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Nicci’s Call: 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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Nicci’s Call: 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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Dynamo Joe’s Story: Talent Dynamics for Young People

TDYP

By Teejay Dowe - Talent Dynamics for Young People

When I profiled Joe he was 8 years old, a little younger than I would normally profile but bright, nearly 9 and eager to learn he was an ideal young man to work with.

Joe’s mum had been profiled through Talent  Dynamics and discovered that she was a Deal Maker it had given her so much insight that she was keen to discover more, especially more about her son who was mixed race and about to be moving schools.

She was concerned that he might be bullied, therefore wanting to find out how she could help him to fit in.

Creator Profile

Joe came out as a Creator profile, tons of Dynamo energy bursting to get out, a lively, high energy little boy, a pleasure to speak with.

His mum thought she knew him but after the debrief told me that she had learned so much more about him and was so proud of the answers that he gave to the questions I asked him.

She really felt that she understood him at a different level. She was so impressed that she was going to pick the next school he would go to by matching the way that they taught with the way that he naturally loves to learn. Dynamo energy loves to learn in a visual way.

2 weeks later I was at a business networking event and Joe’s mum was there. She came over to me all smiles and exited to share Joe’s progress with me. She said ‘TeeJay, I have to share this with you, Since Joe was profiled and I learned so much, homework now – piece of cake!’ Of course intrigued I said ‘Do tell!’

Homework

She said ‘Well Joe came home from school this week with  homework that he really did not want to do. He had to write out the instructions about how to make a cup of tea.’

‘Boring!’

She said ‘I was just about to say, oh, come on, let’s sit down and plan this out together…when I realised that my way of doing it not his! I almost sucked my words back in and instead said ‘Have you ever seen mummy make a cup of tea?’ He said ‘No’

She said’ Ok, go and get the ipad, then you can record mummy making a cup of tea. You can play it back and instead of writing a list of instructions you can pause it at each step and draw it out to give instructions’

He loved it! Homework was done quickly, he loved every minute of it and now homework will never be a challenge again! Mum simply knows how to engage him in his world

:D

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


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Jans Corner: Which Profiles makes for the best Leader?

We often get asked which of the Talent Dynamics profiles are the best leaders. On the surface the answer might seem very easy. Of course, the Supporters. Given their people focus, blaze energy, and extroverted action dynamics, Supporters are best at leading teams and organisations as they bring others together and motivate them to be their best naturally building collaboration, trust and loyalty critical for sustained high performance.

High profile Supporters, such as GE’s Jack Walsh, eBay’s Meg Whitman or Microsoft’s Steve Balmer, have shown how much they can accomplish if they put their talent at work.

This natural talent, however, doesn’t give Supporters a monopoly on leadership. Everyone can be a leader. Businesses are complex ecosystems and different talents come handy at different times and in different situations. All profiles can bring a valuable perspective and energy that can be used to build performance and increase flow depending on the teams focus, task at hand, nature and stage of business or season of the economic cycle.

Let me give you a few ideas about how to make the best use of the leadership potential of the other seven profiles (apart from the Supporter) in the team or businesses context.

Creators might not be the best people-people or data-driven analysts, but they lead best by setting the vision and a high standard to reach for. Being task focused to start things they lead others to reach their goals. They are best at the helm of new projects and initiatives, thinking out of the box and out of the ordinary. They are the best initiators and pioneers.

Stars are fast and often don’t wait for their team to catch up or bother with the details, but they will give energy and credibility to new ideas, projects, programs or strategies through the power of their personality. They can improvise while leading upfront to build and maintain excitement, momentum and buy in when it matters. They are the best promoters.

Deal Makers are true people’s people, but they are more private than a Star or Supporter, and prefer to work one-to-one. They bring people and opportunities together and lead best when they are able to be in constant conversation whilst listening closely to what is happening around them. They are the best connectors and negotiators of win-win solutions.

Traders thrive when they can build and grow a connection with their team or customers. They might be paralysed when facing a blank sheet to fill, or strategy to create, but will quickly make sense of what is going on around them. They lead best when immersed in daily action, when timing is of essence and when they have ongoing input from their environments and people to inform their decision-making. They are the best operations leaders and excel as hands-on troubleshooters.

Accumulators are excellent project managers given their analytical skills and sense of timing. They are reliable and will find the way to deliver what is needed on time. However, they have little interest in and are ill equipped to handle office politics. Accumulators lead best when a well defined task or project needs to be accomplished and when the detail and risk management are critical for success. They are the best planners, and project and risk managers.

Lords are great at finding inefficiencies because they patiently track data, analyse the detail and strive to stay in control. For this reason, Lords are best at leading through the numbers instead of through conversation and collaboration. Lords almost always value process and policy over people, and are great at providing leadership when resources and finances are tight and success requires efficiency and precision. They are the best data-driven analytics and efficiency leaders.

