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Putting Talent Dynamics to Work in Small Business – Louise & Susie’s Stories

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By Osmaan Sharif

I run an online Talent Dynamics Programme for small business owners and I thought I’d share a couple of their stories.

Louise runs Little House Life Therapies, and had an idea of how a business ‘should’ be run.  The thing is she seemed to spend so much time focusing on those details, that she couldn’t easily see where she wanted to take her business.

Susie, of Mildred Jones, knew what her Talent Dynamic’s profile was, but didn’t fully understand how to apply it to her business, and had even begun to question whether that was her true profile.

As they worked through the programme, Louise and Susie put Talent Dynamics to work in their businesses.

Louise, a Creator’s Story

Louise profiled as a Creator and began to understand why the business model she’d been using was getting in the way of her building a business she loved.

“I discovered that I am a lot more creative than I thought, and that I am easily distracted by ‘boring and technical’ things.  Knowing this helped me structure a business model that gets the boring stuff done while focusing on the bigger picture.”

As well as her new way of working, Louise has been able to figure out where to focus her energies in order to stay in flow and have a more successful business.

“I’ve been able to let go of ideas and resources that aren’t congruent with what I truly want to do.  My background in coaching doesn’t restrict me to 1:1 sessions and I am taking a whole new approach to my initial training.  This has been a very liberating discovery, and has enabled me to look even deeper into where I truly am in Flow. ”

Susie, a Trader’s Story

Having initially found it difficult to relate her Trader profile to her fine jewellery design business, Susie finally saw how her profile made sense.

“I am a Trader after all, albeit one with creativity, and that’s a really good mix.  While I sell a physical product, I actually provide a service, and by focusing on that I can really differentiate myself.”

The more Susie understood what got her into flow, the more she realised how much easier building her business could be; especially when it comes to marketing it.

“I get it much more now about the strengths I have in building relationships, listening to what people want, and providing it.  I’ve already been asking more insightful questions on my Facebook Page, which is generating great engagement and getting priceless information about my ideal customer.”

Louise and Susie are just two of the small business owners who benefit from using Talent Dynamics in their business, and I can’t wait to see what they use their new tools to build.


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Una’s Spotlight: Another New (Tax) Year

rubix cube

Sometimes life just throws you a curve ball and there’s not really very much you can do about it.

That’s what happened to my partner and myself this January when he started to feel unwell a couple of days into the New Year. Roll on a few weeks and he was rushed into hospital seriously ill and since then it’s been a long recovery, now about 95% complete.

So it’s now April, the start of a new tax year and we’ve decided that this will be our New Year.

A chance to start afresh. A chance to put in place the plans we were so excited about back in late December!

There are times in life when you have to admit you are not in control and this was definitely one of them. How do you react when life throws curve balls at you?

  • Get mad
  • Lie down and cry
  • Carry on regardless

Well I briefly experienced each of those at one time or another, however they’re not necessarily constructive!

So I thought it would be useful to look at this from a Talent Dynamics perspective taking each of the energies in turn to see what could be helpful in your professional and personal life.

Spirit

Trusting in each other, honest and open communication and having each other’s back was essential during this period. We never lost sight of our primary purpose during this time which was to get him well enough to come home and then well enough to fully live life again.

“How clear are you and your team on your purpose? Do you prioritise your activities accordingly or just do the most urgent tasks, reacting to those who shout the loudest?”

Dynamo

Motivation

I am a Star profile with pretty equal Dynamo and Blaze energies. When the ‘proverbial’ hit the fan I immediately went into emergency task mode. Being able to instantly come up with ideas to solve problems is useful – as long as it’s not overdone.

“How effective are you and your team at problem solving? Do you spend time to establish what kind of problem it is that you have?”

Innovation is not always the solution… For instance in this particular situation Blaze and Tempo elements turned out to be more important.

Blaze

We both had to ask for help a lot more than usual. It was important to have the support of family and friends both emotionally and practically. In fact, it was the practical help that was required the most!

Thankfully we were also able to call upon some team members we’d worked with previously to help out with the business. And a cleaner was definitely essential too ;)

The vast majority of doctors and nurses that we dealt with were fantastic communicators and that made such a massive difference.

How substantial is your support network? In the event of an emergency who could you call upon? How effective is communication in your organisation and/or family?  What could you do now to be prepared with team members and/or freelancers to stand in when required?

