consists of several parts, firstly, ..
That's a very good question and I'll tell you why..{BRIDGE TECHNIQUE - to what you really want to say}
Primers:
Ok, so there are a few different areas here, Firstly....Secondly...Finally...In addition....
Well, my position on that consists of several parts, firstly, ..
That's a very good question and I'll tell you why..{BRIDGE TECHNIQUE - to what you really want to say}
There are a few different perspectives here, from the buyers perspective...from the end user perspective
Repeaters:
How would I change global climate policy, that is a good question. Let me tell you how, , firstly,...
What is the unique differentiator, well there are a few streams here ..
Clarifiers:
Before I answer that I'd like for you to first to clarify what exactly you mean when you say...
Repeaters:
How would I change global climate policy, that is a good question. Let me tell you how, , firstly,...
What is the unique differentiator, well there are a few streams here ..
Clarifiers:
Before I answer that I'd like for you to first to clarify what exactly you mean when you say...
Ok, Sure, I can address that, but first tell me wht that is so important for you..
Sure, I can answer that. Firstly, can you explain to me why this is important to your team..
Sure, but before I do that could you please define for me what you mean by ‘web presence.’ Are you referring to just our website, or to all of the inbound links and AdWords campaigns we’ve created?”)
Bridges:
Bridges are used to move from one topic to another, typically one you are more comfortable with.
You should prepare bridges to feel good statements before hand.
“I don’t know whether the budget will allow us to fund a new basketball program. What I do know is we are committed to providing students great opportunities to keep fit. "
How to succesfully start and end a meeting?
- State your agenda and their agenda
What do YOU want to cover off in this meeting?
What do you want OTHERS to cover off in this meeting?
Firstly, I'd like to just quickly run through the agenda...from our developer team I would like to get...
Agenda must ALWAYS BE SENT 1D BEFOREHAND + include:
- Attendees + their objective/contribution to the meeting
- Company background
- Where they were (History) Where they are now (Challenge) Where they want to be (Vision)
-State your desired outcome
- What do you want to come out of this meeting?
- What do you want from each party?
- How will this meeting be succesful?
By the end of the meeting I'd like to have..
......
-State the next steps for everyone
-Create a plan of action - define the actions and next steps + deadlines
In terms of next steps I'd like if....by Friday.
What do YOU want to cover off in this meeting?
What do you want OTHERS to cover off in this meeting?
Firstly, I'd like to just quickly run through the agenda...from our developer team I would like to get...
Agenda must ALWAYS BE SENT 1D BEFOREHAND + include:
- Attendees + their objective/contribution to the meeting
- Company background
- Where they were (History) Where they are now (Challenge) Where they want to be (Vision)
-State your desired outcome
- What do you want to come out of this meeting?
- What do you want from each party?
- How will this meeting be succesful?
By the end of the meeting I'd like to have..
......
....
-State the next steps for everyone
-Create a plan of action - define the actions and next steps + deadlines
In terms of next steps I'd like if....by Friday.
Monday, 21 September 2009
How do I control and direct every meeting?
1.Determine the “one thing.”"The Key Message"
- Never go into a meeting without a crystal clear purpose.
“After the meeting is over, what has to happen for me to feel happy with the result?” This “one thing” will be your destination to which everything else should lead.
2.Focus on three talking points.
- Don’t blather on and on about every single idea or thought you have. Go into the meeting with just three ideas, thoughts, or points that support your “one thing” and focus the entire meeting around these.
3.Be a politician. Ever notice when politicians are asked a question they always seem to steer the answer to their main talking points?
- Using bridging and flagging
4.Create sound bites.
A sound bite is a short quote used by the media to summarize an important point or add flavor to their story.
To create maximum impact with your meetings, you will want to create a few of your own sound bites - Quotes, Analogies, Anecdotes
5.Create an agenda.
If possible, create a physical agenda that is centered around your “one thing” and supports your talking points.
- He who creates the agenda, almost always controls the meeting. Starting out in my career, I’d always create the agenda — even if I didn’t call the meeting. I was always surprised when executives much more senior than me would strictly follow the agenda.
By creating the agenda, I controlled the meeting.
6.Nail the intro and the close. I can’t stress this enough. Go in with a strong opening and you’ll feel more confident throughout. Make sure it covers your main talking points. Also make sure you have a strong close that reiterates your main talking points. Don’t wing this.
7.Call to action.
What is the action you want your meeting attendees to take?
What action must they take for you to feel happy with the meeting?
