I ran a sales management masterclass for a global client and here are the key points I made to 30 sales managers about the way we all need to lead and inspire teams.

1. Purpose.

No sense of mission or purpose for the difference you’re making in the lives of others.Intent is everything… potential customers can smell it. There is nothing more repelling than having ‘sales breath’ where you’re all about yourself and making your sale rather than being all about them and the outcomes they need to achieve while managing risk. What difference do you make in the lives of your customers… personally and professionally? Be clear about the answer and ensure all of your salespeople are too. As a sales manager, make sure you’re all about your people rather than yourself and that you act in the best interests of your people, your customers, and your company.

2. Strategy. 

Every organization is political in nature and this means that there are competing priorities and hidden agendas. You need a strategy for managing relationships and engineering best value for the customer while creating a comparative bias toward the strengths of your team, your company, and your solution. Strategy need not be complicated but you must know how you can change the rules on the competition, kill the customer’s apathy, and embed yourself in a compelling business case where there is an inbuilt bias toward what you do best in the market.

3. Technology and Data.

Failure to be data-driven and leverage technologies. Average deal size is shrinking, the number of people to cover in an account is increasing, sales cycles are taking longer, and there is increased competition. All of this means that you and your salespeople must apply effort where it will be most productive. Treasure time, fully embrace your CRM system, leverage LinkedIn’s, harness data intelligence tools that provide direct dials and the insights that create context and ‘warm’ engagement. Leverage the strengths of weak ties to never make cold calls yet go get punch drunk on the phone while your competition has slipped into ‘snoozer mode’ of passive social selling. Combinations of technology and driving concurrent channels of outreach are how the best are crushing quota.

4. The right conversations. 

No-one is interested in what you do and how it works until they first see you as someone who can help them achieve the important outcomes they are accountable for in their role. Lead with why conversations matter and be specific about the opportunities you see for them to improve revenue, reduce costs, increase profitability and have a positive impact on the metrics by which they are measured and personally that matter to them. Have a ‘hypothesis of value’ about how they could improve their business based on what you’re seeing with other customers who have a similar profile. Make your narrative all about them rather than yourself!

5. Sense of urgency. 

Time kills deals. Momentum is difficult to create and so very easy to lose. Treasure every opportunity and constantly think about how you can create progression every day with each stakeholder in every opportunity. What’s the next step? What are the key milestones and dates? Who needs to be on board to achieve consensus and in order for a decision to be made? Hope and prayer is not a strategy… success is earned. Between the opening and the close is the middle… the middle is the place where many deals die. Your biggest risk is usually complacency. Constantly ask why it matters and what happens if it slips. If there is a not a ‘compelling event’ then there had better be a compelling business case.

6. Discipline. 

We must do what needs to be done, when it needs to be done, and regardless of how we feel. Beyond going through the motions, we need to also execute masterfully. The discipline of training and repetitive correct execution is the hallmark of the very best in their field.

“Everybody wants to be a bodybuilder, but don’t nobody want to lift no heavy-ass weights. But I Do”

Ronnie Coleman

7. Execution. 

Having a rubbish narrative and not executing the fundamentals is the most common reason for sales failure. If you can’t secure meaningful conversations with the people of power and set the right agenda, then you’re working with someone else’s agenda. The customer forms an opinion of us quickly and we need to earn their trust and respect at every stage and through every interaction. Many deals are lost by the seller tripping over their own shoelaces. Can we write professionally and do we proof-read? Do we turn up on time? Have we done our research? Do we have insight? Is our demo relevant? Are our slides on point and all about them not us? Do we ask the right open questions? The list goes on… make every post a winner. You and your team need to all do the basics well.

8. Managing Expectations. 

Let’s face it… your boss is a lunatic who has an insatiable appetite for ever-increasing performance results and no regard for your personal life. They are happy to burn you out, throw you under the bus or melt you with their blow torch. You must manage their expectations. Customers are also crazy as they bark orders for you to jump through hoops and dance to their discord. They adopt ill-conceived strategies for managing their risks and often unwittingly work against themselves. It’s essential to positively influence their process, set the right agenda, then ‘culturally’ align. Ensure you have alignment with their process and reasonable goals and achievable time-frames. Be proactive early and know that yes-people are not respected.

9. Humility and the willingness to learn. 

Lifelong learning is the hallmark of the smartest humble people on the planet. Conversely, salespeople must be the worst readers on the planet. So many sellers think they know it all and have no need of improvement. Curiosity and a willingness to learn is what transforms a sales career. The best sales managers have their people on a reading program and they test whether they actually read or listen to the books, watch the videos, do the research. They turn sales meeting into sessions that actually provide value for the salespeople rather than cadence forecast meetings.

The post Actions That Lead to Sales Success appeared first on Head Of Sales.

‘FAKE IT TIL YOU MAKE IT’…….Is a mantra most people in business understand and one many of us have used as the cornerstone of our professional lives. Without occasionally ‘faking it’ along the way, we would never move up the corporate ladder or overcome the crippling Impostor Syndrome which afflicts so many people (myself included) in our daily lives.

The problem with faking it however, is knowing where to draw the line….For example when asked: “Are you proficient in the use of Excel”

The natural response would be…“Yes, I know my way around a spreadsheet or two” ….followed by a quick Google search and 2 hours of rapid, self-taught excel skills.

This strategy tends to unravel however when you try to fake your knowledge, credibility or authority in more important areas of business or life. I’m incredibly fortunate to spend a lot of time interviewing senior decision makers, shortly after they have made significant (often multi-million dollar) purchasing decisions. It never ceases to amaze me how frequently these individuals cite issues such as lack of professionalism, poor cultural fit or lack of emotional connection, as key factors for their decision not to pursue business with a particular vendor.

What they are effectively telling me is that these sales people were still faking it. They lacked the interest, the aptitude or worst of all the empathy to be create cut-through and connection with the stakeholders in these businesses.

What I’ve come to realise across these thousands of hours of interviews and countless Win Loss Reviews is that customers aren’t just buying the product or service that you are pitching, they are actually buying you. More than that, they actually see you as the personification of the product or service you represent. If you are professional, knowledgeable and responsive, by definition your company is seen in a positive light. Equally if you are sloppy, slow to follow-up or lack basic knowledge, by association the business you represent gets marked down immediately.