Tempo

Once the initial heart-stopping emergency was over it was a case of constantly reprioritising and rescheduling personal and work activities around his recovery. It took a while for me to realise how much time it actually took to not just visit but travel to and from the hospital and to do (or delegate) the activities he would normally do.

“How aware are you of how long things really take?”

This is important to manage your own workload as well as when working with team members. If you don’t know, simply use a kitchen timer or one on your smart phone to measure frequent activities. If you haven’t got high Tempo energy in your profile you may be surprised by what you find!

Use this knowledge to help you understand the return on investment you get from your activities, consider whether they’re really necessary and if they are, who is best placed to do them.

Steel

Understanding the measures being used to mark my partner’s recovery was very helpful, otherwise we would have been completely in the dark about progress.

“How effectively are you measuring progress on the projects and processes that are most important to you?”

Also related to Steel was the adaptability required by my partner (a Lord profile) to adjust to his circumstances while in hospital and then recuperating at home. Lots of uncertainty, noisy and unfamiliar surroundings and people didn’t make this easy, so it was important for me to provide support by being physically there and communicating effectively to alleviate that.

This applies to changes you may be looking to implement in your workplace!

“Do you consider those that may have high Tempo and/or Steel energy that will find change more challenging, no matter how much they may buy into the concept of it?”

Be sure to connect, listen and constantly over-communicate before, during and after the change.

Have you been dealt some rough hands recently and if so how did you handle them? I’d love to hear your views, please comment below.


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Osmaan’s Observations: Opposites Attract

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I’ve heard the saying ‘opposites attract’ when it comes to finding that special ‘one’, who you’d want to spend the rest of your life with.   But the same is also so true for me when it comes to my clients.

As I looked through my schedule for the week ahead, it struck me just how many of my current small business coaching clients are Creators and Stars!

To a Trader like me it could seem like they are from a far away planet.

The way they naturally think and act is so different from me.  But instead I truly get a buzz from working closely with them.

Dynamo Buzz

It’s because we are like ‘ying’ & ‘yang’.

They’re super innovative and always have so many ideas of what they could do.

I love seeing their reaction when ask I ask them – “when are you doing to do it by?’ – it’s like I’ve sworn at them at times.

Instead of standing at the top of the ‘skyscraper’; admiring the view from there and thinking about all the potentials that are out there, Traders like to be at ground level and are very practical minded.

Typically if left to their own devices or without super self-discipline, a Creator or Star’s amazing visions can remain as an idea before the next spark of inspiration hits them (& then the next).

But you can’t really take an ‘idea’ to the bank to get cashed, can you now?

Tempo Reality

So I love helping these talented individuals to take their ideas and do some real stuff with them, so they have a greater chance of happening.

“Yes sometimes it can feel less ‘fun’ for them when they’re having to focus upon the nitty-gritty planning and execution stages. The same can be said for me, when given a blank piece of paper and attempting to come up the next new or novel idea!”

However, when you remember that we don’t have to do it all ourselves and that we use each other’s talents, then things can really start flowing more easily.  And that’s where the real magic is, as when you help other people to get into flow – they help you get into flow too!

What else could you ask for?


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Leveraging the Value of Your Sales Meetings

Conference room

By Nicola Bonfanti - Talent Dynamics for Sales

Lots of sales people make the mistake of talking too much in the first meeting with a new prospect, anxious to tell them everything about their company, products or services. The big opportunity of a first meeting is to discover the real scope of the prospect’s problems, by talking at them they will miss opportunities.

So use the first prospect meeting as a fact finding mission rather than a chance to roll out your usual presentation.

You are there to identify opportunities and find a mutual fit to see if and how you can actually help them. They should be doing most of the talking for 4 reasons

  1. So you can get a proper understanding of their issues so your proposal back to them can be tailored to those
  2. So you can lead and guide the meeting in the direction you want it to go
  3. So you don’t give away any of your expertise content now but just explain to them what they need to do, not how. That comes once you are working together
  4. If you don’t already know what their Talent Dynamics profile is, you will be able to get an idea from their conversation.

If you do know their Talent Dynamics profile, plan your questioning to accelerate the rapport building.

