Cold calling - there must be a problem!

"I hate cold calling with a passion" was my response to a question about how best to get new business. It got me thinking, why can I say something as strong as "hate" to what is after all a perfectly normal business activity?

Here is the logic and my response.

1. Would I call someone I knew - yes.
2. Would I cold call someone I did not know if I knew that they had a problem - yes
3. Would I call someone I did not know and did not know if they had a problem - no

I had to conclude that I would cold call them only if I knew with certainty that they had a problem.

This was a breakthrough for me. And that is my next move - to wrap up what we do as a solution to a problem that I am convinced that they have.

It might just lower the level of emotion from HATE to dislike, and that I can deal with. After all, I do things all day that I dislike.

Hope this helps. Call me on 0117 230 3166 for more information or just to chat.




(ps - I know there are other ways of generating new business - cold calling is just one of them)

We are not born with maps, we have to make them.

"We are not born with maps - we have to make them, and that requires effort".

According to Scott Peck’s book “the Road Less Travelled” most people do not know where their lives are going. Their lives are directionless with few journey markers to determine progress. Peck argues, whilst they know that a map would enhance their lives, most do not make the effort to draw the map or to scope the direction they want their lives to take.

And if they do create a vision for their lives and draw a map, it is typically lacking in richness and variety. Consequently their boundaries are too small, narrow or even misleading. They have insufficient “detail” which renders their map almost valueless.

Finally, even when the map does have the requisite variety, size and accuracy it can soon become out-dated.  For it to have value it must be current which in turn means continually revising and updating it, as both we and the world in which we are seeking to grow and thrive is constantly changing. These changes impact on many aspects of our lives. The social, economic, legal, environmental and technical frameworks shift daily, sometimes even faster than that.

Creating a map or a vision requires effort. Keeping it current takes effort. Tearing it up and starting afresh takes courage and energy. No wonder people decide to drift.

Not having a vision or drawing a map or setting a direction, whatever you choose to call it, is as relevant for business growth as it is for personal growth. Many organisations leave their growth to chance and then wonder why they fail to achieve success. 

If we cling on to out-dated visions, goals and objectives, or fail to revise them, then we carry the risk of huge disappointment and failure. It creates dis-ease and manifests itself in many ways. Lethargy, demotivation, inefficiency, ineffectiveness, no sense of belonging, boredom, indifference, poor service levels, these are the symptoms of the lack of a compelling vision.

Can this situation be reversed? Absolutely yes!

Where to start?

You start by simply daydreaming. It may be hazy and nebulous at first, but work at it – wafting away the mist to reach the core idea, the spirit of your vision. It may take days, even weeks. The nice thing about this constructive daydreaming is that it you can do it and still do the day job. However, beware of thinking, as you dream your dream: ‘Oh we couldn’t do that! It’s just wishful thinking.’ Don’t be held back by what you think is possible, or you will end up limiting your vision. The moment you catch yourself starting to think of how you will achieve your dream, stop, and go back to the what - the big picture. Right now, you do not need to burden yourself with reality.

Having got some idea of what it might look like, talk to other people to see if they understand it, to see if it is reasonable, practical, do-able.

If you want more information on how to craft a compelling vision, then link here

If you need help, then talk to us. We are experts in accelerating business growth. We know the foundation on which the success of the business is built is the vision. We have a rigorous process that ensures your vision moves from inception to maturity. Call us now on 0117 230 3166.

It's a myth of leadership that when there's change, it requires action.

Here is the final paragraph from a very interesting article by Michael Blastland on the BBC news website. You can read the entire article here 

His argument is quite simple - play the long game to iron out the short run ruffles.

"A wise friend who does run a successful engineering business on the south coast, had this to say about the real ups and downs of recession:

"2010 was a terrible year with most of our customers cutting back or totally stopping spending, but I am so pleased we managed to get through it without any redundancies. It was tough for everyone but they all stuck together.