Mechanics constantly look for improvements and as a result they are continually challenging the status quo on the way things are done. This can be very stimulating for some, and very frustrating for others. The best way to for them to lead people is to make it easy for others to collaborate and perform indirectly, not through motivation but by perfecting the underlying processes, procedures and systems. They are the best systematisers, improvers and finishers.

If you currently experience frustration or ineffectiveness of leadership in your team or business, it might be that you are trying to put a square peg into a round hole. As businesses and demands evolve so will the need for the appropriate leadership. Chances are that you will not need to re-organise the whole team or organisation. For a start, just notice whose talent can help most with the task or challenge at hand and provide them a space to contribute it at the right occasion. Build from small opportunities, for instance, just allowing the right person to lead a meeting or spearheading a project – and then expand from there. The reward will be a more resilient and better performing team as well as increased engagement and flow of everyone in it.


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Unas Spotlight: Why Innovative People Fail

I was intrigued when I recently read this Forbes article titled ‘Why Innovative People Fail’ to see that the author and commentators were so close to a workable solution, yet so far at the same time.

While the idea of getting another person involved to complement the innovator’s strengths is mooted, the concept of how a team could add value is not fully explored.

Perhaps this is partly because the ‘idea monkeys’ (and as a Star profile I’m one of them!) do enjoy significance & freedom and they could feel that a team would tie them down. This couldn’t be further from the truth.

It is interesting how I have learned that every time you wish to switch up a level, you often need to do the opposite of what you were doing before. Counterintuitive I know…

Where the right team dynamics can really add value is not just in supporting the execution of an idea but in actually helping to select the best ideas to carry forward in the first place.

The innovator, often a Creator profile, can be amazing at generating new ideas and strategies. However, their sense of timing is frequently off, usually with them being ahead of the crowd and more importantly the market.

In addition to having great timing, dealmakers and traders are also closer to the customer and so can assess the Creator’s ideas from that viewpoint. Stars can ensure that the idea is marketable and Supporters that the best team is in place to execute it.

Of course what is also essential is to have an Accumulator/Lord and/or Mechanic to ensure that the best use of data is made and the right systems and processes are in place for repeated success.

Unfortunately, what happens in many teams is that the Creator can be sensitive to criticism of their idea or strategy, which stops feedback in its tracks and consequently prevents their plans being more robust. This increases risk and the likelihood of failure.

If the team is unaware of the value that they all add to the innovation process, then there is the danger that they will be constantly moved from working on one idea to the next before anything has the chance to be completed.

An idea could be brilliant, however it may simply cost too much to execute and/or to promote, especially if this means entering new markets. It could even be taking the company totally off track in terms of where it as an organisation adds the most value to the marketplace.

The three Dynamo energy profiles, Mechanic, Creator and Star, will all innovate constantly. The trick to innovation success though, is to have the right structures and parameters in place to ensure that their innovation reaps rewards.

Understanding how value and leverage lead to accelerated trust and flow provides parameters that often result in six-and-seven-figure returns.

Having the right team dynamics gives you a structure that supports identifying and executing the best opportunities for your organisation over and over again.

So before you automatically dismiss or jump on the next great idea, consider with your team is it really the best idea for your team, for your organisation and your market at this time?


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TD 2.0 Launching very soon…

I wanted to give you some prior notice of an exciting update! Over the past few months, Roger and the team here at TDHQ have been working on the development of the Talent Dynamics Profile reports.

We’re calling it TD 2.0!

The updated report, as well as all of what you have come to expect, now also contains:

Explanation on Value and Leverage

The leadership style of your profile

How you communicate with others and the best way to get into Flow

The best environments for your profile to flourish

The emotional needs of each of the Frequencies

There is now information on all 8 profiles as well, so you can see at a glance an overview of the others in your team…

and much much more!

It’s grown from 10 to 18 pages and is packed with even more content about your profile!

We are letting you know now, as early in September, we will contact you to let you know that we are almost ready to go live with TD 2.0 and before we do that, as you have already taken a profile test with us previously, we want you to be able to download the new version of your own report, absolutely free.

The opportunity to download the new report for free will be available for a limited period only, so please don’t miss it.

In addition, we will also be gifting you a free copy of the new book that Roger and I have created about Talent Dynamics.

Look out for the updates coming from us in the next few weeks as you will have exclusive access to the new reports and the TD book before anyone else sees them!

 


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Jans Corner:Modern day Communication Babylon!

