HOW TO MANAGE DIFFICULT PEOPLE AND SITUATIONS
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1 BUILDING THE SALES RELATIONSHIP HOW TO MANAGE DIFFICULT PEOPLE AND SITUATIONS WACUBO FUTURE LEADER S FORUM 2015 WITH GEORGE MYERS SENIOR PARTNER/CONSULTANT Delivering measurable improvement in the way individuals, teams and organizations perform CONTACT US T F info@effectivenessinstitute.com
2 BUILDING THE SALES RELATIONSHIP Published by The Effectiveness Institute, Inc th Avenue NE Bldg. B, Suite 202 Bellevue, WA (425) All rights reserved. No part of this material may be reproduced, stored in any retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the written permission of The Effectiveness Institute, Inc.
3 BEHAVIOR VERSUS PERSONALITY Observable Behavior Total Personality Personality is represented by the whole iceberg; behavior is one part of the whole. Personality is complex and has many variables (e.g., birth order, heredity) which impact who you are. Behavior is represented by the part of the iceberg that is above the waterline. It is observable. Behavior is what you do. It can be seen by others. Personality cannot be situationally, intentionally, and temporarily modified by choice. Example: I cannot change my heredity or past experiences. Behavior can be situationally, intentionally, and temporarily modified by choice. Example: I can choose to talk more or to be more outgoing. copyright effectiveness institute, inc WACUBO Future Leader s Forum
4 OBSERVABLE BEHAVIOR WACUBO Future Leader s Forum 2015 copyright effectiveness institute, inc. 2015
5 DECISIONS Slow Clinical Bossy Rude Comprehensive Thorough Courageous Fearless copyright effectiveness institute, inc WACUBO Future Leader s Forum
6 ENVIRONMENT Timid Uncreative Boring Creative Flexible Energetic WACUBO Future Leader s Forum 2015 copyright effectiveness institute, inc. 2015
7 ACCURACY Careless Sloppy Reckless Precise Defined Truthful copyright effectiveness institute, inc WACUBO Future Leader s Forum
8 PEOPLE Insecure Dramatic Shallow Humble Reserved Confident Self-assured WACUBO Future Leader s Forum 2015 copyright effectiveness institute, inc. 2015
9 Decisions Environment Accuracy People copyright effectiveness institute, inc WACUBO Future Leader s Forum
10 CLEAR EXPECTATIONS 1. Are understood. Tell the why, what, how, when, where and who. Clarify the discrepancy between what there is now and what is wanted. 2. Are specific and concrete. Isolate desired behavior and results. Clarify the measurement. Establish a time frame. 3. Are realistic. Can be achieved. Are within the control of the individual. 4. Are confirmed. Verify the individual understands the expectation(s) WACUBO Future Leader s Forum 2015 copyright effectiveness institute, inc. 2015
11 ASKING FOR ACCOUNTABILITY 1. Start with I. 2. State the feeling you have. a. start with less intense feelings b. PAUSE 3. Tell me WHY you have the feeling what is the difference between expected behavior and what is happening. a. avoid you b. use first or third person 4. Ask for clarification/provide a W.O.W.D. a. muscles relaxed b. volume at 3 c. use a question copyright effectiveness institute, inc WACUBO Future Leader s Forum
12 NOTES WACUBO Future Leader s Forum 2015 copyright effectiveness institute, inc. 2015
13 NOTES copyright effectiveness institute, inc WACUBO Future Leader s Forum
14 NOTES WACUBO Future Leader s Forum 2015 copyright effectiveness institute, inc. 2015
15 BUILDING THE SALES RELATIONSHIP
16 BUILDING THE SALES RELATIONSHIP CONTACT US T F info@effectivenessinstitute.com Delivering measurable improvement in the way individuals, teams and organizations perform Effectiveness Institute, Inc. All rights reserved. No part of this material may be reproduced, stored in any retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the written permission of the Effectiveness Institute, Inc.
Chapter Nine. New-Product Development and Product Life-Cycle Strategies. Chapter 9- slide 1
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