"It's funny how quickly things change round, just last September I was worrying I'd made the wrong call and we should have made redundancies at the start of the year, and now we have the biggest order backlog the company has ever seen."

It's another victory for managing by doing nothing, he suggests.

"Unfortunately, management generally ignores variability. A great example is the amount of time managers have to spend 'explaining' variance to budget. Woe betide any manager who just ways 'well, sometimes things go up, and sometimes they go down'. We have to pretend to be in control."

It's for this reason that the fashion for corporate dashboards displaying up-to-the-minute information about company performance makes me wonder - will bosses everywhere be staring at the numbers, twitching with every down, feeling the pulse race with every up, on the phone demanding action with every flicker on the dial?

The risk of playing down change is that you miss the next big thing. But since there's an equal risk of over-reaction, does anyone know of a business bestseller with the mantra: "Calm down?"

The 4 generic sales strategies

Here is an interesting article from Nick Cramp.

When it comes down to it, there are only four ways a business can increase their sales turnover, so a good sales and marketing strategy only needs to ensure these four bases are covered.

These four strategies are:

1.    Get your existing customers to buy more service or products from you each time they purchase.
2.    Get your existing customers to buy from you more frequently.
3.    Get more new customers.
4.    Get your existing customers to refer their friends and colleagues to become customers.

Each sales and marketing activity needs to be directed to achieving one of these four outcomes. Similarly each business needs a strategy or plan for how each of these outcomes will be achieved.

Sales & marketing can get very complicated and confusing with the range of different options and channels now available to each business, but a good sales person or team should be able to simplify and focus on systematically achieving each one of these 4 objectives.

The business owner or executive needs to make sure they have a system in place for monitoring and measuring these numbers so they can judge the effectiveness of their marketing spend. 

As the old business adage states “You can’t improve what you can’t measure”

How are you numbers looking this month?

Never take growth for granted

Focusing on what we do for our customers is short-sighted. Rather than looking at what we do, we should look at what our customers want. This is the core message from a seminal article written in 1960 by Theodore Levitt, a distinguished Harvard Business School professor.

This is as true today as it was 50 years ago. Too often we look at innovating what we can, rather than what is wanted by existing and potential customers. Sustainable business growth requires a particular mind set and focus.

Growth cannot be taken for granted, even in so called growth industries. It is more a management task of spotting where future growth may lie, rather than just exploiting what is already known. It is all about being customer centric and delivering the benefits they want.

Most growth plans are predicated on assumptions about the current status. That profit can be increased by delivering ever lower costs. That their product knowledge is such that their product cannot be surpassed or that growth is commensurate with population trends. These assumptions are short-sighted or myopic, yet they still prevail.

To achieve long term, sustainable and profitable growth focus instead on delivering the fundamental benefits that customers are seeking. Start by doing the research about what it is that your customers actually want from your company.

Can business learn from politics?

Can business learn from politics?

The Lib-Con alliance offers deep insights into how apparently opposing parties can coexist and even deliver credible leadership. It hasn’t been easy. Both parties have a rich heritage in terms of ideals, values and culture. In any other setting, they would be knocking seven bells out of each other. Yet they appear to be working collaboratively. How have they achieved that and what can business learn from their efforts.

To begin with, we can see that there are many similarities between political parties and organisations. Within most businesses there will be opposing views, conflicts of interest, individualist agendas and so on, each acting as a divisive force. Unchecked, this negative energy can lead to stasis or even worse, to decline. How can business leaders harness the energy within the organisation and use it for the good of all stakeholders and not one constituency?

The key must be in having a vision that gets all the individual agendas to fly in formation. That takes clarity of thought and good leadership. The clarity of thought is the heavy lifting that no one likes to do. Taking the time to write a compelling vision does however pay dividends. A great vision transmits who you are, the people that you serve, why they buy from you and how you will deliver that offering. Some consultants push the need for a pithy version to make it memorable and hence “sticky”. We disagree. People like to hear stories, anecdotes and parables. The vision can be in any form. But, a good story, well told, is powerful and this makes it “sticky”.

