What Would You Do? The launch of our management training resource

Last week’s official launch of What Would You Do? (WWYD) – our innovative new learning and development tool – was a resounding success, with half of the guests instantly arranging company demonstrations or further meetings.

Taking place in London on May 17^th, the launch event welcomed around 50 representatives from major organisations in a variety of sectors, including finance, retail, transport, health, food, law, housing, packaging and public services. It was also great to see representatives of multinational companies, as our vision is to roll the game out not just in the UK but also abroad.

The beauty of the launch event – and a big part of the reason for its success – was that WWYD is best appreciated when it’s played. It takes the form of a board game where participants aim to move up the board by getting points for correctly choosing the most appropriate answer to a variety of work-based dilemmas.

But, as those at last week’s event quickly realised, the game itself is really a subterfuge: it creates a safe environment in which people can reflect on and discuss common issues, sharing experiences and learning from each other, as well as committing to new behaviour. When played between peers, it helps a team to discuss options and best practice, and highlights individuals’ gaps in skills and knowledge, or their management potential. When played cross-functionally, it can highlight incongruities or inconsistencies between different departments and managers across a company.

Playing the game

What Would You Do? gives maximum impact for minimum cost. As outcome-focused behavioural change experts, the team at Thinking Focus created WWYD to enable organisations not only to train their managers effectively but also to drive long-term culture change. Psychological concepts are woven into the game and, when played enough, the scenarios, debate and decisions can turn into learned behaviours which are then applied in the workplace.

The game includes 200 cards, each of which pose a different scenario covering one of eight management topics, to give variety, breadth and depth. The scenarios are split into two types: those which are set against the timer and require quick and test emotional decision-making, and those which are open to debate and result in more logical and rational decisions. The questions are designed to be as ‘grey’ as possible in order to generate the most discussion. Although there are no right or wrong answers, points are awarded for preferred answers.

Teams of up to eight people play the game, overseen by a facilitator. The facilitator role is key to the game, expanding the discussion, offering alternative suggestions, and even pointing out that the best option may not be one of the answers, or it may be a combination of them. Different companies with different cultures will also vary in their choice of the best response. For the launch event, Rob, Rich, Ricky and Graham acted as the facilitators with different teams.

It was fascinating to see how the role and background of each of our launch attendees influenced their answers to the scenarios posed in the WWYD questions. The majority of participants at the launch work in L&D or HR roles, but some are managers within other departments. It led to some interesting and insightful debate – which is exactly one of the main objectives of the game!

It was also great to see people not just talking about what they would do in hypothetical situations, but actually what they have done in similar, real work-based scenarios. There was much nodding of heads and even ironic laughter when some of the dilemmas were read out – showing us that people not only related to the hypothetical situations, but had actually in some cases dealt with something very similar. And, interestingly, some said they would choose one answer, but when the situation arose in real life, they had actually done something different.

The response

The feedback from our guests was brilliant! Here are just a few of their comments:

“I like the simple approach that gives the opportunity for quite deep thinking and discussion.”

“It’s a good tool and catalyst to start conversations.”

“I like the flexibility of it, you can use it at all different levels, flex it to your own business. It’s as useful on the shop floor as it is in the boardroom.”

“It creates genuine conversations, not pseudo conversations.”

“I can’t compare it to anything else really. It’s very interactive.”

“It’s the discussion and the result that’s important.”

“An organisation needs to know the way their managers work things out, and ask: Do we want to keep doing it this way or does this show us that we need to change?”

Inspiration

The launch also heard from Sonia Belfield, Adient’s HR director for Northern Europe. She described how she inspired us to create WWYD and how it has been trialled across her organisation to great success.

She said: “Team leaders are the most fundamental people in our business because they manage the vast majority of people that we employ. For me, WWYD is about helping people to be able to have conversations that make them better managers.”

The facilitator is key

The role of the facilitator is critical to the game, enabling rich discussion between the players. In the wrong hands, people could just end up playing the game and not learning from it. That’s why we give guidance on selecting the right people in an organisation to act as facilitators, as well as offering facilitator training as part of the WWYD package.

Facilitator training takes approximately five hours, and offers guidance on how to make the most of setting the game up correctly and the dynamics of managing the gameplay in the best way possible.

