StrategyDriven Business Communications Article

Assessment: How much do you stink at listening?

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StrategyDriven Business Communications Article
 
Answer these questions to see how accurately you hear what your communication partner intends you to hear, and how much business you are losing as a result.

  1. How often do you enter conversations to hear what you want to hear – and disregard the rest?
  2. How often do you listen to get your own agenda across, regardless of the needs of the speaker?
  3. How often do you have a bias in place before the speaker’s points or agenda are known?
  4. Do you ever assume what the speaker wants from you before he/she states it – whether your assumption is accurate or not?
  5. How often do you listen merely to confirm you are right… and the other person is wrong?
  6. Do you ever enter a conversation without any bias, filters, assumptions, or expectations? What would need to happen for you to enter all conversations with a totally blank slate? Do you have the tools to make that possible?
  7. Because your filters, expectations, biases, and assumptions strongly influence how you hear what’s intended, how do you know that your natural hearing skills enable you to achieve everything you might achieve in a conversation?
  8. How much business have you lost because of your inability to choose the appropriate modality to hear and interpret through?
  9. How many relationships have you lost by driving conversations where you wanted them to be rather than a path of collaboration that would end up someplace surprising?

As I am writing my new book, Did You Really Say What I Think I Heard? I’ve gotten notes from all around the world: everyone thinks they listen accurately. Ah… But do they hear what’s intended?

It’s physiologically impossible to accurately hear what our communication partner intends us to hear. We have biases, filters, triggers, assumptions, and habits that get in the way. And people don’t accurately represent what they mean for us to hear, leaving out details that they assume will be understood and aren’t, or choosing words that have different meanings for listeners. Or the situation we find ourselves in has any range of situational biases that make it difficult. We hear according to our education, family history, religious beliefs, political beliefs, age, ethnicity…

Are you getting the picture here? Not even close to possible. So what is it we are defending? What is so important about believing we hear what’s intended when we don’t – and it’s not even possible?

My new book will break down the good, the bad, and the ugly of how we hear, why we don’t, where we have problems (lots of assessments and fun exercises), and ways to fix it. Lots of funny examples of just plain dumb conversations between really smart people. And trust me: my snarky personality will lead readers through the process. I can’t wait until it comes out next year.

Email me with questions about listening. Speak to others about the project. Let’s make ‘hearing what’s intended’ the new buzz phrase. Because if we all can hear what’s intended, we can make a huge difference in the world.

About the Author

Sharon Drew Morgen is founder of Morgen Facilitations, Inc. (www.newsalesparadigm.com). She is the visionary behind Buying Facilitation®, the decision facilitation model that enables people to change with integrity. A pioneer who has spoken about, written about, and taught the skills to help buyers buy, she is the author of the acclaimed New York Times Business Bestseller Selling with Integrity and Dirty Little Secrets: Why buyers can’t buy and sellers can’t sell and what you can do about it.

Want to enhance your or your team’s listening skills? Contact Sharon Drew at [email protected]. Learn about her training programs and speaking topics at www.buyingfacilitation.com.

Engage your employees in the training process

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Companies invest in employee training and talent development programs for one reason: to get results. The problem is that too often they see training as an “event” rather than a process, and they earn a miserable return on investment.

See if this rings true. You hire an outside consultant to conduct a two-day training session. Your expert trainer delivers a ton of value. Trainees give the session high marks. But a few weeks later you realize your people aren’t deploying the skills they were taught. You’re frustrated. Where are the results? Where is your return on investment?

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About the Author

Steve MeyerStephen Meyer is CEO of the Rapid Learning Institute, which provides bite-size e-learning to companies, nonprofits, educational institutions and government. Prior to starting the Rapid Learning Institute and its parent company Business 21 Publishing in 2002, Meyer was the Director of Publishing at The Hay Group, a leading HR, benefits and compensation consulting firm. At RLI he developed the model for six- to 10-minute “Quick Take” rapid learning modules. Meyer received his MBA from The Wharton School at the University of Pennsylvania.