The harsh reality of business is that your product and price-point are simply your ticket to the dance, they get you in the door, but that’s all. At that stage the customer is wondering:

• Do I like and trust them?
• Will they be good people to work with?
• Do I know someone who can vouch for them?
• Can they help me mitigate my risks?
• What will happen when we run into problems?

For maximum effectiveness in B2B sales, you’ve got to be able to get past the feature/function conversation, to break through the walls of professional courtesy and form a real relationship. The power of a smile with intent, as Tony Hughes so aptly describes it.

For this reason, empathy is arguably one of the most important, though often neglected, sales skills. Neglected because in a formal sales training program, it’s easier for trainers to focus on more tangible IQ related skills and behaviours, than the softer, more esoteric character traits.

My own sales enablement activities tend to be a little different. When working with sales team, I prefer to focus on attributes like strong discovery and active listening skills, understanding and harnessing the power of storytelling and recognising the need to create an empathetic and authentic human connection. It sounds very warm and fuzzy doesn’t it…far away from the important, serious work of closing big deals and hitting quarterly quotas…but believe me when I tell you, as humans we invariably decide with our hearts and then justify with our heads.

“People prefer to do business with those they know, like and trust”

This sales truism has been handed down from generation to generation. Some sales experts will tell you that times have changed, that salespeople are far less integral to the process than they used to be, however my own extensive research simply doesn’t support this new reality. The vast majority of times I interview a senior decision maker about how they reached their purchasing decision, the quality of the vendor’s team and the cultural fit of their people are among their key decision criteria.

Typically, when you think of sales skills, your mind goes to meeting sales goals, lead generation and handling objections. But too often we neglect the most fundamental aspect of relating to another human? At the core of any relationship is the ability to understand another person and to find common ground. This is just as true for business as personal relationships, which is why empathy remains so important.

So how can human empathy really impact sales?

Empathy is the ability to perceive and understand how another person is feeling, to put yourself in their shoes for a time and feel what it feels like to be them. It’s the basis of many social interactions and explains how we create bonds with other individuals. Without it, business deals and most human interactions for that matter, would be devoid of humanity and become robotic, emotionless transactions.

Developing empathy is crucial for establishing rapport and increasing the trust factor. It sends the message that you have the prospect’s best interest in mind. Salespeople who harness their own empathy tend to be more successful, because they intrinsically understand their buyers at a deeper level and form more meaningful relationships. It’s human nature to naturally open up to someone whom you trust and you believe has your best interests in mind.

Empathetic individuals also recognise that every prospect has different motivators and objections and are adept at using empathy to unearth what their prospects are really feeling, making it far easier to find the best solution to their problems. In contrast, failing to display empathy or focusing solely on our own needs, triggers a silent alarm in most people, causing us to very subtly disengage from the individual displaying those traits.

Can I learn empathy?

With empathy being at the core of sales success, it begs the question, “Does everyone have empathy?”

It’s true some people are naturally gifted at displaying empathy, while others may struggle to tap into this emotion. No matter where you find yourself along this empathy continuum, virtually anyone can learn to become more aware of and empathetic towards those around them, with the right support and coaching.

My Top 3 Tips for learning empathy in sales

A well-balanced sales team is one that can see beyond the basics of sales: cold calling, performance metrics, handling objections, closing the sale, and actively infuse empathy-based behaviours into their sales process. Teams embracing this approach have a much easier time establishing rapport, progressing deals and ultimately converting sales.

Listen intently. 

You need to hone your listening skills in order to identify and accurately pinpoint your prospect’s point of view. This is the core of empathy-based selling. It’s quite simple: the better you listen, the more clearly you can replay what you have heard back to your customer and the more comfortable and trusting they will feel towards you. This won’t necessarily increase the likelihood of you closing a deal, but it will undoubtedly ensure your calls get returned and you get an accurate and honest picture of what’s happening on your deal. It may sound trivial, but creating a genuine connection with your prospective customer, is the best way to avoid being blindsided in a sale.

Pay attention to nonverbal cues. 

Closely tied to listening carefully is tuning into subtle nuances, tone, pauses, and nonverbal cues that can paint a more vivid picture of what your prospect needs or wants. There is plenty of valuable intel revealed when you slow down and pay attention to details. A simple way to understand this topic is to split the feedback you recieve from your customer into above the line and below the line information. Above the line is the kind of information that might be contained in an RFP document or vendor briefing, its factual, its specific and it speaks to the business reasons this customer has gone out to market. Below the line information is harder to garner, but often much more valuable in terms of understanding how a specific decision will be reached. Below the line includes the political and career motivations of your customers, any major frustrations or aspirations they may be experiencing. People are less likely to tell you this information outright, but over time, with the right relationships and intelligent questions, you can often get to the heart of these issues, which can often be the key to unlocking the entire sale.

Clarify and ask questions. 

After listening and gathering the facts, it’s time to clarify any uncertainty and confirm what you have just heard before strategizing. Try to step into their shoes for a moment and observe how they might see your product or service. It’s also the time to look for opportunities to demonstrate to your prospect that you are their ally not their enemy, by demonstrating you understand where they are coming from.

Empathy is an incredibly valuable trait not only to close more sales, but to bring a greater degree of human connection into business and elevate the perception of the sales profession. If empathetic-selling does become more pervasive in business dealings, perhaps we can begin to change people’s long-standing perceptions of salespeople. Maybe one day the word ‘empathy’ will be synonymous with salespeople and the negative stereotypes can finally be put to rest.

The post Could Empathy Be The B2B Key? appeared first on Head Of Sales.

Many so called “experts” claim that there are two types of salespeople – Hunters and Farmers.

Salespeople, so these experts claim, are either one or the other. Consequently they fit one sales position or another. In my experience, having spent decades working with salespeople at every level in a wide variety of segments, salespeople don’t fit into these neat stereotypes.

The myth about Hunters and Farmers in Selling has been overtaken by a business reality.

Before we crack the myth let’s take a look at where the concept came from in the first place.

The person credited with starting the concept of ‘Hunters and Farmers’, which has been adopted by some sales managers and many business leaders, was the American sometime radio talk show host and psychoanalyst, Thom Hartmann. He initially proposed the farmer / hunter metaphor to explain the origins of what we now know, as Attention Deficit Hyperactivity Disorder (ADHD*) to help his own son (who suffered from ADHD) adjust to the condition.

Some of the characteristics that have been defined for people who have ADHD include:

Find it hard to concentrate; makes careless mistakes; does not seem to listen; avoids difficult tasks; becomes easily distracted and are disorganised and forgetful; does not follow through on instructions and can’t finish work.