There are some real subtleties about the scenarios, so facilitators need to be able to listen to the answers that are coming back and give reinforcement of any good answers. The training aims to give the facilitator the confidence to be able to deal with different conversations, as well as how to manage the players (for example, how do you deal with the person who doesn’t get involved, or the one who always waits until the others have answered?)

The game also includes a facilitator’s handbook, which includes a debrief of each scenario and offers suggestions for discussion.

Interesting questions

Our launch guests had a variety of questions about the thinking behind the game, and its application within the workplace.

But they also asked about various areas of development, some of which we are already working on, and others which gave us new ideas.

How do you keep the game up-to-date and relevant?

All the scenarios we have created are as valid today as they were 10 or 20 years ago, and they will continue to be so for years to come. But we are looking at adding scenarios based on other issues, such as diversity and inclusion.

We’re also keen to investigate the development of a digital version of the game and – directly prompted by a question at the launch event – will be looking at training facilitators online.

We also intend to create a facilitator community, where facilitators of WWYD can share experiences, issues and ideas with other facilitators from other organisations.

Does it fit in hand luggage on the plane?

This was quite possibly the most unexpected question of the day – although it’s very relevant to organisations with international offices!

The answer is that the fully-boxed version will only fit in the hold – and it’s robust enough to do so – but that flexibility over how the game is played means that the key pieces can easily be packed in to hand luggage.

And finally…

Well, what a great start! We’re now busy following up on all those requests for more information and demos, including some from organisations who weren’t able to attend the launch but are nonetheless intrigued by the benefits that WWYD could bring.

Why not contact us to see what all the fuss is about? Or read more about WWYD: how the game was created, the thinking behind it, and how it works in practice.

Posted On May 23, 2018 By Ricky Muddimer In Uncategorized /

Psychological Safety and Routine Thinking

In Transformation with a Capital T (McKinsey & Co) the article begins with the statement: “Companies must be prepared to tear themselves away from routine thinking and behaviour.”

This is a provocative way to open an article, but it’s an idea I can’t help agreeing with. What we like to ask is how and why. But first let’s focus on what:

What is routine thinking?
Routine thinking is based on regular procedures and is often set within the parameters of expected norms. There is a safety in routine thinking: if something has worked in the past, allow it to work in the future too.

The problem here comes in the question of progression. What can be enhanced when we are confined to our way, or our organisation’s way, of thinking.

How do we tear ourselves away from routine thinking?

Now it’s all too easy to create debate. Poke a few holes in a theory and see if it is robust enough to pad out the gaps. If we want to move away from routine thinking, what would be the exact opposite of the routine; how feasible would that be to do?

To carry out this line of questioning through each procedure you have would be impossibly long-winded and ultimately demotivating for your team. So, instead of interrogating a new way of thinking at a process-level, the mindset has to be adopted at an organizational, or team, level. If you are to unlock new thinking and new behaviours in your people, you need to create an environment in which your people can thrive and truly think and behave differently.

Why should we do this?

Simple answer: for efficiency and effectiveness.

Detailed answer: In their Case Study, Project Aristotle, Google sought the perfect formula for creating effective teams. Routine thinking might suggest that effective teams are the result of effective management and leadership. But the results of Project Aristotle showed something else. In their research, over 180 teams were studied but no patterns emerged. They extended their research to review the traditions, behavioural standards and unwritten rules that govern how the team functions.

As no two teams appeared alike, Project Aristotle uncovered that a team’s norms are unique to that particular team. Something has been established within a team to make it different from themselves. I believe the key to norms is through an emotional connection, and this is echoed in Project Aristotle’s findings that psychological safety is an essential component of an effective team. Teams were found to perform well when certain conditions exist; interpersonal trust, mutual respect and comfortable being themselves.

Key evidence is in the way they allowed others to fail safely, there was respect for divergent opinions, there was freedom to question the choices of others in a supportive way, and they never undermined the trust. This meant that they could do away with routine thinking and rely on the trust of their colleagues.

My primary takeaway from the Google research is the need for psychological safety. Charles Duhigg explores this further in his enlightening book Smart Faster Better.

Can this be more than Silicon-Valley Fantasy?

When I reflect on my own experience, I have only ever felt psychological safety twice in my 30-year career, and they happened simultaneously.