Dynamo Prospects

Start by focusing on them

  • Ask them to give you an overview of where the company is at and their role in it
  • Do they see big changes on the horizon?
  • What are the key issues that matter to them?

When talking about a product or service you have to help them,

  • Use a few key points to give an overview
  • Let them know the significance of the product or service to them personally as well as to the organisation
  • Point out new or innovative features and why that will benefit them
  • Speak in an animated manner and at a fairly rapid pace

At the end of the meeting ask them:

“How do you see us working together?”

Blaze Prospects

Start by focusing on them

  • Ask them to tell you how things are at the organisation, pick up on specific events or people you’ve heard about or that they’ve mentioned and ask about them
  • Ask them what they have heard about you and your organisation

When talking about a product or service you have to help them,

  • Give specific examples and case studies of other customers’ good experiences
  • Be personable and smile a lot as they will see that as a sign of acceptance
  • Speak in a casual, frank and friendly manner
  • Stay on task and don’t get too distracted by stories

At the end of the meeting ask them:

“Have you heard enough to make a decision about moving forward together?”

Tempo Prospects

Start by focusing on them

  • Ask them what they thought about the information you have sent them so far
  • Involve them in the process by asking what they thing about things in the organisation today
  • Ask them what would they change if they could

When talking about a product or service you have to help them,

  • Take time to go over a full list of advantages and benefits
  • Explain any side benefits or peripherals that are pertinent
  • Provide testimonials that highlight facts
  • Move at a steady, even pace

At the end of the meeting ask them:

“How would you like to take the next step forward?”

Steel Prospects

Start by focusing on them,

  • Ask them how business is doing
  • Ask them what improvements they are looking to make this year or this quarter
  • Ask them what they know about you so far

When talking about a product or service you have to help them,

  • Know your stuff, winging it will not cut it with them
  • Be able to show a bottom line on prices, features and benefits to them
  • Highlight any productivity benefits to them
  • Show them all the specifications
  • Take your time

At the end of the meeting ask them:

Do you need any further information to take a decision to move forward together?

Then make plans for the next meeting together.

Who will you try this approach with first?

More information about how you can leverage the value of your sales meetings at www.TrustedSalesDynamics.com

Nicci Bonfanti will be leading one of the Break- Out sessions at the Trust Conference on September 11th.


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DT’s Tower: Divergent, Profiling and Talent Dynamics

Divergent

I recently went to see the film “Divergent” in the cinema.  The plot in summary:

“In a futuristic dystopian Chicago, society is divided into five factions: Abnegation (selfless), Amity (peaceful), Candor (truthful), Erudite (intelligent) and Dauntless (brave), based on their personalities. Beatrice Prior is in Abnegation, the faction that looks after the poor and the factionless, as well as runs the government; though she has always been fascinated by Dauntless.

Young 16-year old citizens have undergone aptitude test using a serum to indicate which faction they would really fit and which they would need to choose on the Choosing Ceremony.   Beatrice’s test has resulted different attributes of several factions (Abnegation, Erudite and Dauntless), which means she is Divergent. Since Divergent people can think independently and government cannot conform their thinking, they are considered threats to the social orders. These are the reasons why she needs to keep her true test results a secret.”

The film deals with one of the big objections to profiling, individuality and conformity.  How can a test capture the unique characteristics of an individual?  Can you really reduce a person to a category?

The short answers are “it can’t” and “you can’t”.  But underlying these questions is a more powerful question.  ”Why take a profile test in the first place?”

In the film the answer is because that is how society is ordered.  On the surface this does seem like a good idea, and fits with Talent Dynamics’s philosophy.  People doing what they are good at are more productive and happier.  If you can understand yourself to a greater depth, you will grow.

Now, in our society it is not compulsory to take a profile test.  So why take one?  Again it is down to understanding yourself and others.  In Talent Dynamics it is about finding out your route to Flow, a route to a more focused, productive and stress-less work/life.

The film’s profile offers no recognition of individuality.  If you don’t conform to one of the profile types (or Factions) then you are dangerous as the profile is there to control you and society.