This (hunter / farmer) theory was extrapolated to those salespeople who are labelled Hunters implying that they have ADHD and anti-selling contradicting characteristics. However, there is no proof to assert that ADHD and Hunters are associated in anyway. This is how myths start. What we do know is that salespeople come in all shapes and sizes and many can be successful given the right conditions.

The term Hunter has become a default term for new business development. It is not uncommon to hear sales managers describe Hunters as hard selling, cold-callers who deal with buyers where benefits are limited to narrowly framed needs. Farmers on the other hand are often viewed as being more “customer-centric”, solutions oriented and able to develop trust. If one listened to the “experts” Hunters are brutish, self-centred and uncaring, and Farmers are gentle focused, sensitive and trustworthy. If that wasn’t bad enough, many recruitment consultants conduct personnel assessments to identify if a candidate is either a Farmer or Hunter.

A popular tool used to assess sales personalities and identify “the right kind of personality for a salesperson” is a ‘personality profile’ assessment known as DiSC**. This assessment comes up with these same conclusions, though it doesn’t make use of the descriptive titles Hunter or Farmer. Usually, these reports are delivered with a bullet-point summary about the characteristics of the person and the kind of work that should be assigned to the individual.

The reports include recommendations for hunters and those candidates who are farmers similar to this:

The candidate is mostly a Hunter and is best suited to:

• Bringing in new business
• Working in new sales territories
• Focusing on prospect conversion
• Sales that require minimal post-sales follow-up
• Tends to sell best when on his / her own
• Comfortable in pushing for a close

The candidate is mostly a Farmer and is best suited to:

• Optimising sales in existing accounts
• Comfortable in identifying additional buyers
• Proactive in building relationships
• Matches product benefits to diverse needs
• Good at solving customer problems Demonstrates attention to detail Meticulous in fulfilling administrative responsibilities

Here is the challenge. If one assumes that Hunters have specific characteristics that Farmers don’t, and vice versa, then:

• Hunters aren’t interested in solving customer problems and farmers aren’t interested in closing deals; yet, in today’s market place, salespeople unable to help buyers solve problems and then offer solutions with some degree of confidence, aren’t likely to succeed.

• Farmers have some unique ability that gives them exposure to senior executives and hunters can’t develop trust that is the foundation of a sound business relationship with C-Level decision makers and yet, if salespeople can’t get to build trust-based relationships with decision-makers they aren’t likely to get the business irrespective of whether they are hunters or farmers.

The costly consequences of maintaining the Hunter / Farmer Myth

These conclusions (made by various consultants) make no sense whatsoever. Employing hunter and farmer sales teams increases costs and often confuses buyers. In addition, the potential benefits of shared knowledge, experiences and synergies are lost. Worse, sales managers, already under pressure to manage complex sales teams, are now being asked to lead two diverse groups, often with conflicting objectives (hunters with a supposedly new business focus and farmers with a relationship focus).

Effective sales development has demonstrated that with the right training and coaching in a sales organisation that is strategically aligned, and where sales managers are doing their job in leading (rather than merely managing) the sales force, coaching and mentoring, then the right type of profile for professional salespeople is a more realistic blended characterisation of both hunter and farmer.

Those organisations who have a better understanding and develop their own benchmark for what ‘good salespeople’ should look like, and should be doing, are the ones that are gaining incremental share of spend and capturing more of the support of their target market, simply because buyers are working with people who are professionals rather than people who have only half the competence needed for the job.

*we acknowledge that the medical jury is out about the authenticity of ADHD as an actual disorder.

** DISC is simple quadrant profiling system and is similar to MBTI. They are most useful in helping people understand different communication and decision making styles of people. These tools were never designed as proper psychometric assessment tools and they do not provide an in-depth analysis of the intricacies of personality. However, many people still use them when recruiting

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If you’ve been in business for any length of time, you’ve probably experienced being dropped into the “silent zone” — a key moment in the sales process when you say to yourself, “Why has selling become such a painful and arduous process”.

The “silent zone” is when you’ve worked with a prospect over a period of time, built a relationship over-the-phone or in-person (at least you thought you built a relationship), they expressed serious interest in your solution, then all of a sudden, they don’t return your calls.

“It’s not like I did anything wrong”, you say to yourself. In fact, as far as you’re concerned, you did everything right.

You’ve done all the work to create sales momentum and all you get from them is radio silence.

”Will I get this sale?”, you ask yourself. “It feels like my prospect has let me down and broken the relationship that I carefully nurtured throughout the selling process.”

The “hopeium” trap

I want to shed some light for you on how you can use a different mindset to pull yourself out of the painful “silent zone”.

Most of us get caught up in sales “hopeium”. Hopeium is a comical term that expresses setting our hopes and desires on only making the sale. This becomes a self-directed trap because it completely silences the critical importance of being aware that we should be focusing on something else instead: getting to your prospect’s truth.

When we solely focus on the outcome, our trajectory is towards the result of getting the sale. We’re anticipating where things are going throughout the process, and we begin to expect things to happen as we hoped they would.

Then when we get dropped into the “silent zone” and we start to lose our centeredness. 

Our sales process comes to a halt, we become anxious, frustrated, discouraged, and confused. Maybe we don’t even sleep well at night.

We’re preoccupied with what went wrong. And sometimes there’s even a sense of betrayal.  They said they would call, but now they’re not. Why?

Solving the mystery

Well, the only person who can solve that mystery is your prospect. And your prospect will only solve that for you when you shift to focusing on discovering the truth of what’s on their mind, rather than trying to close the sale. 

How can you approach your prospect when you know their avoiding you?

Something important has to shift in your mind first:

You need to be accept that there is a 50% chance the sale may not happen, rather than having your mindset locked into “making the sale” being the only outcome. 

Why do you need to learn to “let go” of the sale at this point?

Because if you approach your prospect while hoping the sale will materialize, you introduce sales pressure to the relationship. Sales pressure pushes your prospects away from you and breaks any trust you may have developed with them.

Instead, you can eliminate all sales pressure by telling them that you’re okay with their decision if they decide not to move forward, which is something you can assume based on their not having called you back. 

Step backward, not forward

In other words, take a step backward rather than trying to move things forward.

When you’re chasing a vanishing prospect with calls and messages trying to move the sale forward, you’re following the old mindset of chasing the sale. You’re focusing on getting a “yes”, without know the real truth of their situation. 