Most meetings end and nobody is sure what the next steps are.
Make sure everyone knows exactly what the next action is.
8.After the meeting.
Make sure you follow-up with key attendees. Send an email or write a note. And of course, make sure you subtly reinforce your “one thing” and talking points.
9.Listen.
Don’t be so wired to your talking points that you turn into a robot spewing forth canned lines. It’s a meeting, not a presentation. It needs to be dynamic.
- Never go into a meeting without a crystal clear purpose.
“After the meeting is over, what has to happen for me to feel happy with the result?” This “one thing” will be your destination to which everything else should lead.
2.Focus on three talking points.
- Don’t blather on and on about every single idea or thought you have. Go into the meeting with just three ideas, thoughts, or points that support your “one thing” and focus the entire meeting around these.
3.Be a politician. Ever notice when politicians are asked a question they always seem to steer the answer to their main talking points?
- Using bridging and flagging
4.Create sound bites.
A sound bite is a short quote used by the media to summarize an important point or add flavor to their story.
To create maximum impact with your meetings, you will want to create a few of your own sound bites - Quotes, Analogies, Anecdotes
5.Create an agenda.
If possible, create a physical agenda that is centered around your “one thing” and supports your talking points.
- He who creates the agenda, almost always controls the meeting. Starting out in my career, I’d always create the agenda — even if I didn’t call the meeting. I was always surprised when executives much more senior than me would strictly follow the agenda.
By creating the agenda, I controlled the meeting.
6.Nail the intro and the close. I can’t stress this enough. Go in with a strong opening and you’ll feel more confident throughout. Make sure it covers your main talking points. Also make sure you have a strong close that reiterates your main talking points. Don’t wing this.
7.Call to action.
What is the action you want your meeting attendees to take?
What action must they take for you to feel happy with the meeting?
Most meetings end and nobody is sure what the next steps are.
Make sure everyone knows exactly what the next action is.
8.After the meeting.
Make sure you follow-up with key attendees. Send an email or write a note. And of course, make sure you subtly reinforce your “one thing” and talking points.
9.Listen.
Don’t be so wired to your talking points that you turn into a robot spewing forth canned lines. It’s a meeting, not a presentation. It needs to be dynamic.
Friday, 14 August 2009
What are the top 10 reasons sales resp f*ck up?
Reason #10: You talked too much.
How it screwed you up: You didn’t find out what you really needed to know in order to close the deal.
What the prospect thought: “My Lord, this guy loves the sound of his own voice.”
How to avoid a repeat: Get “centered” before your next sales call. During your conversation with the customer, focus your intent on customer: words, gestures, tonality and context. Don’t think about what you’re going to say next. Listen, then respond, then ask another question.
Reason #9: You asked obvious questions.
How it screwed you up: You ended up wasting valuable time with the customer.
What the prospect thought: “For cryin’ out loud, doesn’t this guy know we have a website?”
How to avoid a repeat: Research the customer thoroughly before your first important meeting. Continue to research throughout the cycle, as you learn more about the customer.
Reason #8: You were outsold.
How it screwed you up: The competitor outmaneuvered you by getting the inside track for his proposal.
What the prospect thought: “Why is he still calling me?”
How to avoid a repeat: Always ask who else is calling on a prospect. Figure out their sales strategy based upon whom they’re calling upon. Come up with a plan to counter the competitor’s move to keep the playing field level.
Reason #7: You forgot to sell.
How it screwed you up: You were afraid to put the friendship at risk, so you never got up the gumption to close the deal.
What the prospect thought: “Gosh, what a nice guy!”
How to avoid a repeat: Remember that the best way to build a long-term SALES relationship is to sell to the customer, early and frequently. Put rapport-building activities into a business context, so that you become business allies rather than bosom buddies.
Reason #6. You didn’t know your product.
How it screwed you up: The customer knew more about your products (and your competition) than you, totally destroying your credibility and ability to add value.
What the prospect thought: “How dare that firm send a complete novice to sell to us!”
How to avoid a repeat: When they have product training at the quarterly sales meeting, actually attend the training course — without a hangover from the previous night’s partying. Before calling on the customer, review the products that might interest him. Have all the spec sheets and information to hand (either online or in your briefcase), just in case.
Reason #5. You didn’t know the industry.
How it screwed you up: The customer realized that your experience wasn’t really applicable to his industry, thereby putting you into the “also-ran” category.
What the prospect thought: “Doesn’t this guy realize that we have unique needs?”