And this is where people often get unstuck.  The Talent Dynamics profile is not an end point but a starting point.  It’s not trying to put you in a box.  Here’s why:

  1. Your profile is made up of characteristic ‘energies’ Dynamo (Creativity), Blaze (People), Tempo (Timing) and Steel (Information).  Within the profile is an energy frequency or mix as EVERYONE is different they will have a different mix of these energies.  The profile is simply a trend towards the strongest energy.
  2. Sometimes a profile will resonate with you more strongly than the test result.  A profile debrief with a Talent Dynamics consultant can help challenge the results and unpick why you are drawn to another profile.  It could just be that the profile is wrong!
  3. The profile describes how you work, not who you are.  I am a Lord in a creative industry… doesn’t mean that I can’t be creative but my approach is more methodical and slow than a Creator (though I have quite a bit of Dynamo in my profile).  Your profile can help you find a role you are better suited to OR let you explore different ways of working to the strengths of your profile that will naturally help you into Flow.
  4. Although many people who take the Talent Dynamics profile test have an ‘a-ha’ moment when they get their results, the profile is not a quick fix or a one shot answer.  It is a road map that can help you learn more about what makes you tick, guide you through challenging situations or when making important decisions.

Oh … and the film is pretty good too! :)

How about you?  Do you try and conform to the Talent Dynamics profile or are you ‘divergent’?  How do you approach this?


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The Rise of Superman.

Wow! I am super excited to announce that I have just arranged to host a webinar with the one and only Steven Kotler.

Steven has not only appeared in top publications like Magazine, The Atlantic Monthly, Wired and Forbes, but is also a New York Times Best Seller and co-founder and director of research for the Flow Genome Project. Quite a catch I’m sure you’ll agree. 

In Steven’s new book ‘The Rise Of Superman’, he explores how over the past three decades, an unlikely collection of men and women have pushed human performance farther and faster than at any other point the 150,000 year of our species. This amazing read examines how a radical mental state has enabled these people to redefine the limits of the possible.Steven Kotler. The Rise of Superman

This fantastic book isn’t just relevant to those hoping to achieve amazing physical feats, but also has huge implications on the world of business, as Steven probes into the state known to researchers as ‘flow’. Most of us have had some familiarity with flow, especially in the business world. If you’ve ever got so deeply involved in a project, so much so that everything else seems to just disappear and time just flies by, then you’ve most certainly tasted this experience. In flow, we are so focused on the task at hand that everything else falls away, action and awareness merge, self vanishes and performance goes through the roof.

And this is why I am so excited at having the honour of hosting a webinar with Steven Kotler and learning much more on this pivotal subject. If you’re in flow, then you’re going to do great things, that’s just a fact! 

So, on Friday 11th April at 3pm, I personally invite you to join Steven and I for 60 minutes, where you’ll discover more about the amazing effects flow can have on you, your business and your life. 

Click here to register >  

Look forward to seeing you there.  

Michelle


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Why I booked Hollie Delaney…

I am super excited to announce that Hollie Delaney, HR manager, or actually her new title “Head of People Happiness” at Zappos, will be speaking at this year’s Global Trust Conference.

“Keeping employees at Zappos.com takes a little weirdness and willingness to make work fun”

Hollie Delaney is responsible for ‘people happiness’ at one of the largest online shoe companies in the world. That means the happiness of all its staff and of course their loyal customers is on Hollie’s shoulders, and boy does she carry it well.

Zappos.com

This particular role didn’t come all that naturally to Hollie and required her to completely adapt her way of thinking. You see although Hollie had been in HR for many years for some highly successful companies, things at Zappos were completely different. There was a different feel to the place, it wasn’t the kind of corporate environment she had cut her teeth in. People jumping up on tables in the middle of a meeting and dancing are not things you usually hear of in the corporate world, but at Zappos this is almost the norm!

Having such an important role at this intense, high-energy company with their unique brand of HR, I think you’ll agree that Hollie has some amazing skills from which we can all learn a great deal.

In order to ensure the happiness of its staff, Zappos really does go the extra mile. In fact, when moving to their new headquarters in downtown Las Vegas, which bought Zappos closer to the famous Strip than their previous location, CEO Tony Hsieh spent $350 million to develop the entire neighbourhood so his employees would have access to great places to live and socialise too. This truly is a company that values its workforce just as much as its delighted customer base.

In keeping with its fun attitude and their proximity to the Las Vegas strip, Zappos have named all of their conference rooms after some of the famous casinos found close by. Although, I’m pretty sure there’s no gambling in these rooms as this is one switched-on company which won’t leave anything to luck.

y your tickets NOW!

