Building powerful people
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Building powerful people
- 3. Powerful People • Purpose • Energy • Structure • Change Orientation • Individual Presence • Enablement • Consideration • Warmth
- 4. The Mindset of The Powerful Auditor Are PowerfulAre Powerful People Born orPeople Born or are they Made?are they Made?
- 5. The Mindset of the Powerful Auditor
- 6. The Mindset of the Powerful Auditor • Legitimate • Coercive • Reward • Goodwill • Expert • Information • Connection Positional Power Personal Power
- 7. Your Personal Power Living Brand The Bridge 3 of 3 •Create 3 Brand Words • Outline 3 actions to bring these words ALIVE
- 8. Meeting Masters Becoming a Tri-Communicator •Visual •Auditory •Kinaesthetic
- 9. Exercise In pairs: • Each person is to come up with the last three major purchases they have made. If possible make one of these a service. • Looking at the VKA (Visual, Auditory, Kinaesthetic) – what attracted you to the product. • Now take a few of your recent clients and the interaction you had with them. Knowing them the way you do now – what is the best approach to ensure that they respond? What was it about them that helped draw you to this conclusion?
- 13. PerformerPerformer, Connector, Thinker • Strengths/Attributes – Energetic, friendly, outgoing, entertaining, fun, charismatic, etc • Weaknesses: - Poor listeners, impatient, low attention span, • The Customer Experience: - Fun, gets to know them, good rapport, gets entertained, ‘talking to a mate’ etc.
- 14. Performer, ConnectorConnector, Thinker • Strengths/Attributes – Rapport building, listening skills, getting quickly to the heart of a business, empathy and genuine interest • Weaknesses: meeting can overrun lack of structure and may get a little too personal • The Customer Experience: - Great rapport, feels valued, understood and cared about
- 15. Performer, Connector, ThinkerThinker • Strengths/Attributes – Problem-solver, methodical, systematic, great at solving the issue right first time etc • Weaknesses: Voice can sound flat/monotone, dry, lack of rapport and genuine interest in the customer etc. • The Customer Experience: I don’t feel like a person – more like an object or number! I feel disengaged due to lack of empathy and support
- 16. Exercise Five In groups of three or four – it is your chance to become one of the three. First in your group your task will be to set out your case why you specific type is the best communication style. Following this and in a clockwise motion each group is to visit the other teams and critique why that communication style would not work for them.
- 17. Research into what makes a great experience in a meeting – top three answers. •‘The person was relaxed, fun and was a real person.’ •‘The person made me feel valued and honestly cared about my situation.’ •‘The person was fast, efficient and got straight to the point.’
- 19. What are your clients saying.... 1. You are increasing your pricing, so why do we have to pay for your mistakes? 2. We are paying for all your elaborate entertainment, sponsorship and bad lending - this is not right so what are you going to do about it? 3. We had to bail you out...so where is the support for the SME market? 4. How can you justify the fee rising to X? 5. RBS is in a mess - why should I be banking with you?
- 20. Exercise Two In pairs discuss: • What have your clients been saying in the current climate? Positive and Negative • Come up with a list of three or four negative comments you have received towards you or the audit function?
- 21. WHAT DO YOU SAYWHAT DO YOU SAY NEXT ! ! ! !NEXT ! ! ! !
- 22. Past Reactive Problem Future Proactive Solution Meeting Masters
- 23. The consultant auditor = Wants x Needs x Support The 80 / 20 Rule The Consultant Auditor What do others want? What do others need? How can I support them? The Consultant Auditor
- 24. Rules of Engagement The Consultative Audit • What does the person you are meeting want to get out of the audit? • Understanding the role of expectations lines • What will they need to do in order to achieve that? • How can you support them on that journey?
- 27. Closed Question The Audit Trail Effective Questions Open Question TED Hypothetical / Reflective Question Closed Question Open Question TED Hypothetical / Reflective Question
- 29. Dealing With Different Behaviours - Role Plays
- 30. Think Win-Win Consideration Courage Win-WinLose-Win Lose-Lose Win-Lose I get my way, you don’t get yours Go ahead, have it your way If you talk to me like that, I won’t help you! What will work for both of us?