I was part of two teams. I had my own team and was a member of a senior team. We outperformed all expectations this particular year. Morale within my team was immense and that gave us a feeling of safety to encourage our colleagues to continue outperforming expectations.. We were unaware, however, of the merger talks happening at the same time. After the merger was announced, I spoke to a board member about the decision. They spoke ruefully of our success, that “if we knew then how you were going to perform this year, we would never have agreed to merge”.

The psychological safety felt quickly turned illusory, and I wonder now how I would’ve felt if that year we plodded along in our routine thinking; would we have been more accepting of the merger? Was the news devastating in contrast to the high team spirit?

As leaders, there is an interesting choice …

…do you:

Break the mould and create an environment where people can take a chance, fail safely, learn then grow on the back of it?
Accept the safety in routine thinking, play it safe but miss out on potential innovation?

Do you know leaders who sit somewhere between the two? Those who say that they are up for the challenge but revert to type at the first signs of trouble?

It is difficult to embed a different way of thinking to your working life. But to establish an environment of psychological safety offers Googleable advantage.

I accept this is simplistic but business today runs at such a pace. You only have to look at the media to see failure in businesses, large and small. Leaders make commitments to stakeholders on best information available that means results are then demanded. We look to blame others for failures which are then punished and, worse, the opportunity to learn is missed. When you add to this personal agenda and vested interest is it any wonder that performance and people suffer? However well intentioned leaders might be, when it all hits the fan, they revert to type to get stuff done. It is this behaviour that undermines psychological safety and essentially leads to any business running with the handbreak on. People hold back.

When faced with the pressures of today, it takes a brave (or clever) leader to tear themselves away from routine thinking and behaviour.

If you’d like to explore psychological safety in your organisation let’s have a conversation. Email me at ricky.muddimer@thinkingfocus.com and we’ll arrange a time to chat.

Posted On January 9, 2018 By Ricky Muddimer In Continuous Improvement, Culture, Leadership, Productivity, Sales Mindset /

So, what’s holding YOU back?

In May 2016, my world turned upside down. The business I worked for collapsed financially leaving 19 people and me out of work.

Left with little option and no job to go to, three of my colleagues and I set up Thinking Focus. Now, eighteen months on, I can’t tell you what a blast we are having.

We work all over the globe with our clients to change their world for the better; we turn light bulbs on, we get such satisfaction knowing that we play a small part in their success.

The thing is though, what was it that stopped me from doing it sooner? I can come up with a whole host of reasons or excuses, some circumstantial, such as a young family, maybe a lack of confidence, comfortable in the corporate world, a need for security but in short, I didn’t have the kahunas!

I recently listened to a podcast; it’s by NPR and a series called How I Built This. A series of inspiring stories from entrepreneurs and how they turned their business idea into hugely successful businesses. One episode, in particular, really resonated with us. Jim Koch, co-founder and Chairman of the Boston Beer Company, explains how he left his uninspiring cushy corporate job and went on to help kickstart the craft beer movement in America. Jim shares his mindset behind a pivotal decision which most people saw as a high-risk decision.

Jim uses a lens of scary versus dangerous; he uses a climbing analogy to explain as he contrasts them; scary is when you repel from a cliff, but the fact you are secured with a belay rope which can hold a car doesn’t make it dangerous. He then compares that to walking over a 35° snowfield in late May where the melting snow could easily cause an avalanche – not scary but highly dangerous. He sums up by saying that not leaving his corporate job was dangerous, the risk of looking back at retirement, having spent that time doing something that made him unhappy, that sense of OMG, I have wasted my life was to Jim, the most dangerous of all. I wish I’d spoken to Jim earlier in my career, but hey, I am now doing what I love!

Jim’s story inspired us to develop our Scary or Dangerous model. Our clients find it useful when making decisions, they can qualify their understanding behind their hesitation.

We use it too. We ask ourselves the same questions when we are hesitant about a key decision.

Comfort Zone

Does this feel scary or dangerous, if neither, we are likely to be in our comfort zone, where’s the fun and opportunity in that?

Reckless Zone

What is the level of risk, really? This is a test of delusion, we will know in our heart of hearts the level of risk, are we equipped to do this; do we have (or can we get) the funds, the knowledge and/or skills? If in doubt get a second or third opinion. Are we in the reckless zone?