One of the many reasons I was so desperate to do whatever it took to get Hollie to speak at this year’s Global Trust Conference was a short interview I once came across. This interview just showed me that everything Hollie has done in her career at Zappos.com to date aligns with the core message and principles we strive to deliver at the conference; building trust, relationships and connections within your business and with your customer-base, and that sometimes getting away from the ‘norm’ has truly astounding results.

So, when HR Magazine talked to Hollie Delaney about her career and how Zappos delivers happiness to its customers and its 3,000 employees, I was truly blown-away and thought you’d love to hear what this multi-billion dollar company does to build trust and relationships.

 Enjoy!

Hollie DelaneyQ: Before Zappos, you worked in HR at a casino. What was that like?

 A: “It was big and impersonal, with thousands of employees and so many rules between unions and non-unions. There was a rule for everything—even that I had to wear pantyhose if I worked in HR. It made it difficult to be yourself. At the time, I thought HR was not for me.”

 

 Q: Describe your Zappos job interview.

 A: “During the phone interview, I described myself as “fun but a little weird.” The interviewer said “Wow, that’s one of our core values.” I met everyone in HR and interviewed with 10 managers, including Tony. He was sitting in a cubicle alongside other employees; I didn’t know he was the CEO at first. I started crying while telling him about my “miracle baby” and thought I’d blown the job interview.”

Q: During onboarding, Zappos offers new hires $3,000 to leave if they don’t think they and the company are a good fit. Were you tempted?

A: “It was $1,000 when I started, but no. Everybody here was so happy. They were so invested in this company. You could see it, and you could feel it. I was floored. I was skeptical, but I knew there had to be something special here for people to behave that way.”

Q: How can you tell if a candidate is a good fit?

A: ”When people tour our company, they’re kind of shellshocked. Some cannot get over the fact that people aren’t in offices and it’s so loud. Or, they want to work 9 to 5 and call it a day. Our environment is not the ideal place to meet those types of expectations. A state of consistent change, the open environment and team aspect do not work for everyone.”

“We move around a lot; you get to build relationships with people you haven’t met before. You can be in senior management in four to seven years. In our call center, employees bid for different shifts every six months. You can wear pajamas or bunny ears to a meeting and be taken seriously—actually, they’re more responsive to you.”

“The recruiting team interviews candidates for culture fit and a willingness to change and to learn. They notice how applicants interact at lunch. Do they talk with others or just the person they think makes the hiring decision? Our shuttle drivers tell us what candidates say during the ride back to their hotels.”

Q: When did you know you had embraced the culture?”

 A: ”It took me about a year to change from focusing on the 10 percent of employees who cause problems to the 90 percent who do not. I remember Tony wanted to let all employees give out one $50 monthly bonus to any employee they chose. My traditional HR response was “You’re insane.” I thought people would give it to their friends, but some didn’t even give it out at all: They were waiting for people to “wow” them the same way they were expected to wow customers.”

“I didn’t have any skepticism left by the time we started the Wishez Program in 2010. Employees’ wishes have ranged from asking for homemade frosted sugar cookies to wanting to jump off the Stratosphere Hotel. One worker’s wish for a car was granted when an employee bought a new car and gave him his old vehicle.”

 Q: I understand you wrestled with staying in HR at Zappos. What happened?

A: ”I’d been here nearly two years. People did not like HR when I started. It had the stigma of being the Debbie Downer Department, the rules enforcer. No one wants to be a part of that.”

“HR was in a transitional period. We didn’t have a Zappos identity. I felt like an outsider looking in. Headhunters started calling me. I wasn’t sure what I wanted to do, where I stood with the company. I realized when I was talking to the life coach on staff that I had a huge opportunity to do something awesome at this awesome company.”

“We started asking different managers what they needed from HR. An HR generalist started sitting in each department for eight months. Now, they include us in termination discussions. We are invited to teams’ happy hours. We work with them to be part of the good things they do and not just the “You’re getting written up” conversations. Zappos’ ZCON team, which moved to HR from merchandising in January and handles areas such as reception, shuttle services, travel and concierge services, is bringing a new face to HR. I’m having fun now.”