A meaningful storyboard vision is not enough. Good leaders make the story real. Their telling of the story breathes life into it. They transmit the vision constantly, without hesitation, deviation but with lots of repetition. They energise the story.

Has business anything to learn from politics? The answer is yes. Transmit the vision as if it is a story and keep on telling it.

Online Personality Testing

Understanding DISC Online Personality Testing

Knowing who you are, what motivates you and almost as important what demotivates you, is the foundation of a successful and fulfilled life. It means you can play to your strengths and work around your limitations.

Once you know how you would like to be treated, it gets even better.  Once you have a full grasp of your own self-image, you can then start to discern how others might think, act and feel.

The DISC acronym stands for

• Dominance
• Influence
• Steadiness
• Compliance

Over the coming weeks we will be outlining what each of these mean, the main motivator, the basic fear and other valuable insights that will help you build that successful career and live a life that reflects the real you.

Do keep coming back to see how it all works or call us on 0117 210 32166 for a no obligation discussion.

Business CoPilot lands new franchisee

We are very pleased to announce the appointment of our first franchisee - Kerry Hale.

Kerry began her working life in the retail and customer service sector. It gave her an insight into the world of business, which she has been keen to explore. Recognising the need for enhancing her knowledge, she completed a course in finance and started working for an accountant in 2003. Here she gained an understanding of several different business sectors. Kerry using her new found knowledge moved on and began working as a Financial Manager, where she became heavily involved in financial forecasting & business analysis.

In 2008 Kerry realised her entrepreneurial ambition and started her own business; Bristol Buddies, a social networking website for people new to the city. In 2009 she went on to launch FUSE, a singles events company, which has been even more successful. Kerry has developed a great passion and understanding of marketing, PR and starting a business on a shoestring.

We wish Kerry all the very best for the future

5 D's of Decision Making

 Our goal is to help you to make a better quality decision. We know that it is impossible to get all decisions right. But we can make better decisions by following the 5 C's of Decision Making as set out below:

1. Define it - What exactly is the problem. Time spent in clarifying the exact problem will help enormously
2. Data gathering - Find feasible alternatives for solving the problem. Think innovatively and creatively at this stage. Remember that you will not know the solution otherwise you would not have to decide.
3. Deliberate - Evaluate the alternatives. Discard the non-starters. Then choose the top two or three best solutions
4. Dwell time - Allow some time to elapse to let the sub conscience do its work.
5. Decide - Make the decision. Having gone to all the trouble to make this hard choice, implement it and make sure it sticks. If you hit trouble, get help

For more information, or if you would like to attend our Who Decides Wins Decision Making Course in Bristol and London, then link here.

"Who Decides Wins" - Business Decision Making Course

Improve your Business Decision Making skills.

Are you looking to enhance your value to your business?

As you may already know, good leaders make good decisions.  Now, I know what you are thinking. You are good at decision making; after all you do it every day.

Well I’ve got news for you. That just might not be the case. As natural as decision making appears to be, there are many ways to improve this vital business skill. In fact, we guarantee that we will transform the way you tackle decision making.

Don’t take our word for it.
“Brilliant! I use the techniques and skills in my personal as well as my business life. It has made such a difference”.

Following popular demand, we are offering another “Who decides wins” decision making course. We would like to invite you to attend the half day course in either Bristol or London.

· Do you spend hours worrying over your decisions?
· Are you decisive, but worry that you may not have included enough information?
· Do decisions come easy but feel uneasy about the way the decision is made?

Unlock the decision maker in you. Packed with benefits, it's the one course that every business manager should attend.

Here are some of the benefits:

• More time – Less wasted time procrastinating.
• More right decisions - means more money.
• More energy - reducing anxiety.
• Improved promotion prospects.
• Enhanced management and leadership skills.
• Invigorated creativity in problem solving situations.
• Amplified value to your organisation.