We cannot not communicate. Everything we say and not say, do and don’t do communicates something. However, in practice the biggest pitfall is thinking that communication actually happens. What comes to mind is the story of an American tourist in Italy who in his quest to find the restroom keeps repeating the phrase ‘Whera isa tha toiletta’, slower and louder, actually thinking he is speaking Italian and wondering why no Italian seems to understand what he is talking about! 

Funny and absurd at the same time, isn’t it? In business that collective monologue is quite common. However, the problem appears not as obvious such as that you speak English and someone else Italian, Chinese, or Arabic, but more obscured and related to our different thinking and action dynamics, vantage points from which we see the same world very differently, regardless of the mother tongue and foreign language proficiency. As a result, a lot of communication is ignored or misunderstood while we attempt to speak louder and slower, just like that American in the story, to vigorously get our message across. In this modern day Babylon, I’m actually surprised that anything gets done. 

Each profile will have certain ways to process and understand information and to best communicate with others. Some are big picture thinkers, others grounded realists, some introverts preferring to decide and act for themselves whilst others extroverts preferring to decide and act through and with others. Understanding how others naturally operate opens the bridge for a significantly better communication and so much more productive and fun experience in the office. 

Creators live in vivid imaginary worlds. They have short attention spans, so all communications needs to be presented with brevity and impact – and ideally visually. They often imagine they have communicated things that they haven’t so make sure all expectations are spelled out and agreements and deadlines explicit and clear. 

Stars are natural communicators when they take the stage. That means they will be better when communicating to a group than one-to-one, for which they have less patience. They buzz when having fun and getting attention. Stars work harder at preparing for the next performance or presentation than they will in the details of the long-term strategic plan or the financial forecasts. Star are not strong at the details so if you leave a 50-page proposal for a Star, don’t expect it to be read soon, if at all. 

Supporters love to chat and an interactive verbal aspect to communication is important to them. They are not as comfortable as Stars with taking the stage, as they don’t work well with one-way presentations. However, they communicate well through casual conversation and concepts brought to life through stories and participation. It’s easy for Supporters to get distracted, so the key is for a Supporter to start with a clear message and outcome to ensure their communication is effective. 

Deal Makers need to hear all sides so communication is always in stereo or even surround for them. They care about the interest of all parties involved and prefer one-to-one communication or smaller groups. To a Deal Maker it is about what is said and how it is said as well as about what’s not said. They read non-verbal and contextual signals well and will often address it indirectly. Sometimes they best communicate by saying nothing at all. 

Traders, like Deal Makers, thrive in smaller groups and often find it difficult to perform in front of an audience. They don’t enjoy the attention being on them and are the first to shine it onto someone or something else. This means they will often find a spokesperson for the team and then prepare the information needed for them to shine. They need time to communicate and are happier when what they say is backed up with research and examples. They are always most comfortable of information that come with substance, and don’t have much time for conceptual ideas and pie-in-the-sky thinking.

Accumulators need quiet time to consider and think before saying anything. So they tend to get annoyed when there is too much conversation or stories around that don’t help them to concentrate. They don’t like to get things wrong, so are not as willing to volunteer a wrong – or unproven – answer, and would rather write things down and get clear feedback on how they can improve. Accumulators communicate best when can write down and present clear concepts, data and numbers. 

Lords are logical so communication needs to be structured and make logical sense for them. They will be the first to put things in writing, and want to see all the detail and instructions clearly written down. Giving a Lord a big picture concept or ask them to think on their feet is the fastest way to lose their interest or get them on the defensive. Lords need time to think about their communication, and will often work through many drafts before being comfortable to present their final results or ideas. 

Mechanics love brainstorming and investigating through visuals and charts. They communicate best when they have information that they can show in new and interesting ways, and when they have the time to prepare properly for their presentation. They are not good at improvising, so putting a Mechanic on the spot is never the way to get the best out of them. Mechanics also communicate best through questions and answers where they can uncover the areas to investigate further. 

Well, in these short descriptions you may recognise yourself as much as you may recognise others. 

The key for better communication is to acknowledge and respect the existence and value of speaking a different language and operating from a different perspective, no matter what it is. The first step then is beginning to listen to others first to recognise where they are coming for and what communication works best for them. Remember, the (adapted) platinum rule: “Communicate unto others as they would like to be communicated to themselves.”


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Una’s Spotlight: The Surprising Truth About Employee Engagement

How many people do you know that are miserable in their work? Even when people set up their own business it doesn’t always feel like the vision they created in their head before they made the leap… Its great that these days more and more companies are beginning to consider employee engagement.  However it is often as a nice to have add-on, rather than how they run their business.