Crazy Zone

What level of discomfort are we feeling about this, is this both scary and dangerous? If so, we need to calibrate this in some way to reduce the discomfort. You are officially crazy!

Growth Zone

Does this offer opportunity to develop and move forward, it may feel scary but is it dangerous, a little scary is good, it means we try and test to understand our limits to build confidence and accelerate.

Another year is almost complete and if you, like me, use this time of year to reflect on your year and think about where you’re headed, do you feel a sense of clarity, fulfilment and excitement or are you caught in that scary versus dangerous dilemma holding you back from what you really, really want to be doing?

Now imagine you are about to retire, go ahead, ask yourself the killer question; did I do what really makes me happy? If not, you get a do-over to make the change but do it, you won’t regret it!

Posted On January 8, 2018 By Ricky Muddimer In Change / 2

Isn’t it time you changed how you recruit?

Recruiters are lazy! There, I have said it. It is all too easy to fill your vacancy with the same type of person, same skills and knowledge that you had before – but is that really what you want?

Recruiting for change

I would argue that the current pace of change in business renders technical knowledge and skills redundant all too quickly. On the other hand, if you recruit for attitude, behaviours and mindset, these will stand the test of time.

The challenge faced by businesses who adopt a rinse and repeat approach to recruitment is that they retain the same thinking, same actions and – you guessed it – the same results!

If all that sounds familiar, you’re hopefully thinking that the way you recruit needs a bit of a shake up.

So, how can you change the way you recruit?

I am currently working with a client that is really struggling to recruit the right individuals. It’s easy enough to decide that you want to recruit for attitude and mindset and even easier – I hope – to understand why you would want to do that and how your business will benefit.

I developed a series of questions to help my client explore how an applicant demonstrates how well they adapt, their strength of resilience and most importantly how they learn (and grow) from failure.

If you would like a copy of them, just email me (ricky.muddimer@thinkingfocus.com) and I will gladly send them over.

As Apple’s Dan Jacobs once said: “You are better with a hole in your team than an asshole!”

Posted On December 7, 2017 By Ricky Muddimer In Change, Culture, Leadership, Sales Mindset /

The boss who took responsibility

This is a story about a head of operations who had lost control. If you’re wondering how bad it was, I can tell you that she was on the verge of walking. Worse still, so were most of her team.

Gill felt her team was bordering on unmanageable and she was feeling less and less motivated to deal with them. She had lost her mojo.

Her track record was good and she’d always been a high performer who had built and developed teams that performed and delivered consistently.

So what had beaten her this time?

She came to me in search of help. We explored the background and discovered that it wasn’t straightforward. The business was successful, built by an owner-manager. The entrepreneurial spirit had created a culture built on individual strengths rather than standardisation and consistency, however, which is a nightmare for an operations expert.

Her role was to organise a group of lone wolves and somehow operationalise the business. This dynamic was made worse by the owner cutting non-standard deals that were hard to resource and fulfil, let alone deliver cost-effectively.

Gill was at the end of her tether. How was she ever going to change things? Could they even be changed?

Her team was also frustrated with that they perceived as lack of control and direction, with duplication of effort and everyone in it for themselves. Gill, by her own admission, had done little to address this, choosing to deliver hard messages by email and expecting it to land.

We explored the brutal facts but with a growth mindset.

We started by talking about what she wanted, exploring what was important to her and why. She had a genuine passion to deliver and most of her frustration was with herself.

She also had a get out of jail card – there was another job offer on the table.

It was at this point that Gill took the decision to succeed.

Now that she was focused on delivering a successful outcome, we explored what had gone wrong and why she had succeeded in previous roles. It turned out that she had missed some of the lessons she had learnt in the past because she had adopted the cultural norms of the new team. It turned out that she’d known how to fix things all along.

There was a big but. Would the team go on the journey with her? We worked through the scenarios and explored reactions. She decided on a reboot.

By reboot, we mean a fresh start. Gill went back and literally, a couple of days later, sat down with each member of the team individually and apologised for her behaviour. She took responsibility. She also set out what she wanted the future to look like; she agreed with the team what they should expect of her and encouraged them to call her out if she fell below the standard. She took the opportunity to agree on expectations of the team, asking them to define what good should look like before getting them to commit to that standard.