Registering

Register now, as places are strictly limited to ensure you get that personal experience. Click on the link below to register or RSVP.

Here’s the bottom line. This half day course will change the way you “do” business. We guarantee that you will approach decision making in a new light. You will be a powerful asset to your business.



The Course

The interactive nature of this event means a flexible approach to the programme. It is not a flat pack solution to decision making. We want everyone to benefit and flex the content and schedule around the attendees needs and wants.
Thank you for reading about the Decision Making Course, we look forward to seeing you at the event.

Ps – Can’t decide if this is the course for you. Book here right away and start being more decisive!

How do you decide?

Most senior business people take decisions, it is part of their job. Some decisions are mundane, routine and demand very little in terms of brain bandwidth. Others demand much, much more. Think about the BP problem in the Gulf of Mexico to get some scale of the decisions they have to take. Even the President of the United States is watching the outcomes.

Sadly, very few managers ever get to learn exactly how to improve their decision making skills. Most rely on their personality or their innate skills. That is fine, until you go back and “interrogate” the process, and then the flaws become all to obvious.

If you want to improve your decision making, then have a think about coming on our “Who Decides, Wins” Decision Making Skills Course.

 

We are running it in Bristol on the 16th September from 12.30 to 4.30.

 

Go here to book your place

 

Or call me on 0117 230 3166 to discuss your requirements

Why sales programmes fail

Why do many of new business programmes fail to deliver the much promised steady stream of new clients?

The answer lies in the new business generation planning and implementation process. For many companies, the new business programme are generic, short term, passive,or hesitant.

• Generic programme promote the company's entire range or describes it in terms that lack specificity.
• Short term campaigns assume they can work through the entire buying cycle in under three months or less.
• Passive programmes rely on using the media to encourage their target audience to make the first move.
• Hesitant programmes stop and start according to the prevailing emotional or cash flow conditions at the time.
  

The way out of this vicious circle is to write a sales plan with a SLAP!

• Specific - one product to one market through one channel. Avoid confusing the customers
• Long term - The plan needs to take account of the buying cycle and how long it typically takes.
• Active - getting customers to take action must be the aim of the programme
• Planned - avoid hesitancy by committing to a long term plan.

Call us on 0117 9047874 if now is the time to move out of first gear and really motor.

The telephone number again is 0117 9047874.

When times are hard

I met this morning, an old friend from many years back over a very fine full English breakfast. We meandered gently over times past, successes and failures, near misses and direct hits as one does. We thought about how good it was in the "good old days" and reflected on how our paths had originally crossed and others we had met along the way. All good convivial stuff.

Then he turned to me and said "But don't beat your self up! It’s tough out there".

I was a little taken aback as I was not aware that I had either been beating myself up or reflecting on how tough it was. I suspect he had one of those conversations going on in his head that did not require an audience.

But he is right. Business is very tough right now for a whole lot of businesses. No matter what sector, what target market, what size, turnover and market share, there is not enough money to go round to feed everyone.

So what do you do?

I reckon that we should follow natures reaction to a famine. Slow down the metabolic rate to conserve energy and resources, eat what ever you can when you can, hide your assets to prevent them being taken and finally use the time reflecting on what to do when the famine ends.

That advice works for me - I am spending much less money and energy to ensure I can survive for as long as I can. I am seeking work where it is to be found and not waiting for the phone to ring or waiting in the dried up watering hole that has served me so well for many years. And I am rethinking my vision, goals, strategy and tactics for when the economy picks up.

What about you? What are you doing that might help us get through the famine?

Strictly 6 Strategies for Success

Featured Article: Strictly 6 Strategies for Success

From Jennifer Hampson, a good friend of mine who embodies the traits set out in her article below.