How to avoid a repeat: Prior to meeting with any customer, dig around on the Internet to find analyst reports and news articles about the industry. Find out the major players, the major firms, and the major concerns. Take notes, so that you don’t have to do it all over again next time you call on a similar customer.
Reason #4: You don’t know business basics.
How it screwed you up: Your lack of knowledge seriously limited your ability to add value. You couldn’t talk intelligently about ROI or how your offerings would impact the customer’s bottom line.
What the prospect thought: “Why is this guy in sales?”
How to avoid a repeat: Go to your local college or community college and enroll in a basic business course. Find out how to read a financial report, how understand an annual report, and how to calculate ROI. You don’t need an MBA degree to sell, but you do need to know what you’re talking about.
Reason #3: You didn’t know how the customer buys.
How it screwed you up: You ended up dealing with inexplicable delays as the customer took actions that were outside your understanding. You pushed for decisions when the time wasn’t ripe. Ultimately, you didn’t take the steps you needed to take in order to clinch the deal.
What the prospect thought: “This guy is really pushy.”
How to avoid a repeat: Gently ask and discover how the customer buys. Then adjust your sales process so that it matches the buying process. Take the steps that help the customer move to the next stage in their buying process.
Reason #2: You Missed a Big Change.
How it screwed you up: Your sponsors and contacts lost power (or even their jobs) in the big shakeup, leaving you without the leverage to move the sale forward.
What the prospect thought: “I wonder if I can get a job working in his firm.”
How to avoid a repeat: As soon as you discover there are big changes in the works, increase your focus on the account. Offer to help during the transition. Make more calls to your contacts. Find out who’s benefiting from the change (there’s always somebody). Move quickly to shore up your position and build enough connections so that the deal will remain alive, regardless of what happens.
Reason #1: You let the ball drop.
How it screwed you up: While you may have made some sales elsewhere, this lost opportunity means lower revenue for your company, and a loss in your reputation, both with your management and with your erstwhile prospects.
What the prospect thought: “What the heck ever happened to that sales guy??”
How to avoid a repeat: It’s all a matter of organization. Spend a half hour EVERY MORNING to structure your day. Schedule time so that you’re 100 sure that you can return ALL your calls promptly. If you discover that you’re swamped, hand some of your accounts to somebody else.
How it screwed you up: You didn’t find out what you really needed to know in order to close the deal.
What the prospect thought: “My Lord, this guy loves the sound of his own voice.”
How to avoid a repeat: Get “centered” before your next sales call. During your conversation with the customer, focus your intent on customer: words, gestures, tonality and context. Don’t think about what you’re going to say next. Listen, then respond, then ask another question.
Reason #9: You asked obvious questions.
How it screwed you up: You ended up wasting valuable time with the customer.
What the prospect thought: “For cryin’ out loud, doesn’t this guy know we have a website?”
How to avoid a repeat: Research the customer thoroughly before your first important meeting. Continue to research throughout the cycle, as you learn more about the customer.
Reason #8: You were outsold.
How it screwed you up: The competitor outmaneuvered you by getting the inside track for his proposal.
What the prospect thought: “Why is he still calling me?”
How to avoid a repeat: Always ask who else is calling on a prospect. Figure out their sales strategy based upon whom they’re calling upon. Come up with a plan to counter the competitor’s move to keep the playing field level.
Reason #7: You forgot to sell.
How it screwed you up: You were afraid to put the friendship at risk, so you never got up the gumption to close the deal.
What the prospect thought: “Gosh, what a nice guy!”
How to avoid a repeat: Remember that the best way to build a long-term SALES relationship is to sell to the customer, early and frequently. Put rapport-building activities into a business context, so that you become business allies rather than bosom buddies.
Reason #6. You didn’t know your product.
How it screwed you up: The customer knew more about your products (and your competition) than you, totally destroying your credibility and ability to add value.
What the prospect thought: “How dare that firm send a complete novice to sell to us!”
How to avoid a repeat: When they have product training at the quarterly sales meeting, actually attend the training course — without a hangover from the previous night’s partying. Before calling on the customer, review the products that might interest him. Have all the spec sheets and information to hand (either online or in your briefcase), just in case.
Reason #5. You didn’t know the industry.
How it screwed you up: The customer realized that your experience wasn’t really applicable to his industry, thereby putting you into the “also-ran” category.
What the prospect thought: “Doesn’t this guy realize that we have unique needs?”
How to avoid a repeat: Prior to meeting with any customer, dig around on the Internet to find analyst reports and news articles about the industry. Find out the major players, the major firms, and the major concerns. Take notes, so that you don’t have to do it all over again next time you call on a similar customer.