The impact was instant, a fresh start. The team still slip into old habits but the new ‘contract’ enables Gill to take action and tackle the issue with confidence. The team has responded positively and now Gill can address the operational challenges and progress with the system and process improvements that will make the business more consistent, efficient and effective. Most pleasing of all for Gill is the way the team has engaged, taking on sub-projects to improve key operational areas.

I am so proud of Gill. She stood up to the issue, accepting she was the problem and took action that transformed the team and their behaviours. The team now focuses on the collective good for the business and not individual agendas.

What I learnt from Gill

Grit – Gill showed real determination to stand up for what she believed and backed herself.

Growth Mindset – Gill was prepared to listen to feedback, albeit brutal in places and was prepared to ask herself “what could I do differently?”

Ownership – Gill could have walked away but decided to take it on, which was ultimately more satisfying.

What if?

If left unresolved, the impact on the business could have been huge. If Gill had left for that new job there would have a time and cost implication to replacing her with no guarantee that a new person could ‘fix’ the team.

What if the new person adopted the cultural norms and felt like Gill did, following the same vicious circle?

What if the team felt more and more disengaged, become less productive and started leaving, adding to an already high attrition rate?

High cost situations like this can be resolved with support, feedback and coaching.

Do you need a reboot with your team?

You might not need a hard reboot like Gill’s, but a different way of thinking could tackle some unhealthy cultural norms that have developed.

Think about this: What might it be costing you right now? What could it cost if left unresolved?

Posted On November 21, 2017 By Ricky Muddimer In Culture, Leadership, Productivity /

Are you Getting in the Way of your Own Goal?

Jane is CEO of a retail business based in London and operating nationwide. The operational team is small, close-knit and dedicated to helping Jane achieve her ambitions. They have a few ideas themselves but they rarely share them because they know how she likes things done.

Mastering the art of getting out of your people’s way seems to be one of the best-kept secrets in business. As a manager, it takes a leap of faith to allow your people the freedom to get on with it.

One of the best descriptions I’ve ever heard of how to achieve it came from Microsoft CEO Satya Nadella who summed it up like this:

Tell your people: “Make it happen. You have full authority.”

Treating your people with respect and trusting them to do the right thing will reap real rewards. Your performance will increase, significantly. Your engagement scores will rise, your attrition will fall, compliance will improve.

CEOs who lead without trusting their people create managers who also fail their people in the way they lead. Those managers need to know what is going on so that they can prove themselves too. Their fear of being caught out drives them to be ever more overbearing.

Dan Pink in his book, Drive, talks about the science behind motivation; where a role requires a more cognitive approach than traditional carrot and stick approach, the latter fails consistently.

Exploiting these three fundamental principles will reap tremendous benefits:

Autonomy

It is highly likely your people understand the direction of travel; it is even more likely that they know what the key issues are along the way and what they want is for you to get out of their way and let them get on with it.

Allow them to decide how they will get there and you will see a level of engagement, creativity and problem solving that will amaze you. We see this all the time in our workshops; our clients are continually blown away by their people, who willingly take on business challenges over and above their day job and come back with remarkable results.

Mastery

We like to get better at stuff, we enjoy taking on challenges and making a contribution, and we don’t always want rewarding for it! Counter-intuitive, right? Not if you look at examples like Wikipedia, built on free contributions by developers who give their time for free to improve open source software for the betterment of the user base. What if your people could choose the skills they want to develop and focus that time on improving your business? Win-win.

Purpose

Your best people are attracted to more than just the money; they want to feel that their work has meaning. Your purpose, provided it is meaningful, is fundamental to engaging your people. This is the north star, the guiding light towards both autonomy and mastery. If I connect with the purpose and I am allowed to apply myself I will give more than just what you expect; I will excite you with my passion and energy. Why? Because you treat me like a person and not a machine that has been designed to simply shift a widget.

Getting out your people’s way makes sense commercially and scientifically, so why not give it a go?

Don’t take my word for it; Dan Pink says it far more eloquently than me in his book Drive and this short YouTube clip https://youtu.be/u6XAPnuFjJc

Posted On November 14, 2017 By Ricky Muddimer In Continuous Improvement, Leadership, Productivity /

We’re Growing So That’s OK. Isn’t it?