Someone once asked me what the best present I'd ever received was. Only the day before, two tickets from the Strictly Come Dancing random draw had landed on the mat. I was going to be in the audience for a live recording! I was ecstatic - the sequins, the glamour, the celebrities, the stunning dance moves - everything lived up to my expectations.

Now, as you can probably guess, I'm a bit of a Strictly fan. Have you been following it? Are you supporting Team Cola or Ricky 'back-flip' Whittle? The more I've watched it, the more I see business lessons that can serve us all well going forward into a new year.

1. Be open to new opportunities

When Brendan and Anton, two of the longest-serving professional dancers, were originally approached to appear on this newly devised dancing programme they admitted that their immediate reaction was a definite 'no'. However, once they realised the BBC was serious about it they agreed (albeit with some reservations), and that one act of saying 'yes' has had life-changing significance for them. They told Claudia on 'It Takes Two' that it has changed their lives completely, and opened up new possibilities for them, such as TV presenting, that they would never ever have envisaged or had the chance to do otherwise.

2. Work hard

Although the celebrities all start with different levels of dancing ability, the one thing the winners have in common is hard work and dedication. Literally, they often work until their feet bleed (or far worse) and then keep going. Erin Boag, the professional dancer known as Miss Whiplash, lives up to her nickname when she says, "When my guys complain to me that their right leg is hurting I say, 'Well, let's make the left one hurt to match'".

3. Listen

Sometimes others do know best. In Strictly, the professional dancers teach, demonstrate, guide and encourage. In business, seek out people who can help you achieve your goals for they will inspire you to do your very best, share their talents with you, and help you on your journey.

4. Accept feedback

It's striking to see how people react very differently to feedback. This series it's been a pleasant change not to have all the tears (think Penny Lancaster) but Brendan, of course, has been true to form and even exceeded himself by marching offstage, defensively protecting his partner. On the other hand, Chris Hollins has reacted brilliantly, with respect, humour and a sense of perspective. He has also worked to address their concerns so, fingers-crossed (mine, not his!), he will have sorted out his spatula hands by Saturday.

5. Have fun

Chris and Ola are the embodiment of a couple having fun while they work. They have formed a brilliant partnership and are taking pleasure in the journey, day by day, rather than working themselves into a frenzy trying to win. They have grasped that life is for living, and each day should be savoured as they strive to achieve their goal.

6. Visualise success

For all 16 Strictly couples starting out this year, getting their hands on the glitter ball signified success. And, like Brendan and Anton have said, success on Strictly can lead on to even bigger and better things. So, what will constitute success for you in 2010?

Jennifer always encourages her clients to think big and bold. "Define clearly what you want to achieve. Find someone who will encourage and push you to believe in yourself and realise your dreams. It might be a friend, partner, manager or coach."

Now is the perfect time to stop, take stock and start making some big decisions about the future. I'd be privileged to help you. Just allow yourself the time to focus on you and where you want to be this time next year. Then you can enter 2010 with unwavering focus, determination and desire to have your best year yet.

Copyright - Jennifer Hampson, 2009

Jennifer Hampson is a certified coach, inspirational trainer, and speaker. She helps organisations create a coaching culture with wide-ranging impact on all who work there. Her online newsletters for HR Managers, Learning & Development Managers and Line Managers is crammed with useful tips, strategies and 'How to...?' Guides, to keep you informed, enlightened and inspired about how you can use coaching to make a real difference to YOU and YOUR ORGANISATION. Sign up for it now at http://www.creatingacoachingculture.co.uk

Building relationships to win the jackpot

Premium Bonds - building relationships to win the jackpot.

Building relationships, or bonds, with your potential target clients is the best way to build your business.

To guarantee your long term success, make them "Premium Bonds".

"I don't know your company, who you are, what you make, or why I should buy from you. Now, what do you want to talk about?"

Sound familiar? Probably not, as most buyers are too polite to use this when they meet you. But it just might be what they think or feel when you are doing your pitch.