The Advisor’s Corner – How Should I, as a Leader, Communicate?

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How Should I, as a Leader, Communicate?Question:

Everyone talks about communication being a problem in our company. As a leader, what am I supposed to do about it?

StrategyDriven Response: (by Roxi Hewertson, StrategyDriven Principal Contributor)

A recent Development Dimensions International study, Driving Workplace Performance through High-Quality Conversations: What leaders must do every day to be effective, reminds us in no uncertain terms, that leaders, peers and direct reports need to hold more effective conversations at work to receive more effective business performance.

Technology gets a lot of the blame for the continued degradation of communication skills among leaders over the past two decades. But technology, like any tool, can be used in positive or negative ways. What really matters is how we choose to communicate and how we choose to use our tools. Technology works well for:

  • Sharing information,
  • Setting up meetings,
  • Keeping records

But it does not work well when:

  • We need to have a dialogue and a conversation,
  • We copy the world to cover our bases or boost our egos,
  • There is emotion involved

Since communication norms are deeply woven into the fabric of every organization’s culture, this challenge starts with the CEO and involves all his or her leaders. The DDI study validates how important emotional intelligence competencies, particularly self-awareness and social skills are in human interactions.

Everything we do happens through our relationships – at work and outside of work. When communication is poor or stops, the relationship is poor or stops. In the DDI study, the authors point out that senior leaders have not mastered these communication skills any better than less senior leaders, even though they have been at it longer. To me this strongly indicates we think we are communicating well when we simply… are not.

Take a few moments over the next several days to see if you notice any of these poor interaction habits in yourself and/or leaders you know:

  • Jumping to task before understanding the full picture.
    One solution: Take the time to gather information and listen carefully.
  • Unskilled at, or choosing not to have, effective conversations.
    One solution: Learn this skill or get out of leadership.
  • Failing to engage others in decisions that impact them.
    One solution: Ask yourself, “Who is impacted by this decisions?” Then, engage those people in the process.
  • Failing to demonstrate authentic empathy.
    One solution: Slow down and truly put yourself in another person’s shoes. What might it be like to be him or her right now? Don’t know? Ask.
  • Ego and personal agenda driven.
    One solution: Ask yourself, “Do I really need to be or prove I am right? Or do I want my team to succeed no matter whose idea it is?”
  • Unable to facilitate a productive meeting or discussion.
    One solution: Learn these skills and/or engage skilled facilitators to help you.

The systemic, long-term solution to improving interaction and communication skills in your organization is to make it MATTER. It’s quite simple to do…

What you reward is what you will get. What you don’t reward, you will get much less often.

Leaders generally know what a good conversation looks like. Knowing is the easy part. Doing is the hard part. The leader’s number ONE responsibility is to create and nurture a culture that will bring out the best in their people. Those choices and priorities will roll downhill. This is particularly true for the behaviors we model for our direct reports – all the way from the C-Suite to the front line.

At the end of the day, when we are not truly listening, we are not leading. Period.

About the Author

Leadership authority Roxana (Roxi) Hewertson is a no-nonsense business veteran revered for her nuts-and-bolts, tell-it-like-it-is approach and practical, out-of-the-box insights that help both emerging and expert managers, executives and owners boost quantifiable job performance in various mission critical facets of business. Through AskRoxi.com, Roxi — “the Dear Abby of Leadership” — imparts invaluable free advice to managers and leaders at all levels, from the bullpen to the boardroom, to help them solve problems, become more effective and realize a higher measure of business and career success.

The StrategyDriven website was created to provide members of our community with insights to the actions that help create the shared vision, focus, and commitment needed to improve organizational alignment and accountability for the achievement of superior results. We look forward to answering your strategic planning and tactical business execution questions. Please email your questions to [email protected].

StrategyDriven Business Performance Assessment Program Article

Business Performance Assessment Program – Different is not Necessarily Wrong

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StrategyDriven Business Performance Assessment Program Principle ArticlePeople naturally take pride and ownership of their work. This pride drives them to believe their approach is the right or, at least, the best method for performing the activity; often closing off any consideration of other methods.