Simon is CEO of a business operating in the Middle East and Africa and when I met him it was enjoying double-digit growth, significantly outperforming similar organisations in mature European markets. The most recent financial year had seen growth of 12%, something his former colleagues in the UK could only dream of.

So why wasn’t I impressed?

“What’s the potential in this region?” I asked.

“Around 40%,” he replied.

“So you’re underperforming by quite a long way,” I said.

He was quiet. For a moment I thought I’d overstepped the mark.

Then he admitted, “I’d never thought of it like that.”

I hadn’t been trying to undermine his achievement, merely open his mind to what was possible and shift his focus to the 28% that was up for grabs.

This led us to get his team together and explore the potential. We brought his country managers together. As is typical with these workshops, there was a lot of ground to cover.

Isolating the interference

We started with a venting session, designed to get out all the issues that hold us back. We label this interference. It could be real, imagined or perceived – anything that gets in our way and occupies thinking time or activity.

The team shared over 80 things that bothered them. These were the 80 things that were preventing them from hitting their €1bn target.

Putting the barriers in boxes

We categorised every item on the issue list – all 80 of them – into three boxes.

Bothered
Not bothered (at all or right now)
Givens (things we can’t change)

At the end of the process we were left with three items in the “bothered” column and we knew that if we addressed those we could unlock €2bn in additional revenues. Solving them required no magic, no investment and no more headcount.

Think differently

We showed the teams how to take ownership and develop a plan to capitalise on the hidden potential. Will they unlock all €2bn? Probably not, but they will go beyond their current comfortable level of thinking and increase their productivity significantly.

So ask yourself:

What is your real potential?
What interference is getting in your way?
What are you prepared to do about It?

Why not try the 3 step process for yourself?

Vent – write down all the things holding you back
Categorise
- Bothered
- Not bothered
- Givens
Prioritise – Go to work on your bothered list

Posted On November 9, 2017 By Ricky Muddimer In Continuous Improvement, Leadership, Productivity, Sales Mindset /

Why your current situation isn’t the problem

So you’re facing a bit of a business crisis. It might mean answering to shareholders, investment being put on hold, or even layoffs.

At a lower level, it may be that bonuses aren’t paid, promotions are passed over or individuals are held accountable.

It’s a problem, right?

Wrong.

How can the result be THE problem, when the result comes at the end?

Yes, the result may cause a problem and bring consequences, leading to a different set of decisions.

The real problem came earlier – and it was probably one of these:

The Unhelpful Mindset. Often driven by the size of the target, the quality or price position of the product or service or even how well your people feel supported by their manager, colleagues or other departments will reduce performance.
Reward Strategies. It could be the way you manage your people. Do they feel valued and appreciated? If there is a perception that others are valued more, then this ‘treatment’ will lead to a sense of unfairness and unhappiness and lower productivity – or worse.
Systems and Processes that make it hard for people to do their job can be immensely frustrating. Whether I am trying to win business, serve customers or support the internal teams I want to feel like I have the tools to do my job well. ‘Fighting the internal systems and processes is frustrating and reduces productivity. Worse still, you’ll lose your good people.
Measurement. When you measure the wrong things, you not only drive the wrong behaviours and limit your performance, you seriously p*** off your people. They don’t get it and you end up creating value destroying processes just to report on the wrong things.

Facing one of these issues is bad enough, but more than one and you’re in big trouble!

Ask yourself – to what extent …

… is your peoples’ mindset focused on ‘how to’?

… is the way you reward and acknowledge their contribution motivating them?

… are your systems and processes enablers for your people?

… do you measure the things that add the most significant value to your business?

Thinking Focus specialises in transforming business performance by unlocking potential in people. Why not give us a call to discuss your current situation and how we can help? You can also tune in to our podcast series – ‘The Question is…’ available now on iTunes.

Posted On October 29, 2017 By Ricky Muddimer In Continuous Improvement, Culture, Leadership, Productivity, Sales Mindset /

5 fears that WILL lose you the sale

More often than not, it isn’t what we say that loses us the sale – it’s how we think.