Don't be surprised at this. Buyers or budget holders spend most of their time trying not to rock the boat. In their busy worlds, they are focusing most of their energy on easing short-term pressures, reducing risks to the business, fire fighting and keeping their world turning. They are also human and hence they are simultaneously ensuring their career remains firmly on track.

What most of them want is their suppliers to deliver what they promised, when they promised it, and at the price that they promised it.

Fortunately for them it works for enough of the time to keep working with the people they already know. Most of the time buyers and sellers manage the process reasonably well. Over time, businesses adapt and change to enhance the inter business exchange processes to their mutual advantage. The individuals in the buying chain or the key decision makers (KDMs) resolve their issues by interacting with all the various "actors" involved in the various transactions. At each interaction, whether positive or negative, the individuals learn about the others in the network and use this information to smooth things out.

What they are developing are interpersonal bonds that enhance the relationship. These bonds allow for the flow of information, innovation and insights. As the communication flow increases and becomes more value added, the level of trust increases. This in turn strengthens the bonds. Managed well they eventually become premium bonds.

All fine and dandy if you are in the lucky position of being on the inside track. But how do you break through to build these Premium Bonds if you are on the outside the circle of trust?

Here are a few ideas that might help:

• Target your resources - they are scarce, so use them where they count the most. Aim to build relationships with those most likely to work with you in a way that you appreciate.
  

• Do not sell - let them buy. Package up what you do in such a way that they do not have to decipher the sales pitch. Always use their language and avoid industry jargon.
  

• Give away your insight - you build trust by increasing the value of the exchange. Tell them everything that you know about what you do and how it adds value to them.

• Take your time - be aware that accelerating the "clock speed" when building trust can damage the bonds. Many small interactions are better than few big ones.

• Hire the smile - employ good people that understand the value of relationships. Business savvy people bring in and retain great relationship builders.

• Get it right first time, every time - make it easy to do business with your company. Monitor your OTIFIC. That is the number of transactions where the outcome is "On Time, In Full, Invoiced Correctly"

• Keep it simple - remove barriers to communication. Avoid the hierarchy. Let your potential client talk to the people that matter to them the most.

If you want to hit the jackpot, then Premium Bonds are the answer. Call us on 0117 9047874 for a free update on how to build Premium Bonds.

Click here to link to the website to find out how we help our clients.

ABC of business growth

Stepping stones for accelerated growth.

The clearest sign that a business is well led and managed is its ability to deliver consistent, profitable growth.

The ABC of growth – what high growth businesses do well.

A = Activities

High growth companies are hives of activity. They are “doing” orientated. They get it right. They do the right things with the right people to the right customers at the right price in the right place at the right time.

B = Brand

High growth companies recognise the value of their brand. They cherish it and nurture it. They know that it takes time to build a strong brand but only a few moments to destroy it. A strong brand has lasting value that ensures a legacy to the stakeholder, customers and most importantly the employees. Everything great companies do adds value to their brand and strengthens their reputation.

C = Corroboration

High growth companies have evidence to corroborate their brand and expertise. They have easily recognised products or services that they sell to trophy clients. They advertise their successes and promote their expertise through the skilful use of testimonials, reviews, articles and PR.

Discover your ability to deliver consistent profitable growth by linking here.

Why does temperament matter?

Temperament or personality may reasonably be defined as the unique set of qualities that make a person distinct from another. Easy enough really.

But knowing that we are all different does not help when we are faced with a business problem that requires a team to pull together on a common goal or objective. It would be impossible to achieve anything if we let the individual personalities determine their own interaction with the teams goals. There has to be some way of aligning them or getting them to fly in formation.

For instance imagine if you can a stereotypical librarian. You might see them as serious, conscientious, focused, systematic, logical, accurate, careful with an eye for detail. Assuming that we have some broad agreement on this personality profile it would seem absurd to appoint a gregarious, restless, demonstrative and verbally assertive individual to the role of librarian.