The solution is to let go of the end goal and start focusing on learning the truth of where you stand with your prospect and being ok with what the truth might be.
Read that a few times, and let it sink in.

You haven’t lost the sale. You just don’t know the truth yet. And all you have to do is call back and find that out. This puts you solidly back into a place where you can make a decision to let the prospect go, or re-look at how you can meet their needs.   

Here are 4 very important reasons to make the shift to this new mindset so you don’t start to lose your confidence in your selling ability:
 

1.  THE TRUTH WILL SET YOU FREE

In the old sales mindset, when a client suddenly disappears, we start blaming ourselves.  We don’t know where we stand with our prospect, and this state of limbo becomes really painful. Our self-talk is negative and full of self-blame. We’re on pins and needles, wondering whether the sale will come through. 

Anxiety and fear settle in, because we’re in limbo and we don’t know the truth of the situation.  

How do you get the truth? By looking for it, rather than looking for the sale. 

When you’re looking for the truth, your prospect knows you’re okay with either a “yes” or “no.” You’re essentially asking, “What’s the truth?” Rather than, “What can I do to rescue the sale?”

So, the next time you’re wondering if you’ve lost the sale, stop and recognize you may have fallen into that old trap of focusing on the sale. And start re-focusing on the truth instead. Remember that all you really want is the truth of where your prospect stands. 

It’s liberating. 

2.  LOSE ILLUSION AND GAIN EFFICIENCY

If you can shift your mindset away from trying to make the sale, then you can get to the reality of where the deal stands. And once you know this, you can either stay involved with the prospect or move on. 

What happens is that a “no” becomes almost as valuable as a “yes.” Because it frees up your time to find prospects who are a more likely fit for your solution. This adds a tremendous amount of efficiency to your work. It helps you weed out all those people you were chasing that you thought were good prospects. 

Getting to the truth provides a way of knowing when to walk away from a deal without that guilt-laden voice that says, “You gave up, don’t be a wimp. Get back in there and keep selling.”

Focusing on the truth translates into very real benefits that equal real dollars and tangible results. You’ll save hours of chasing prospects who have no intention of buying. And there’ll be a dramatic lowering of the self-sabotaging stress that comes from living in a constant state of limbo. 

3.  PRESSURE ALWAYS PUSHES AWAY

Good-hearted business people who sell, always fall into this trap. Whenever a prospect fails to get back in touch, we send emails and leave messages with a thinly-veiled invitation to move the sales process forward. But your prospect starts to feel trapped by you. 

Your prospect feels as though you’re looking out for your own needs, not theirs. They see you as doing exactly what you’re doing, trying to get the sale. 

And any trust you’ve developed starts to dissolve, fast. You start to slip into a downward spiral that takes you farther and farther away from your true goal, which is to discover the truth of where your prospect stands. 

4.  INVITING THE TRUTH GETS THE TRUTH

The main reason prospects suddenly vanish is that they’re uncomfortable telling us the truth. They don’t want to disappoint us, or they don’t want to feel sales pressure from us
— so keeping us at bay just feels better. 

And we can’t really blame them. How often have they been called and called, chased by salespeople who hope to wear them down?

Or how often have you told your sales people, “Call them back and get the sale. Why is it taking so long?” – putting pressure on your sales team who then transfers that pressure to your prospect. 

This happens everyday. We’re stuck in that endless cycle of chasing prospects, trying to get them to respond to us. And the more we press, the more they run. 

But the opposite is true, too. The more we relax and simply invite the truth, the more straightforward they’ll be with us. Prospects feel okay sharing what’s really going on when they know we’re okay with hearing it. 

The only way to discover the truth is to communicate in a way that helps the other person feel comfortable telling you the truth. What you don’t want is for them to think you’re calling just to make the sale.

Remember, prospects will trust you and reveal what they’re thinking only if they feel like you’re on their side.

The post 4 Actions To Implement When Selling Becomes A Painful Process. appeared first on Head Of Sales.

I get it! And I agree with the sales leader that uttered those words because I have been guilty of not asking for help because of the meaning I put on it… ‘they will think I don’t know what I’m doing’ which would equate to ‘I am not good enough to be in this role’.

I also am witness to that behaviour when I begin to work with sales teams or salespeople – and statistically, they are typically male. I’m not sure if that is a guy thing where they don’t want to be perceived as weak by asking a woman for help, or I don’t know if it’s a girl thing because I am not a guy.

 Doesn’t matter. It is what it is. We get over it together.

 But I do come across three different types of salespeople when it comes to growth, change and learning.

There are those who are open and lead with a professional vulnerability and desire to be better.

There are those that push back, question you and throw out a healthy challenge.

Then there are those who really push you and as a result are totally negative and not open to change at all.

 What drives each of those behaviours is Ego.

 When we think of the word ego, what typically comes to mind are a couple of things:

1.  Someone who is full of themselves or,
2. Someone who is driven so much by fear that they constantly sabotage themselves

 But it isn’t quite that cut and dried. Especially in the context of selling.

History tells us that buyers feel pressured by salespeople. They sense a lack of trust. In fact according to the American Management Association who interviewed 1100 buyers on that topic, they ranked pushiness (24%) and refusing to accept a “no” (23%) as the most offensive behaviours, with not listening (18%) trailing close behind.

And that’s because salespeople tend to talk at buyers, ‘tell’ them what they should do and expect them to do it which makes the buyer feel they have to justify their decision if they don’t. They don’t let up and instead ‘tell’ them about their product and what they can expect and why they should buy and then why they should buy before Friday and if you can’t buy before Friday, we’ll tell you about other products we can give you for free to make you buy. Seriously!!

When salespeople find themselves in a perfect environment, with a prospective buyer, an environment that lends itself to asking quality questions, most don’t.

 So what will change this perception and behaviour?

Well, like most things – the answer is not found in a textbook.

The answer is right in front of you, beside you, behind you, within you.

Your Ego.

In fact, we have three egos, as the Austrian neurologist and founder of psychoanalysis, Sigmund Freud, shared with us and they relate SO MUCH to salespeople. Not to be confused with these three egos … but possibly very much aligned for some

They are:

 1.     The Parent (or Ego)

2.     The Child (or Id)

3.     The Adult (or Super Ego)

 Keeping it simple, let’s look at how each impact on a salesperson and the impact on their business relationships and results.