Sales, more than any other profession, plays with our minds and at certain critical moments during the sales process we are particularly vulnerable to talking ourselves out of a sale. Subconsciously, fear can distort our thinking during these decisive stages which is why having an awareness of how our minds work can make the difference between success and failure.

Be honest, have you ever caught yourself thinking any of the following?

I’ve got a new lead but what if it’s a waste of time?
I’m about to become one of those irritating sales calls but hey, it’s another appointment to add to the log.
Our product isn’t the best on the market and it probably won’t be what they’re looking for.
They’ve gone quiet – we must have been too expensive …
… or maybe they’re talking to someone else?

As sales people we are great story tellers. This is how we convince our prospects that we can solve their problems. It’s also how we talk ourselves out of a sale. Whenever we’re persuading ourselves or someone else of our point of view we go looking for evidence to back it up. What really matters is where we look for that evidence.

Our minds are powerful and use all our senses to store multiple experiences on the hard drive that is our subconscious. Our subconscious is incredibly complex and I do not pretend to understand the inner workings but if you want to learn more get a copy of Incognito by David Eagleman, he knows his stuff. For the purposes of this argument, we simply need to be aware that the subconscious stores experiences and emotions associated with those experiences. Within the subconscious filing system are ‘folders’ where we store habits, beliefs, cultures and biases.

Although we store our take on reality, it is not necessary the truth, although we will be convinced that it is exactly as we remember. When faced with a new, scary or challenging situation, the way we’re feeling at the time will influence which subconscious files and folders our conscious mind chooses to access.

Conversely, these files and folders will inform how we feel going into a sales situation. Contained within them will be the culture of our company and sales team, our biases relating to prospects, products and services, past sales experiences and beliefs about our capability and ability to deliver what the prospect wants.

So what can we do about it?

As we’ve already acknowledged, a seller’s mindset can be their best asset, but it can also be their undoing.

Developing a winning mindset relies on us revisiting the way we think at critical moments in the sales process.

Listen to the voice in your head

Is it being helpful or unhelpful? What many of us don’t realise is that we can choose how we think – in other words, what our inner voice is telling us.

If you start thinking about the negative reaction you might get when you make a call, you’re not going to have the right mindset to maximise the impact of your sales message during the conversation. When it comes to discussing price, the wrong mindset can leave you wide open to cost challenges and a lack of conviction. Assuming you’ve managed to seal a deal, the way you think will influence your ability to ask for referrals. Are you being a bit cheeky or do you feel you’ve done a great job and have earned it?

Changing your thinking takes time and the first step is simply being aware of how you think in different situations. By taking control of your thinking, you can develop a winning sales mindset.

Posted On October 20, 2017 By Ricky Muddimer In Sales Mindset / 2

How can you motivate your team more effectively?

Ever wondered if there was anything you could do to motivate your team to achieve the goals and tasks that they have been set?

Ricky and Paul ponder this by exploring how relevance and purpose can be used to engage and motivate.

Ownership is key when it comes to approaching tasks or goals with energy, enthusiasm and passion. In the podcast, Ricky and Paul discuss the importance of giving a team clarity about what they are working on and outlining the purpose. Sometimes, leaders can too easily become caught in the detail of what needs doing but the focus needs to be on the vision and getting people to buy into that vision.

They explore how the issue of relevance is key to motivating a team. It’s important to make sure everyone knows how they fit into the bigger picture. How is it relevant to them and the wider organisation? Ricky and Paul consider how at work some people can be on auto pilot: they do what is asked of them very well but don’t see the connection to the bigger picture.

By giving people a level of autonomy, we can give them the freedom to express themselves and go after goals in their own way. They can deliver them in the way that feels most appropriate and bring a different perspective into the equation. Ricky and Paul refer to the book Drive by Dan Pink which looks at this issue in more detail.

The pair conclude their discussion by breaking the process of motivating a team more effectively into five steps: clarity, purpose, involvement, autonomy and ownership. We are likely to see real benefits and value if we can get people to own the task or goal. This will be apparent in the way they apply themselves and have a knock-on effect when it comes to the wider aspirations of the organisation.

The Thinking Focus: The Question Is podcast series is available to download on ITunes.

Posted On October 4, 2017 By Ricky Muddimer In Continuous Improvement, Leadership, Podcasts, Productivity, The question is /