I am not saying that they could not do the job. But would they enjoy it? Would they be able to use all of their unique talents and innate personality traits in the role. The chances are that they would demonstrate evidence of stress over time probably culminating in them leaving the job with a poor attitude to the role and to the employer.

Does personality or temperament matter? Yes, it does.

Selecting the right person with the right set of personality traits will pay dividends in the long run.

Click here to find out more or call me on 0117 9047874 to discuss this in more detail.

Enhancing employee engagement

Some real insights into enhancing employee engagement can be found in the Government report titled "Engaging for Success". You can download a full copy here.

It is a long and academic piece. Here is something that I found really valuable:

This report is not a ‘how to’ guide. However, we were struck in the course of the review how often the same four broad enablers / drivers were cited as being critical to employee engagement.

1. LEADERSHIP provides a strong strategic narrative which has widespread ownership and commitment from managers and employees at all levels. The narrative is a clearly expressed story about what the purpose of an organisation is, why it has the broad vision it has, and how an individual contributes to that purpose. Employees have a clear line of sight between their job and the narrative, and understand where their work fits in. These aims and values are reflected in a strong, transparent and explicit organisational culture and way of working. The late Professor Sumantra Ghoshal, formerly of the London Business School, believed that organisations which were successful in the long haul were characterised by stretch, discipline, trust and support; they were ‘both tough and tender’.

2. ENGAGING MANAGERS. are at the heart of this organisational culture– they facilitate and empower rather than control or restrict their staff; they treat their staff with appreciation and respect and show commitment to developing, increasing and rewarding the capabilities of those they manage. As Chris Bones told us, “the line manager is the lens through which I see the company and the company sees me.”

3. VOICE. An effective and empowered employee voice – employees’ views are sought out; they are listened to and see that their opinions count and make a difference. They speak out and challenge when appropriate. A strong sense of listening and of responsiveness permeates the organisation, enabled by effective communication.

4. INTEGRITY. Behaviour throughout the organisation is consistent with stated values, leading to trust and a sense of integrity.

How do you rate?

DISC Temperament Analysis

Have you ever wondered why it is that some people seem to get you and others dont?

Have you ever wondered why it is that you can say the same thing to two different people and they react very differently?

From a business perspective, this is a huge deal. Sending the right message in the wrong way is non-productive, inefficient, and could be stressful for both parties.

If you want to know more about how you can understand yourself more, link here to complete an online assessment for yourself.

If you want to develop a habit that will increase your personal effectiveness then heed this advice from Stephen Covey:

“Communication is the most important skill in life. You spend years learning how to read and write, and years learning how to speak. but what about listening? What training have you had that enables you to listen so you really, deeply understand another human being? Probably none, right?

If you’re like most people, you probably seek first to be understood; you want to get your point across. And in doing so, you may ignore the other person completely, pretend that you’re listening, selectively hear only certain parts of the conversation or attentively focus on only the words being said, but miss the meaning entirely. So why does this happen? Because most people listen with the intent to reply, not to understand."

Learn how to interpret how others see, hear and understand you by knowing their temperament and their preferred communication style.

Follow the link below and start to unwrap the communications conundrum.

DISC Personality Profiling

Stephen Covey had this to say in his book titled "The Seven Habits of Highly Effective People" about how to improve your self: "Habit 5 - Seek first to understand,then to be understood".

He goes on to say "Communication is the most important skill in life. You spend years learning how to read and write, and years learning how to speak. but what about listening? What training have you had that enables you to listen so you really, deeply understand another human being? Probably none, right?"

So how do you learn how to listen and how do you learn to interpret what others are saying?

We believe it starts by modifying Habit 5 as follows: Seek first to understand yourself, then to be understood by others".

Our DISC Personality Profile Analysis technique allows you to see your self not only as you are, but in a way that will help you to adapt and improve the way you engage with other people.

For more information click on this link to see how it might help you to establish one of these worthy habits.