“I could never go back to a traditional HR job. Here, our job is to educate employees. I’m more of a teacher, not a policeman. Our job is to protect the culture. If HR says “no,” it doesn’t mean no. You have to know all the rules of HR but be able to throw them out. If it’s a rule, is it a good rule?”

I hope you enjoyed reading this interview as much as I did. It’s hearing things like this confirms that putting together the Global Trust Conference so entrepreneurs, business owners and corporations can hear how the biggest companies in the world go about building trusting relationships in their organisations, is absolutely what we must do. Zappos have shown what’s possible by creating the perfect working environment and customer experience.

If you would like to come along and hear Hollie speak at the Global Trust Conference then it would be great to have you there. You can learn more about the conference and get your tickets by clicking the link here.

Don’t forget, ticket prices will go up on 1st April so buy now to grab a bargain!

 Buy your tickets NOW!

 

 

 


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CTT International Conference “Building a Values Driven Society”

We are delighted to announce that Michelle Clarke will be speaking at the CTT International Conference in June 2014 hosted by Barrett Values Centre. 
 
Society is made up of many different and vital parts. Societal transformation happens one person at a time, and each and every person has the ability to foster change. We believe this journey starts by living one’s values. 
Barrett Values Centre
 
The aim of the conference is to bring together all sectors of society to forge and deepen new and powerful relationships. By focusing on personal, organisational, national and global transformation, leaders and change agents will share, learn and build community around taking the vision of building a values-driven society into action. You will walk away with tools, methods and, most importantly, the inspiration to implement change in your own life, your communities, your organisations, your world.
 

We will be hosting a pre-conference webinar on March 27.
Register now!  

We think this is a great way to introduce your network to us and get them excited about attending the conference.  
 

Here are the webinar details:

  • What do coaches and other caring professionals need to know so they can support the healthy psychological growth and development of the adults they are working with? 
  • How can doing so help unleash human potential and support 
    a values-driven society? 
Please join Richard Barrett from Barrett Values Centre and Michelle Clarke from Talent Dynamics for an inspiring and informative webinar about evolutionary coaching and the power of trust!  
 
You will have an opportunity to listen to the latest thinking in these areas, as well as ask questions of Richard and Michelle. 
 

Thursday, March 27 at 5pm (CET) 4pm (GMT) 12pm (EST) 9am (PST) 

 

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Are You Challenging Enough?

challenge

By Nicola Bonfanti - Talent Dynamics for Sales

Last week I attended the global online conference “The Sales Acceleration Summit”. The first  keynote speaker was Matt Dixon, co-author of “The Challenger Sale” and almost every talk I attended after that made reference to the most effective type of salesperson – the Challenger.

So what is the Challenger sales person, why is it important if you are involved in selling at all and how can knowing your Talent Dynamics profile help you become more challenging?

Why does it matter?

According to the CEB research*, and this is what has been sending shock waves through sales departments globally since its publication in 2012, the typical relationship builder salesperson, i.e. Making sure the customer is happy, being of service, keeping relations sweet, (what most of the sales training of the last 10-15 years has been based on) was the LEAST effective sales person type, particularly in an economic downturn, and not only with complex sales but in almost every sales situation.

Instead the MOST effective type of sales person in every situation proved to be the Challenger type who understood the customer’s business, pushes the customer to think outside the box, doesn’t ask them what keeps them up at night but teaches them what should be keeping them up at night and is not afraid to build constructive tension with the client, to make them think.

What is a Challenger sales person?

A Challenger salesperson excels and outperforms other sales types in 3 key areas:

  1. Teaches for differentiation – is an expert in their field and brings a new perspective to the client and educates them in other ways of doing business.
  2. Tailors for resonance – understands what drives value with different customers and adapts their message accordingly  (which your understanding of your client’s Talent Dynamics profiles will help you do).
  3. Takes control – not afraid to take control of the conversation or discuss pricing and cost concerns with the customers on their own terms.

How can you be more challenging?

Before you try and take on these 3 areas it’s important to remember what your strengths as a sales person already are and how you can build on that to become more challenging. Which is your strongest energy in your profile?

Dynamo profiles
(Creator, Mechanic, Star) – you will be naturally good at teaching for differentiation, will have great ideas for improvements and changes. Your challenge will be to listen more to the client and understand their specific values and to tailor your proposal to their needs rather than your ideas.

Utilising your knowledge of Talent Dynamics profiles and applying that to your clients will help with listening.