The Parent (Ego)

Think of a parent’s behaviour and how they typically communicate to the child. They tell the child what to do and what not to do to fit into the norm of society. They protect the child making sure that rules are understood and adhered to, are right and wrong and etiquette is understood. They chastise the child. They know more than the child. They will speak for the child. They don’t often listen to the child. (Note to parents – no guilt necessary J)

My question is – how many salespeople, because of their upbringing and conditioning (and there are always exceptions), continue that behaviour with their teammates or clients? They are uncomfortable in the silence, don’t listen well enough, don’t ask nearly enough questions and default to ‘telling’ about product and why they should buy.

 The Child (or Id)

There is an impulsive child within all of us that responds to instincts. And when we consider a child, that child operates predominantly through emotion – resourcefully and unresourcefully. The child can be the uplifter and one who brings immense joy and can also be the whinger and tantrum thrower you struggle to communicate with. Those of us with kids will understand this.

 My question is – how many salespeople continue this behaviour in the workplace? How many expect to have people do things for them at the drop of a hat, decide to ‘wing it’ in a sales call without any preparation, have an air of entitlement, complain because someone’s territory has more accounts that theirs, whinges because they can’t get their product delivered when they want it, are resentful of others success or bully other people. I have a saying, ‘heal the child and the adult will appear’.

 The Adult (or SuperEgo)

When we are with someone who is in their adult ego, we can feel it, see it and hear it. An adult is rational. Is logical. An adult weigh things up, is patient, asks questions before making a decision and is respectful of other people. The adult helps the parent bring values and morals to the table and a certain ‘lifting of the bar’ whilst also keeping the child and their emotions in check.

My question is – how many salespeople have the desire, or commitment, to shift the way they think about themselves in order to move more into adult? How many salespeople, or leaders even, would win more respect, generate more business and leave a lasting positive impact on the people they deal with, if they could learn to ask better questions, be more present, be more ‘in tune’ with the people they were sitting opposite and learn to use their parent and child ego in balance?

So, which ego is costing YOU business, relationships or results?

On that note, from me, myself and I….

Be Bold and Brilliant!

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As a relatively new transplant to America, I’ve enjoyed learning more about U.S. history, and some of this country’s truly impressive heroes. I’m particularly taken with Benjamin Franklin, who in addition to being a founding father, has a host of other mind-boggling accomplishments. He was not only a successful businessman by the age of 23, but a scientist, inventor, author, activist, and diplomat. It seems that nearly everything he touched turned to gold, from his invention of the bifocals to his theories on electricity to his founding of the University of Pennsylvania, and much more. Certainly, he is an example of someone with a stellar IQ, who could find success anytime, anywhere.

When we look at the world’s highest achievers, like Ben Franklin, it’s easy to automatically assume they’re smarter than the rest of us. This can leave you to wonder, With my “average” IQ, how can I compete and succeed?

The good news is, there’s another form of intelligence with a far greater impact on your success in sales, business, and life in general. You don’t have to be the smartest person in the room to reach your goals and achieve your dreams. Sure, that can help, but what you really need is emotional intelligence.

And here’s the best part: While you’re more or less stuck with your IQ, studies going back to 1995 suggest that emotional intelligence not only naturally improves with age, but with focused effort and diligence, it can also be learned at any stage of life – providing huge benefits both personally and professionally.

Get ready to see the world’s top sales and business people through a new lens! While they may also be smart, they’re more likely to simply have incredibly high levels of emotional intelligence – a trait that you too could soon share.

WHAT IS EMOTIONAL INTELLIGENCE?

Emotional intelligence, or EI – a term popularized by Daniel Goleman and used for the better part of three decades – is best defined as the ability to understand and respond to your emotional state and that of others.

Human beings are emotional creatures; we can’t help it. However, once you can understand what’s happening internally, it becomes possible to control these emotions. At the same time, an emotionally intelligent person can also ascertain what someone else is feeling – and thereby act accordingly, influence others, and be a catalyst for change.

ARE EI AND EQ THE SAME THING?

When I say or write “EI,” I am often corrected by people who believe I’ve made a typo or have misspoken. In truth, not only are EI and EQ not the same thing, but the difference is of profound importance.

I think the distinction is best explained by Justin Bariso in INC, who notes that EQ concerns theory, while EI concerns practice.  True EI is not just knowing the theory, but internalizing and applying it.

For instance, many people “know” that if the rear of your car starts to slide, you should not use your brakes, but instead steer in the same direction as the skid. But that doesn’t mean that when that horrible moment comes, we’ll actually do it. After all, adrenaline spikes, fear sets in, and we can easily freeze, slam on the brakes, or steer erratically to try and regain control. Having true EI is about more than just knowing the right thing to do; it’s about putting it into practice when it counts.

THE FOUR CRITICAL ELEMENTS OF EI

EI can be broken down into four distinct factors: self-awareness, self-regulation, empathy, and social skills. Later in this article I will show you how you can start the process of improving each one of these skills and applying it to specific business and sales activities – but first, let’s outline these four elements in greater detail and show why they have such a profound impact on your success.

Self-awareness. In my late teens, I was the founder and CEO of a multimillion-dollar telecommunications business, and I had just won a prestigious business award in my city. Yet I still remember going home, looking out the window of my high-rise luxury apartment, and being hit with the realization that I was miserable. It finally dawned on me that I’d done everything for the wrong reasons (money and stuff to impress others) and because of that, I was now running a very successful company I didn’t love, selling something I couldn’t care less about.

Without that realization, regardless of my IQ, perhaps I would have started to shirk my responsibilities as a salesperson and business leader; perhaps I would have been overcome by a deep depression, leading to subconscious self-destructive behaviors. Instead, I changed course, and was responsible for four more  multimillion-dollar business success stories before the age of 30. I now spend my life focused on my true calling – helping the small business service provider develop a Rapid Growth strategy so they can earn great money in a business that they LOVE!

I’m often shocked by the reactionary or knee-jerk ways that people evaluate situations and make critical life-changing decisions, which is why I see self-awareness as the most important element of EI. To be considered truly self-aware, you must learn to recognize your feelings, motivations, biases, and any other key driving forces that may be clouding your judgment or interfering with your decision making.

Self-regulation. The ability to understand your emotions and the drivers behind them, and to then control your behavior, is probably the most powerful tool in your sales, business or life success toolbox. Yet for most people, they have to wait until they do an MBA or some other leadership qualification to even hear about it.