Reason #4: You don’t know business basics.
How it screwed you up: Your lack of knowledge seriously limited your ability to add value. You couldn’t talk intelligently about ROI or how your offerings would impact the customer’s bottom line.
What the prospect thought: “Why is this guy in sales?”
How to avoid a repeat: Go to your local college or community college and enroll in a basic business course. Find out how to read a financial report, how understand an annual report, and how to calculate ROI. You don’t need an MBA degree to sell, but you do need to know what you’re talking about.
Reason #3: You didn’t know how the customer buys.
How it screwed you up: You ended up dealing with inexplicable delays as the customer took actions that were outside your understanding. You pushed for decisions when the time wasn’t ripe. Ultimately, you didn’t take the steps you needed to take in order to clinch the deal.
What the prospect thought: “This guy is really pushy.”
How to avoid a repeat: Gently ask and discover how the customer buys. Then adjust your sales process so that it matches the buying process. Take the steps that help the customer move to the next stage in their buying process.
Reason #2: You Missed a Big Change.
How it screwed you up: Your sponsors and contacts lost power (or even their jobs) in the big shakeup, leaving you without the leverage to move the sale forward.
What the prospect thought: “I wonder if I can get a job working in his firm.”
How to avoid a repeat: As soon as you discover there are big changes in the works, increase your focus on the account. Offer to help during the transition. Make more calls to your contacts. Find out who’s benefiting from the change (there’s always somebody). Move quickly to shore up your position and build enough connections so that the deal will remain alive, regardless of what happens.
Reason #1: You let the ball drop.
How it screwed you up: While you may have made some sales elsewhere, this lost opportunity means lower revenue for your company, and a loss in your reputation, both with your management and with your erstwhile prospects.
What the prospect thought: “What the heck ever happened to that sales guy??”
How to avoid a repeat: It’s all a matter of organization. Spend a half hour EVERY MORNING to structure your day. Schedule time so that you’re 100 sure that you can return ALL your calls promptly. If you discover that you’re swamped, hand some of your accounts to somebody else.
Monday, 3 August 2009
From the Book - How to speak like a CEO?
" Pre-empt promotion so that you will be fully equipped when you get there."
- Speaking is fun when you do it well with your own unique voice and style.
- It is not the smartest people that rise to top but those who are most capable of articulating smart concepts.
- You can be the smartest man in the room, but if you don't have good communication skills nobody will ever believe that!
3 communication success criteria:
S hare Wisdom
A rticulate vision
M otivate others to act
Lesson 1: Powerful Messages - Without a message you are talking not leading - "a fool may talk, but a wise man speaks"
Big Ideas - is all that most people can remember. Big by Power not length.
Passion - talk in the moment with passion and belief.
KISS - needs to be powerful and straightforward to be remembered.
Be Real - be you. Humanize yourself while maintaining authority.
Lesson 2:Tell Stories - people are inspired by real life, not figures
Rather than plodding through stats, numbers and bullet points. Tell the stories about real people, real companies, real life that make up those statistics - Personify.
Speak about their failures, their successes, their challenges, their solutions. For example the Ericsson CEO at the Danish business school.
[SPADO]
Set the Scene - What? and Where?
Use the senses to trigger the imagination.
What could you see? -Visual - "All you could see was a see a swarm of geeks & glasses"
What could you hear? -Auditory - "All you could hear was the Chatter of code speak and a buzz of excitement"
What could you feel? -Kinesthetic - "It felt like the inside of a pressure cooker as the debate intensified"
"As I entered, all I could see was ....... You could hear the....... filling the room....It felt like"
Describe the Players & what hoping to achieve - Who there? What doing?
The consultants had come there with the intention of learning about search.
Explain how things Deviated from expectations - What happened that we failed to count for?
We had expected sun and had packed accordingly.
Describe & visualise the humorous/ astounding/ profitable/ disastrous Outcome - "As a result .. "
As a result, when it began to lash rain we were left shivering as the cold rain pounded on our unwaterproof clothing. We were saturated from head to toe and felt wetter than fish in a river...
Lesson 3: Expect the Expected - Prepare
Before a meeting write down the questions you expect to be asked.
The only way to be good is to be very, very well prepared.
By preparing for the basics you will leave the impression that you are "Good on your feet".
Most CEOs prepare answers to their most common questions and store them in a little black book.