Blaze profiles
(Supporter, Star, Deal Maker) – you will naturally be good at tailoring for resonance, adapting your ideas to the client’s specific expectations.  You may be fearful of taking control of the conversation and discuss finances, not wanting to “spoil” the relationship.

Having courage to talk finances for the good of the client and your ongoing relationship will help you overcome this.

Tempo profiles
(Trader, Deal Maker, Accumulator) – you will naturally be inclined to make sure the customer is well served, is happy and there are no tensions there.

In order to win and keep the client you need to explore with them new ways that your products and services can resolve not only their current issues but issues in the future.

Steel profiles
(Lord, Accumulator, Mechanic) – you will be comfortable about taking control of the sales meeting but may not have enough knowledge or ask enough questions to tailor the proposal in an original and stimulating way.

Use the data and research you have to demonstrate to your client how they could be using your products and services in different ways.

More information about how you can become a more challenging salesperson at www.TrustedSalesDynamics.com

Nicci Bonfanti will be leading one of the Break- Out sessions at the Trust Conference on September 11th.

*CEB research in “The Challenger Sale “ (2012) by Matthew Dixon and Brent Adamson


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DT’s Tower: Smelling the Roses

roses

According to the calendar Spring is here…

Depends where you are in the country I suppose but looking out my window at the time of writing it doesn’t look like Spring! :D

Although the New Year is a time for new starts, Spring is the time for new beginnings with subtle changes happening all around us.  As a Lord I’m not the quickest at starting things or even doing things.  In fact with my slow, methodical certainty I have more in common with Winter than Spring!

Saying that though, with my recent thinking on the best way of getting things done I have been reflecting what I can change to improve how I do things.  I’ve looked at focusing on one thing at a time, I’ve looked at the importance of deadlines (and the danger of ASAP!) so I’m now looking at ‘Smelling the Roses’.

The Project Conveyer Belt

Efficiency is great isn’t it?  I like it.  The smooth operation as one project finishes another starts.

But is that really the best approach?  Is that ‘truly efficient’?

Despite all the processes and automation you can have in place the weight of past projects builds up.  No human being is a machine that can go on relentlessly, even a machine needs servicing, maintenance and eventual upgrading.  As I’ve reflected over the past year to try and learn from my mistakes I’ve realised… I haven’t stopped.

I haven’t ‘smelt the roses’!

We all know there is finite time and finite money.  There is also finite brain power.  Project information and concerns build up in your mind over time, affecting future projects.  Like a tea mug that has one cup of tea made after another without washing, the residue of worries, data, people and pressures connected to a project affect the amount of work that can be done in the future.

A Glass Half Full or Half Empty?

The effect of this is best shown by the ‘stress’ analogy of a glass of water that goes round social media every now and again.

The story goes:

A psychologist walked around a room while teaching stress management to an audience. As she raised a glass of water, everyone expected they’d be asked the “half empty or half full” question. Instead, with a smile on her face, she inquired: “How heavy is this glass of water?”

Answers called out ranged from 8 oz. to 20 oz.

She replied, “The absolute weight doesn’t matter. It depends on how long I hold it. If I hold it for a minute, it’s not a problem. If I hold it for an hour, I’ll have an ache in my arm. If I hold it for a day, my arm will feel numb and paralyzed. In each case, the weight of the glass doesn’t change, but the longer I hold it, the heavier it becomes.” She continued, “The stresses and worries in life are like that glass of water. Think about them for a while and nothing happens. Think about them a bit longer and they begin to hurt. And if you think about them all day long, you will feel paralyzed – incapable of doing anything.”

Remember to put the glass down

Planning to Smell the Roses

This has definitely been me over the past year or so.  I have moved from one thing to another and not ‘put the glass down’.  What I have been doing has been emptying the glass and refilling it as quickly as possible.

What I intend to do is make sure that I plan to have room either side of a project to ‘smell the roses’, enjoy the feeling of success, reward myself appropriately and reflect on what I’ve learned…

Before moving on.

On paper this might not be efficient but it will ensure that I can keep healthy, happy and focused.  That is efficient!  Smelling the Roses is my ‘new beginning’ for Spring!

How about you?  Do you smell the roses or put the glass down from time to time?  Have you any tips or tricks that you want to share?


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