Some of the answer to this misery may be what is highlighted by one of my favourite business authors, Patrick Lencioni. He explains that overcoming the ‘Three Signs of a Miserable Job’ may be the answer:

  • Anonymity – I’ve said for years that ‘Business is Personal’. If you manage and work with people then get to know them, take a genuine interest in them as a person, not just as a worker. You don’t have to go out drinking every Friday but at least understand their personal circumstances and acknowledge them as a person as regularly as possible. Those with Blaze energy (Star, Supporter and Deal-Maker) will most likely happily talk about their personal life, yet Steel (Accumulator, Lord, Mechanic) may be a bit more reticent to reveal themselves until they really know and trust you.
  • Irrelevance – think about the rock stars, actors, athletes that often end up on the rocks. Many people think they would love their lives. They are usually doing work they love, getting more money than they can count and often have adoring fans. Could it be because they don’t really feel needed? When people understand the contribution they are making to another person, or group of people that brings immense satisfaction and fulfilment. Often when our clients first do a Talent Dynamics programme some staff who are usually in the background and not very proactive suddenly come alive – they now know where and when they add value.
  • Immeasurement – it is incredibly helpful for people to be able to measure for themselves how good a job they are doing. In many organisations they only find out once a year usually in an (often painful) exercise called an appraisal. Instead you could have team members clear on and owning accountabilities (particularly ones that get and keep them in flow!). Work out with them simply daily/weekly measures that allow them to assess their own progress. (An ongoing measure of the level of trust and flow within and between teams will really help to improve measurement and performance across the board.)

When it comes to measurement, the profiles that are more detail-oriented and systematic (Tempo and Steel energies) are more likely to create measures. However if their work situation doesn’t allow for that they’ll feel the lack of it more. The Dynamo and Blaze energies are less likely to naturally measure anything, however will really benefit from the focus that measurement brings. All profiles will benefit from the daily self-feedback they get from simple meaningful measures.


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Treat everyone the way you want to be treated… Or not?!

 

This sure was the way Goldie liked to be treated…

How many times have you heard this phrase? My parents and grand-parents said it to me often as a child, my teachers repeated it. When I joined the workplace it was a mantra for customers and staff alike and yet today it couldn’t be farther from my reality! You see, I realised that people were very different and not everyone wanted to be treated the way I wanted to be treated!

In some cases, treating them how I wanted to be treated, backfired on me!

Take the Dynamo Energy Profiles – Creators/Stars/Mechanics, who enjoy significance, so they can be unique and stand out with their creations and innovations. They love a task and so oftentimes, want to just get stuff started and done. They like speed and activity!

The Blaze Energy Profiles – Stars/Supporters/Deal Makers who enjoy as much variety as possible. Even down to changing the route to work in the morning to see who else they might meet. They are seeking conversation and are good at creating and working with distractions. The more people at the party, the more fun they can be having!

The Tempo Energy Profiles - Deal Makers/Traders/Accumulators like to focus on what needs to be done. They excel at when to actually get the project really moving and taking proper shape. Order is important to them as is routine. Connection and collaboration are required in the project and its important for everyone to have time and be heard!

The Steel Energy Profiles – Accumulators/Lords/Mechanics are looking for certainty when making decisions. Detail and precision is important to them and they like all the information in front of them, before they commit to the plan. They enjoy the analysis and can make very well informed moves when data is at hand. Cutting to the chase and understanding the detail means they don’t need to spend lots of  time chatting and dicsussing!

Now, here’s my major piece of ground breaking, research type, advice!

If you really want to know the best way to treat someone, ask them…

When you sit down with one of the 8 profiles and ask them these few basic questions, you may be suprised by the answers you recieve. It can be real fun to test this out on someone who is the opposite profile to you!

  1. How do you enjoy to recieve/give praise?
  2. What are the indicatiors you use to know you have done a job well?
  3. How do you like to celebrate a success?
  4. What is the best environment for you to work in?
  5. What are your favorite parts of your job role and why?
  6. What are your least favorite?
  7. Who do you admire leadership wise and why?
  8. What qualities would you seek in your line manager/leader and why?
  9. When are you at your most productive?
  10. What else should I really ask you that I havent asked you yet….

“Maxim for life: You get treated in life the way you teach people to treat you” – Wayne Dyer


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Introducing Linda to the expanding team at TDHQ!

Meet Linda, our UK Service Manager. Initially, Linda stepped in on a temporary basis, a few months ago, to help us set up some Service processes and systems, ready to hand to ‘the whoever’ was going to step up into those shoes but she has been having so much fun, we are delighted to say she has decided to join us permanently! Based in the UK, Linda is accountable for our UK clients and programmes. Making sure Clients have everything they need for a great experience with us.

A very well connected and grounded Deal Maker, Linda is all about the people and loves dealing direct with our clients. Lately, with clients flying in from the USA and Japan to the UK programme, Linda has been connecting with the Performance Consultants in training, to make sure they are fully equipped and ready for the June programmes.


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