- 31. Think Win-Win The 6 paradigms to human interaction
- 32. The Wheel of Misfortune in Meetings
- 33. The time has come - Closing Tips Closing Meeting Assumptive Small Point Direct Alternative
- 34. Action Plan
Notes de l'éditeur
- Break into two groups brain storm how powerful people look, sound and feel
- This has come from psychometric tests in what makes great leaders and networkers. Get delegates to rate themselves out of 10 and once they have done this work in pairs to discuss how they can or will get more of this into the Power Person mindset. Purpose Have focus and a sense of purpose Energy A focused high level of energy Structure Putting structure and organisation Change Orientation Flexible and adaptable in attitudes and behaviours Individual Presence Well developed personal impact Enablement Encouraging and supporting all those that they interact with (empowering other people to work with them) Consideration They have consideration for all those that they work with and are always fair and caring Warmth A warm and open communicator friendly and encouraging others to engage with them
- Introduction to left/right brain functions
- Emotional Intelligence is a general term underlying effective performance. It involves the ability to understand one's own emotions and feelings and to harness them in support of activities such as thinking, decision making, and communication. People who are "emotionally intelligent" know how to control their emotions and feelings for their own benefit and the benefit of others. Self-awareness measures an individual's understanding of his or her strengths and weaknesses coupled with drive to improve them. High scorers try to identify what they are good at and the areas where they need to try and improve. They ask for feedback and try to learn from experience. Intuition involves using instincts, hunches, and feelings along with facts to guide decisions. High scorers are able to use all these sources of information when making decisions. Emotions ( Self – Regulation)measures the ability to recognize and understand one's feelings and emotions and to manage their impact on other people. High scorers recognize their mood states and how they can affect their behavior. Motivation (Direction)taps into achievement striving, energy, initiative and persistence. High scorers are driven to achieve for the sake of achievement. Empathy measures the ability to take an interest in people and to actively listen to their views, problems and concerns. High scorers have a democratic/participative style. They take a close interest in those they work with and their customers. They make time for people and listen to their views and concerns. They understand the importance of involving people to get their commitment. Social Skills ( relationship Management) involves the ability to build relationships and communicate effectively with others. High scorers are skilled at communicating and pulling people together. They lead groups and teams well and enjoy social situations. Team Roles and Profile - Effective teamwork depends on team members adjusting to the expertise and capabilities of others. Personality factors enable people to fulfill some team roles and limit their ability to play others.
- This piece is about the abuse/misuse of power - get delegates to stand up and do it something stupid – then show that I do it cause I can.. People can misuse positional power because it is an easy/lazy way of operating. Legitimate – it’s the ‘because they can’ use of power. They can dress up unreasonable demands as being legitimate because they are the boss. “ their mind set it my way or the highway” Coercive – They can put undue pressure to get their team to achieve something because of some kind of threat of the consequences if it is not achieved. “ I would not want to be in your shoes if we do not get this done” Reward is the other side of that an example could be “If you want that promotion……” in order to again ask for something unreasonable. They can be a bit minupulating.. When we explore personal power It is based on strong healthy working relationships. Building goodwill be being fair, flexible, caring, interested etc. Personal power is based upon developing your specialist knowledge to be recognised as an expert and constantly developing more knowledge/skills. And being generous in sharing that knowledge To be a source of information for others, people look at you as a consultant you may not have all of the answers but you know where to redirect them or how to get the information for them. Connection is all about networking. What are the characteristics of a good networker ….explore
- This is personal reflection time – get delegates to outline 7 key strengths that make up their personal brand. Then outline 7 key areas that they could would consider development areas.. You should see some
- Have the three connect in someway – lets discuss if you need to..