Richard Branson:
“Always have a notebook in your pocket. People at parties and events can have great ideas, and you won’t remember them the next day.”
“I could never have built the Virgin Group into the size it is without those few bits of paper. I think if you’re going to run a really personal airline, its those little details that matter and therefore the notebook is an essential part of my travelling day.”
Lesson 4: Walk on stage as if you belong there.
Give the impression that you are comfortable and belong there. Relax, calm, smile make jokes. Composure goes hand in hand with confidence and leadership.
Think, what would a president do in this situation?
If you look the part they are awed and intrigued.
If you look nervous and desperate they can read that which makes them edgy as well as discrediting you.
Lesson 5: Admit fault
Be willing to admit the fault and the rare circumstances that lead to it.
Quickly shift the focus to Solution and further Avoidance.
By doing so we can take focus away from the outrage and on to the resolution.
Do, identify the lesson in every mistake though. Talk about the successes that came from that painful period.
Lesson 6: Make work a Game.
The work of becoming great is not always much fun.
"I always kept it fun..Not necessarily by going out there and beating balls all day; that gets boring. I like to play games." Tiger Woods
Turn chores into games by:
Set goals and rewards: If I manage to practice my presentation twice more in the next hour I get 15 minutes of TV.
Set a timer: See how many minutes of uninterrupted work you can get done.
Lesson 7: Development Plan
Think of it as writing out a grocery list. Without a list, you remember some of the items you need but often find you have missed many more.
What I want to improve. What I need to get me there. How will I know I have got there.
Lesson 9: Pre-presentation Questions
Organize the presentation about what they want to know, not what you want to talk about.
What does each participant want to hear?
What questions will they want answered?
What stories, analogies, facts, and examples [S.A.F.E] will be useful?
Lesson 10: Use Inclusive Language - You, Your, Our, Us
Bad:
"Good afternoon, I am happy to be hear to talk about the benefits of our product. This is a great product with many benefits and we have done very well with it."
Good:
"Thank you for the opportunity to meet with you. We appreciate your sharing so much about your organization and current challenges with us. You provided us with an opportunity to understand many of the challenges you face. You have asked us to prepare some thoughts on solutions to those issues. Our agenda focuses on some options you may consider if we are to move forward together."
Leson 11: Bring life to statements [SQAPEA]
Everybody likes a Story - they are excellent ways to make a point. But don't ramble. Be assertive. Support your statement. Be colorful. [SPADO]
Qualify statements through figures -"There has been a large investment in innovation. Over the past few months our engineering team grew by more than 70% "
Anecdotes - give perspective and add meaning to your message. "One time I met this employee…"
Add Personal experiences - they bring credibility and life. "When I first joined, we… "
Quotes from experts - add credence to your comments. "The IDC also states that..." "Professor Patrick O’Donnell agrees that..."
Analogies are strong, colorful and powerful. "It's like looking for a needle in a haystack of similar needles… "
Leson 12: Create Rapport
book: how to win friends and influence people, dale carnegie
Have genuine curiosity in other peoples - work, hobbies, experiences?
Ask great questions listen and respond specifically to those questions - How did you feel about?
Find common ground - commonality - similar sports, interests, hobbies, ideas - dont have to do them just speak about them..
Flatter - Ask them for advice, I believe you can help me-
Remeber something about them and bring it up - last time we spoke you said that you..
When leaving - quote one topic you had discussed earlier - "I hope that push up challenge works out for you...I'll test you next time we meet"
- Speaking is fun when you do it well with your own unique voice and style.
- It is not the smartest people that rise to top but those who are most capable of articulating smart concepts.
- You can be the smartest man in the room, but if you don't have good communication skills nobody will ever believe that!
3 communication success criteria:
S hare Wisdom
A rticulate vision
M otivate others to act
Lesson 1: Powerful Messages - Without a message you are talking not leading - "a fool may talk, but a wise man speaks"
Big Ideas - is all that most people can remember. Big by Power not length.
Passion - talk in the moment with passion and belief.
KISS - needs to be powerful and straightforward to be remembered.
Be Real - be you. Humanize yourself while maintaining authority.
Lesson 2:Tell Stories - people are inspired by real life, not figures
Rather than plodding through stats, numbers and bullet points. Tell the stories about real people, real companies, real life that make up those statistics - Personify.
Speak about their failures, their successes, their challenges, their solutions. For example the Ericsson CEO at the Danish business school.
[SPADO]
Set the Scene - What? and Where?
Use the senses to trigger the imagination.