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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Jeffrey Gitomer

How is a cup of coffee like a sale? When it’s with a customer!

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I like coffee. Dark, black coffee. Espresso. No cream. No sugar. Just dark, black coffee. You?

But I look at coffee differently than you do. I don’t “wake up and drink it.” I venture out to a coffee shop and an early morning meeting, and oh, by the way, I have coffee.

My goal each day is to have an early morning cup of coffee with someone that can help me enhance relationships, make connections, build value, and make sales. As a traveler, I can’t do this every day. But I try my best to do it as often as I am able.

A meeting is a brand new way to look at the value of a cup of coffee. You may look at coffee as a cost or an expense. To me, coffee is an investment of time. It’s not “how I drink it.” Rather, it’s “who I drink it with.”

KEY POINT OF UNDERSTANDING: Whenever I meet someone for coffee in the morning, I find the meeting is relaxed and fun. It’s a genuine exchange of information. Always informal and humorous. And it’s usually with someone I do business with or could do business with.

I try to have these meetings early. Very early. Between seven and eight in the morning. Sometimes I have two breakfasts. One at seven and one and eight.

Oftentimes my appointments meet each other, so it becomes an additional networking opportunity. Many of my customers, prospects, and connections have done business with my other customers, prospects, and connections.

PERSONAL NOTE: When I’m done my with coffee and my meeting is over, I get back home as fast as I can so I can take our young daughter to school by nine. And no, I can’t do it every day, but that is the goal every day.

Think about the impact of that. A sales call BEFORE the day starts.

HERE’S HOW THAT IDEA APPLIES TO YOU:

If you have one cup of coffee a day with a customer or prospect, that’s equal to 250 sales calls THIS YEAR that will be relaxed, build relationships, make sales, gain referrals, and create business opportunities. Coffee and sales – not just coffee.

What could you do with an additional 250 meetings, appointments, or actual sales calls? How much extra income would that convert to? How much quicker could you advance your sales cycle? My wallet is pulsating just thinking about it.

“But Jeffrey,” you whine, “My customers are scattered all over the country.”

QUIT WHINING AND START THINKING: Drink coffee at your desk with a connection via Skype or vsee.com. Send Starbucks gift cards via aceofsales.com. It’s so unusual that customers will set the meeting, and then talk about how innovative it was.

“But Jeffrey,” you whine, “What do I talk about during the meeting?”

ANYTHING BUT BUSINESS AT THE START OF THE MEETING.

  • Talk family
  • Talk kids
  • Talk hobbies
  • Talk sports
  • Talk vacation
  • Talk travel
  • Talk fashion
  • Talk books
  • Talk movies
  • Talk culture
  • Talk passion
  • Talk ideas
  • Talk social media

Ask questions that allow you to ask more questions. NO NEWS, NO WEATHER, NO POLITICS, NO RELIGION, or anything negative about people or things.

“But Jeffrey,” you whine, “What tone should I set inside the meeting?

HOW TO SAY IT:

  • Talk positive
  • Talk truth
  • Talk relaxed
  • Talk about things in common
  • Talk humor

“But Jeffrey,” you whine, “What sales tools should I bring?”

TOOLS MAKE SALES FAST AND EASY:

  • Bring a referral
  • Bring a book
  • Bring an idea
  • Bring an influential friend
  • Bring your Instagram on an iPad

REMEMBER AND MEMORIALIZE:

  • Take notes
  • Take a photo
  • Ask for his or her favorite – quote, book, movie, team, player
  • Make another appointment at the end of the meeting
  • It’s under five bucks
  • It doesn’t interfere with your workday

“But Jeffrey,” you whine, “When do I start talking business?”

When the customer brings it up. Talk business when THEY START.

Reprinted with permission from Jeffrey H. Gitomer and Buy Gitomer.

About the Author

Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at [email protected].