Most people who follow me know about my journey: I went from an introverted and acne-riddled teenager doing back-office data entry, to being thrust into commission-only sales. Though I was terrified, I set about learning the system of a sale, and became the #1 salesperson in the southern hemisphere in just six weeks. But a story I don’t tell often is what happened next.

See, not only was the company I worked for commission-only, they also had a policy of paying all commissions four weeks in arrears. That means, even if you do sell from day one, you’re not seeing a dollar for close to six weeks. Well, the day came when I finally got the opportunity to get my first paycheck. I wasn’t expecting much, but when I opened it up, I was pretty surprised to see $0. Turns out, one of the managers didn’t batch my sales from week one because my ID number was still getting generated.

The next paycheck eventually came, but unfortunately there was an issue with my contract; I still didn’t receive a single dollar. Finally, a week later, I received my first real check. The whole experience was incredibly frustrating, but one thing that stayed consistent over the weeks was that my sales kept going up.

So how did I stay focused, keep my head in the game, continually improve, and not seem desperate to my customers, while at the same time dealing with the financial walls closing in all around me?

I didn’t know it then, but I was practicing self-regulation. I knew that I was running out of money, and I knew that I was really frustrated with the operations staff of the company. But I also knew what I wanted in the bigger picture, and that focusing on the negative was not going to help my paycheck down the road. So I put it from my mind and got back to the business of making sales.

This is a skillset I’ve carried through my entire life, and a critical success factor not only in sales, but in business and leadership overall.

For example, I’ve seen incredibly smart leaders wrongly snapping at staff members due to stress, or making poor decisions quickly because of a self-imposed sense of urgency. These are failures in an individual’s ability to self-regulate, and every time this happens, it costs them customers and money – and many times, something far greater, like the respect of a colleague or a chance at a promotion.

Empathy. Empathy is an awareness of other people’s emotions; it’s being able to understand why people feel the way they do. You may immediately recognize the importance of empathy in leadership, relationships, and life in general, but many people are surprised to learn that it’s also a key component of an effective sales process.

In the last few years, I’ve had the opportunity to work with a huge variety of businesses and salespeople, from billion-dollar technology companies and global non-profit organizations to the solo service provider. But no matter who I’m working with, no one seems to initially understand the importance of emotion in the sales process.

When I ask them to tell me about someone they’ve sold to previously, the story always goes the same way: I spoke to customer X who was having problem Y. We implemented solution Z and they got a great result. Sometimes they’ll share an ROI metric to wow me.

Then I ask the below questions:

• What was the customer’s name? Not the company, but the customer’s actual name?
• Do you think this person was scared of making the wrong decision?
• Do you think they felt out of their depth or overwhelmed with all the information they had to consume from you and others, just to have the best chance of making a good decision?
• Do you think they were worried about what it could mean to their career, business, and family if the implementation failed?
• Do you think they might have been excited about what it could mean for their career, business, and family if the implementation succeeded?
• Why was none of this in your story?

Salespeople who lack empathy fixate on what they’re trying to achieve, and often forget that they are selling to a real person with real emotions. This leads to a sale where they only ask self-serving questions (often only the questions they’ve been told to ask) before using the answers to TELL the prospect why their product or service will help.

More often than not, even for the smartest salespeople, this leads to a customer not feeling a connection with the person selling. This is when you hear the dreaded “I’ll think about it.”

Increased empathy drives the salesperson to ask more genuine questions aimed at truly understanding the prospect and seeing the problem from their point of view – both in a business sense as well as with an awareness of how the problem (and being in charge of fixing it) is affecting the prospect personally. Empathy leads the prospect to feel a greater connection to the salesperson, and a greater level of trust that the salesperson not only understands the problem, but is the most qualified provider to fix it. In short, all other factors being equal, empathetic salespeople make better salespeople.

Social skills. While empathy plays a big factor in developing strong rapport with customers and co-workers, social skills go far beyond the ability to empathize, to include skills like active listening, persuasiveness, and verbal and nonverbal communication.

I’ve seen people with incredibly high IQs alienate rooms of people with only a few poorly-thought-out sentences, and others of moderate intelligence work rooms to gain buy-in on an idea, obtain a promotion, or close a sale.

One of the things I’ve noticed when it comes to social skills is that naturally extroverted individuals don’t recognize they have deficits in these areas – and unless the deficit is highlighted, they’re unlikely to seek assistance in combatting it. Introverts, on the other hand, have real strengths in some of these areas; however, they believe they have a natural personality deficit (their lack of so-called “gift of gab”), which prevents them from truly harnessing and developing these skills.  I have found that with dedicated effort, both groups can obtain proficiency in all of these areas, as long as they treat each of them like any other skillset.

IS EI REALLY A LEARNABLE SKILL?

Though some newer studies show that IQ can be developed in childhood by as much as 25 points, once you’re an adult, your IQ is essentially set. Conversely, with individualized coaching, training, and feedback, EI can indeed be learned and improved at any age.

Ultimately, increasing your EI is a choice. One of the most popular ideas of Neuro-Linguistic Programming (NLP) is “cause and effect,” which basically means that when confronted with a problem or hardship, you can make the decision that it’s out of your control, and be affected by it, or you can choose to be at cause, be responsible for it, and then look for strategies to overcome it.

In short, being at cause empowers you to look for ways to rectify the problem instead of being at its mercy. It puts you in the driver’s seat.

Too many people, when confronted with deficits in EI skills, tell me that it’s not their fault, that they’re simply not empathetic or they’re an introvert with low social skills, as though it’s something they can’t change. If this is you, please know, you are choosing to be “at effect” of a problem – and this mindset makes it impossible to improve your EI. You must choose to be at cause if you want to achieve your goals.

HOW DOES LOW EI LET YOU DOWN?

Many years ago, I worked with an incredibly smart individual from IBM. While socially awkward, she was a technology genius.

During our first discussion, she mentioned she was annoyed that she hadn’t been promoted in almost a decade. Then, in the very next sentence, she complained that the sales team sometimes dragged her into sales meetings and that she hated it, so she always ended up snapping at someone… often the customer!

Her excuse was “I’m just not a people person.” I helped her understand that was a cop out, or to use the NLP terminology, “she was choosing to be at the effect side of the equation.” I explained to her that it was likely that the sales team was bringing her into meetings because they needed her help, and that it was a great way to showcase her value to IBM, but that her snapping at the customer only proved that she was not a good candidate for promotion. I further explained that at any time, she could choose to be at cause and work to fix the problem.