- Break into groups and discuss
- Convert to master
- discuss
- Before this discuss the conversation Cycle We know realise we need to find out more and ask questions…..but what questions do we use and how. Run through theory and ask them to call out examples of good open questions for each of the following: 1 st meeting When more detail is required When clarification is needed Open Question are great for bigger picture – then you can us Probing using some of there language back If we gave you an extention could you have it by then could you..
- Get delegates to write short briefs on characters that they may have encounter. Get them to give them a name .. A look.. Style and even a little backgrounds.
- Ask delegates to identify where they are on the grid – win-win mindset? Some people are more passive in their behaviour and will easily give in to customers, I lose, you win (or the company loses). Discuss impact of different mindsets on success in our roles and success as a business – particularly how we can sometimes hide behind process and policy at the detriment of the customer and take the humanity out of what we do. Sometimes we have to balance what is right for the customer and what is right for the business.
- Explain that how we see each interaction with customer will massively change both the way we feel about the situation and the outcome we get. Explain that every situation starts with this habit! Explain that most people work in terms of either/or. You either win or you lose, you’re either nice or you’re tough, but win/win is a frame of mind that seeks mutual benefit. Win-win seeks cooperation, not competition, not your way or my way, but a better way. We are trying to resolve customer issues to the benefit of everyone. Business and customer. Sometimes our own mindsets get in the way
- Have delegates refer to the workbook and briefly walk them through the following hints and tips. There are many closing techniques that will enable you to be more successful as a salesperson. The most common barrier that many sales people battle against is moving through a close to final sale. No matter what method you choose to adopt there are some common tips that must be considered at all times: ABC ABC is a common term which stands for 'Always Be Closing', which is both good and bad advice. It is good advice when it is used to keep in mind that you are always aiming towards a close. It is bad when you just use it to mean battering the customer to death with a barrage of unsubtle closing techniques. Selling can be a lot like fly-fishing. If you tug hard on the line, it will snap and the fish will get away. The best method is a gentle coaxing that gradually brings the fish in to shore - although sometimes when they are spooked you have to let them out again and calm them down further away. Silence After When you have used a closing technique, be quiet afterwards and let them respond. If you just keep talking, then you may miss what they have to say - like 'yes' for example. Silence also builds tension and will encourage them to respond - and a response to a well-put closing question will hopefully be positive. Watch Emotions Watch out for the other person not only in what they say but also in the emotions behind the words. Never try closing when they are in a negative emotional state - you will only cause further objection and possibly anger that means they will never buy from you again. Over-closing It is not unknown for sales people to talk their customers into closure then carry right on and talk them out again. You can over-do closing and it requires a close sensitivity to avoid this trap. It is often the fear of the other person saying 'no' that often causes a sales person to keep on talking. You must have faith and also accept that when they say 'no' it is no real comment about you. If you take rejection personally then you are probably in the wrong job. There are no be-backs When a customer says 'I'll be back', sales people in many different situations know that this is just an excuse to leave. Thus, it is said, 'there are no be-backs'. The consequence of this is that when customers say they will be back, you cannot count on it and should treat this as if they will not and decide either to move to the next customer or redouble your sales efforts. Closing for Another Day However in some situations, there are be-backs. In fact any business sale may require that the sales person to make more then one pitch to the customer. If they do come back then you take one step back – recap on what was said in the previous conversation. Hence, if you believe that your be-back may come back ensure that you give them all the appropriate guidance and a checklist that they should do before returning. This will keep you in their mindset and show them that you are serious about them making the best-informed decision instead of them being just another sale. Horses for Courses In all of these methods, remember that all closing techniques are appropriate only in particular circumstances. Your choice must be appropriate and take into account the emotional state and readiness of the customer. It also depends on the sophistication of the customer. Someone that has been in sales or exposed to it may be more open to a direct approach. The key is to never be ‘text book' with any close as many people can see a closing technique coming from several miles away. Selling is a science and the more that you incorporate consultative and relationship selling methods in steps one to five then the more appropriate your choice of close will become. Whatever your method is - it must conclude your understanding of their needs, be professional and most of all be human.
- Have delegates come up with things that they will do differently