What could you see? -Visual - "All you could see was a see a swarm of geeks & glasses"
What could you hear? -Auditory - "All you could hear was the Chatter of code speak and a buzz of excitement"
What could you feel?
"As I entered, all I could see was ....... You could hear the....... filling the room....It felt like
Describe the Players & what hoping to achieve - Who there? What doing?
The consultants had come there with the intention of learning about search.
Explain how things Deviated from expectations - What happened that we failed to count for?
We had expected sun and had packed accordingly.
Describe & visualise the humorous/ astounding/ profitable/ disastrous Outcome - "As a result .. "
As a result, when it began to lash rain we were left shivering as the cold rain pounded on our unwaterproof clothing. We were saturated from head to toe and felt wetter than fish in a river...
Lesson 3: Expect the Expected - Prepare
Before a meeting write down the questions you expect to be asked.
The only way to be good is to be very, very well prepared.
By preparing for the basics you will leave the impression that you are "Good on your feet".
Most CEOs prepare answers to their most common questions and store them in a little black book.
Richard Branson:
“Always have a notebook in your pocket. People at parties and events can have great ideas, and you won’t remember them the next day.”
“I could never have built the Virgin Group into the size it is without those few bits of paper. I think if you’re going to run a really personal airline, its those little details that matter and therefore the notebook is an essential part of my travelling day.”
Lesson 4: Walk on stage as if you belong there.
Give the impression that you are comfortable and belong there. Relax, calm, smile make jokes. Composure goes hand in hand with confidence and leadership.
Think, what would a president do in this situation?
If you look the part they are awed and intrigued.
If you look nervous and desperate they can read that which makes them edgy as well as discrediting you.
Lesson 5: Admit fault
Be willing to admit the fault and the rare circumstances that lead to it.
Quickly shift the focus to Solution and further Avoidance.
By doing so we can take focus away from the outrage and on to the resolution.
Do, identify the lesson in every mistake though. Talk about the successes that came from that painful period.
Lesson 6: Make work a Game.
The work of becoming great is not always much fun.
"I always kept it fun..Not necessarily by going out there and beating balls all day; that gets boring. I like to play games." Tiger Woods
Turn chores into games by:
Set goals and rewards: If I manage to practice my presentation twice more in the next hour I get 15 minutes of TV.
Set a timer: See how many minutes of uninterrupted work you can get done.
Lesson 7: Development Plan
Think of it as writing out a grocery list. Without a list, you remember some of the items you need but often find you have missed many more.
What I want to improve. What I need to get me there. How will I know I have got there.
Lesson 9: Pre-presentation Questions
Organize the presentation about what they want to know, not what you want to talk about.
What does each participant want to hear?
What questions will they want answered?
What stories, analogies, facts, and examples [S.A.F.E] will be useful?
Lesson 10: Use Inclusive Language - You, Your, Our, Us
Bad:
"Good afternoon, I am happy to be hear to talk about the benefits of our product. This is a great product with many benefits and we have done very well with it."
Good:
"Thank you for the opportunity to meet with you. We appreciate your sharing so much about your organization and current challenges with us. You provided us with an opportunity to understand many of the challenges you face. You have asked us to prepare some thoughts on solutions to those issues. Our agenda focuses on some options you may consider if we are to move forward together."
Leson 11: Bring life to statements [SQAPEA]
Everybody likes a Story - they are excellent ways to make a point. But don't ramble. Be assertive. Support your statement. Be colorful. [SPADO]
Qualify statements through figures -"There has been a large investment in innovation. Over the past few months our engineering team grew by more than 70% "
Anecdotes - give perspective and add meaning to your message. "One time I met this employee…"
Add Personal experiences - they bring credibility and life. "When I first joined, we… "
Quotes from experts - add credence to your comments. "The IDC also states that..." "Professor Patrick O’Donnell agrees that..."
Analogies are strong, colorful and powerful. "It's like looking for a needle in a haystack of similar needles… "
Leson 12: Create Rapport
book: how to win friends and influence people, dale carnegie
Have genuine curiosity in other peoples - work, hobbies, experiences?
Ask great questions listen and respond specifically to those questions - How did you feel about?
Find common ground - commonality - similar sports, interests, hobbies, ideas - dont have to do them just speak about them..
Flatter - Ask them for advice, I believe you can help me-
Remeber something about them and bring it up - last time we spoke you said that you..
When leaving - quote one topic you had discussed earlier - "I hope that push up challenge works out for you...I'll test you next time we meet"
Subscribe to:
Posts (Atom)