Less than six months later, she had improved so much that she’d secured that promotion, with a six-figure increase in pay.

When you’re not in control of your emotions and possess poor social skills, regardless of how smart you are, you lose out in a professional sense – my client at IBM certainly did, until she consciously worked to solve the problem.

If you’re not self-aware and cannot self regulate, you’re probably prone to outbursts, especially when put under stress or in situations you find uncomfortable. Understandably, this is exacerbated when it comes to selling to a hostile prospect, speaking to a disgruntled employee, or pitching your idea to a closed-minded boss.

STUDIES SHOW THAT EI IS MORE IMPORTANT THAN IQ

In researching EI, two studies in particular caught my eye. The first looked at proprietary data for more than 500 well-known corporations. Researchers focused on three key areas: IQ (cognitive ability or intelligence), technical skills (the skills required to do a job) and EI. They found that across all companies and positions (including sales), EI was twice as important as IQ and technical skills combined.

The researchers also found that 85% of the difference between top positions and lesser positions was down to EI. That is, when it comes to even the top levels of management within companies, EI is by far the most important requirement for success.

The second study looked at Pepsi’s corporations and departments worldwide, and evaluated the EI of their most senior employees. Researchers found that if a senior manager demonstrated six or more EI competencies, their division would outperform budget by up to 20%. Conversely, senior managers with four or fewer EI competencies would come in approximately 20% below budget. Despite comparable IQ levels and technical skills, the senior managers with better EI had demonstrably greater success.

HOW DO YOU IMPROVE YOUR EI?

So now we understand why EI is so important to our real-world success in any pursuit, and that EI skills can be developed through training, coaching and feedback. Let’s dig in to where you should begin.

Of course, there are thousands of EI coaches out there, any of whom would be happy to work with you. But before you do that, I’d suggest you first start by finding yourself a buddy, preferably someone you identify as having high EI and someone you respect. Let them know that you’ve been reading this article (and any other research/self-analysis you’ve checked out) and tell them your goal to drastically improve your EI competencies.

Ask if they’d be willing to be your sounding board and mentor as you undergo the process of learning and internalizing the strategies I provide below. Perhaps suggest a weekly lunch or coffee.

EMOTIONAL INTELLIGENCE STARTS WITH UNDERSTANDING YOURSELF

Self-awareness. One of the most critical elements to obtaining self-awareness is to first discover (or rediscover) what you truly want – and more importantly, why you want it. After all, if you don’t know what you want, and why, how can you begin to achieve it?

Some people traded in their dreams for the practical so long ago, they don’t even remember what those dreams are anymore. Others, like my past self, never took the time to really think about what they truly want; they just inherited their goals based on what their parents, friends and colleagues at work said was evidence of success, like a Ferrari in the driveway and a million-dollar business.

This often leads to a struggle to muster that fire in the belly to go out and make it happen, even though they say their goals are important. Or, as in my case, they achieve the goal, only to find themselves miserable with the outcome. Either way, if your driving “why” is inherited and not honestly

This is why I believe the first and most critical step to self-awareness is understanding your passions, your drivers… your “whys.”

(If you’d like to learn more about this concept and start putting it into action, check out my podcast episode, Forget About Goals – “Why” is the Key to Success.)

Next, you need to learn to better understand your own emotions as a salesperson, business owner, or manager. Consider these questions:

• How are you feeling going into the sales call, staff meeting, staff evaluation, presentation?
• What are your emotions? Are you nervous? Feeling rushed or edgy? Why?
• Where are you mentally? Is there something that’s clouding your mind, like a recent confrontation or failure?
• How confident are you with your plan, sales system, strategy, and the materials you’ve had to learn or are taking with you?

going into a sales meeting, you’re able to separate your emotions from the sales process. Instead of getting flustered or reacting on an emotional level, you can simply follow your established process.

Don’t have a clear sales process yet? Keep reading for resources provided near the end of this article.

Self-regulation. Once you’ve gained self-awareness of exactly what your drivers are and where you are mentally, it becomes possible to implement tools to handle your emotions, especially the negative ones. For example, if you’re nervous before a sales call, deep breathing or reciting positive affirmations might help. If you’re feeling edgy, a drink from the water fountain or some basic stretching exercises might be enough to break the cycle. Or you may simply want to remind yourself that you’re now working towards your true goals. Different tactics work for different people.

I know when I’ve just had a confrontation, I need to take a two-minute break before a sales call, or wait at least an hour before talking to a staff member about a mistake they’ve made or a stressful situation they might need help with.

If I’m going on stage to deliver a keynote, whether to 20 or 20,000 people, at 8am or 3pm, my self-regulation process is the same: Go over my slides the night before and get eight hours of sleep. Make sure I eat a good meal. Reserve two hours of prep time before my presentation. Arrive 15 minutes early. Fifteen minutes before start time, walk away from everyone and center myself, then practice my opening lines. Remind myself that my job is to help them see business growth from a different perspective… THAT’S IT. Because I’m an introvert, this routine reduces my anxiety and stops me from self-defeating behavior, such as worrying what people might think.

Empathy. In any business situation, always remember that it’s not about you or what you think you said. It’s about them and how they feel about what you said.

Remember, empathy is not about logic; it’s about feeling. No matter how much you consider and choose the right words, you can’t control how the hearer perceives them.

My good friend Daniele Lima advises salespeople to consider the four magic questions to ensure you’re being empathetic:

• What did I just say?
• How did they react to what I said?
• Is that what I wanted and would have predicted?
• If not, how am I going to change that?

I would also add:

• What did they say?
• What must they be feeling to have responded that way?
• What else could be happening around this discussion/decision, that may be affecting them? Is there big promotion riding on them getting this right? Might they be going through a personal problem?

Empathy allows you to notice and understand a client’s feelings. For instance, in the act of selling, rather than ignoring a prospect’s concerns, Daniele suggests that being empathetic means you can respond to detectable discomfort and ask the client to explain their reservations. Or you can try my personal favorite: To help them overcome their emotional barrier, tell them a story of someone else who had the same concern, and the amazing outcome they received in working with you. This allows you to allay those concerns – thus moving one step closer to landing a sale.

Social skills. If you’re an extrovert, the area in which you’re most likely to have a social skills deficit is active listening. If this sounds like you, a great start to correcting this is found in my podcast episode, “Why Active Listening is the Key to Business Success.” In this episode, I discuss why you need to actively listen, and more importantly, how to do it effectively.

For the introverts out there, your skills gaps will largely lie in what you would call “gift of gab” abilities, leading to difficulties in each of the areas listed below – and a belief that you can’t do anything about it. But let’s nip that misconception in the bud right now – you do not need the “gift of gab.” EVERY SKILL BELOW IS 100% LEARNABLE AND MASTERABLE. Even better, once you see that these skills actually rely on systems rather than innate conversation skills, you’ll learn to embrace those systems and leverage your introverted abilities within them. In short, you’ll soon be able to beat the extroverts at these activities hands down.

Networking

The first step to networking is knowing exactly what to say. Start with the below two episodes of my Better Business Coach:

Part 1 – How to Network Effectively and Get More Clients

Part 2 – How to Network Effectively and Get More Clients

Once you know what to say, you then need to know how to get into the right rooms and make the whole process work for you. Check out this helpful information from an interview I did with good friend and fellow introvert Judy Robinett:

Part 1 – How to Make Networking Work for You

Part 2 – How to Make Networking Work for You

Pitching an idea

What if you have a business idea you need to pitch to a group of investors or your boss? In a recent interview with Fox, I break down a simple step-by-step process:

How to Pitch to Investors

Speaking from stage

When it comes to learning the strategies to successfully speaking from stage (especially as an introvert), there is no better resource than my good friend Jay Papasan, co-author of international bestseller The ONE Thing.

How would you feel if you were asked to speak in front of 20,000 people as your first presentation? Jay shares his initial terror, along with his journey to becoming comfortable owning the stage:

Public Speaking Strategies for Introverts

Sales

While many people (especially introverts) find it hard to believe, the truth is that sales mastery is a learnable skill, just like any other so called “gift of gab” ability.

SALES SYSTEMIZATION DOESN’T HAVE TO MEAN PHONEY!

I’m a big believer in sales systemization. What I mean by this is to make sales results a reflection of your system, rather than yourself. That is, if a sale doesn’t go well, it’s because the sales process didn’t work, not because they said “No” to you personally. And with regard to EI, sales systemization works wonders. It allows you to get out of your own head, stop trying to work out what to say and when, and be more present with the customer, so you can truly empathize with what they are going through and what they need. It also helps you emotionally regulate when they raise an objection or reject the pitch entirely, because again, this is not a reflection on you as a person.

The main issue people have with using a sales system is they’re concerned with sounding fake, rehearsed, and robotic. However, there’s a big difference between being systemized and being phoney. Sales systemization gives you an efficient process to work through. It’s not about being artificial; it’s about finding a way to improve and work towards success.

But if you’re still worried that sales scripting will come across as sounding inauthentic, I get it. I was initially terrified of using a script for the same reason. But then I thought about how we all love our favourite TV and movie characters. They’re using a script too, and they sound totally natural and authentic.

If all those actors can follow a script and produce a character loved by millions, then you can do the same when it comes to sales. I’ve done it and made millions, and now it’s your turn!

A LIFE SKILL

Emotional intelligence is a skill that’s incredibly beneficial when it comes to sales and business – but its use goes far beyond closing a deal or getting a promotion. EI can help you in virtually any professional or personal activity.

Emotional intelligence can be learned – and it really is the key to success!

Be at cause, and start developing your EI today.

Note from Publisher – originally published at https://matthewpollard.com on December 5, 2018.

The post IQ Vs EQ (Emotional Intelligence): Which Is More Important? appeared first on Head Of Sales.

It is particularly useful for salespeople who want to evolve their skills and know how to offer the best solution for their clients. It is as critical a sales tool as asking meaningful questions and active listening.

Without self-reflection, salespeople can find themselves employing the same sales techniques repeatedly, using their standard defaults, while still expecting a different result.

Self-reflection allows you and your team to be objective and look for ways to enhance your skills and create better outcomes.

Every conversation, phone call, product demonstration, meeting and email contains gems to be extracted and learn from to develop valuable skills and ways to apply these learnings other situations.  The words and phrases used and the questions asked all impact on your success.

Self-reflection is a typical activity of people with high emotional intelligence (EI).

The Institute for Health and Human Potential defines EI as the ability to:

• Recognize, understand and manage our own emotions,
• Recognize, understand and influence the emotions of others.

This means being aware that emotions can drive our behaviour and impact people—positively and negatively—and learning how to manage those emotions—both our own and others—especially when we are under pressure. It’s a scientific fact that emotions precede thought. When emotions run high, they change the way our brains function, diminishing our cognitive abilities, decision-making powers, and even interpersonal skills.

They say key times to manage Emotional Intelligence are when:

• Giving and receiving feedback,
• Meeting tight deadlines,
• Dealing with challenging relationships,
• Not having enough resources,
• Dealing with change,
• Dealing with setbacks and failure.

Questions for self-reflection

Self-reflection is the key to learning from experience. The challenge is making the time to invest in self-reflection and asking yourself the right questions.

Ask yourself any of all of these questions depending on how much time you’ve allowed for your self-reflection practice.  The more questions you ask and the more time you give yourself, the greater the opportunities to learn.

• Why was I there?
• Who else was there?
• What happened in ‘the meeting/call/…’?
• What was going through my mind at the time?
• How was I feeling before I went into the meeting?
• What were the positive and negative outcomes of the situation?
• What choices did I make?
• What effect did those choices have?
• What should I stop, start and continue doing for next time?
• How do I feel about what happened?
• What do I think about the event?
• What else could I have done?
• How could I improve this for next time?
• Who could I speak with about what happened and ask for some alternate suggestions?
• What do I believe went well?
• What do I think went less well?
• How did I react or contribute to the situation – good or bad?
• How did the other people react or contribute to the situation – good or bad?
• How was this situation like my previous experiences?
• How was this situation different my previous experiences?

• What might have made this a more positive experience for everyone?
• What would I do differently if I faced the same situation in the future?
• Are there any specific skills I need to acquire or develop so I’m prepared to you handle this kind of situation better next time?

With all of the insights that come from these questions, the next step is to take personal accountability for the steps you will take to plan for next time.

By asking ourselves these questions we are also able to understand our clients better. We support ourselves to adapt and evolve. We find ways to overcome challenges.

All sales planning activity is a form of self-reflection. We reflect on past results and our own past behaviours to create more success for the future.

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