GREAT RESEARCH THINKING WEBINAR SERIES 2010 April 13th, 2010 From Insights to Action: Maximizing the impact of research by...
A Quick Note on Revelation
Learn More <ul><li>www.revelationglobal.com/explore </li></ul>
UPCOMING ESOMAR WEBINAR April 29 th,  2010 Social Media: A transformational technology or hype? by Steve August, CEO and F...
<ul><li>Andrew Vincent </li></ul><ul><li>Owner of Waves.  </li></ul><ul><li>Andrew has over 20 year’s research experience....
Andrew Vincent, Waves 13 th  April 2010 + 44(0)7957 829 818 [email_address] From Insights To Action - Maximising the impac...
Objective……. “ How to maximise stickiness of insights, to enhance  commercial impact”
Where Are We Now?
We Are Not Alone!! “ One of the challenges that market researchers face is to create influence and relationships beyond th...
The Internal Advisory Cycle  How  you  establish credibility How they feel about  you ? Their propensity to listen How  yo...
The Internal Advisory Cycle  How  you  establish credibility How they feel about  you ? Their propensity to listen How  yo...
The Internal Advisory Cycle: Three key issues Working Relationship How  you  establish credibility at all times throughout...
Webinar Focus Working Relationship How  you  establish credibility at all times throughout the process Content What you ha...
Consider the Insight Team Iceberg Principle
Technical Skills   Skills of Visibility
Research skills   Communication   Proactivity   Actionability   Impact   Project Management skills
Who Are You Dealing With?
Two Client / End User Typologies <ul><li>There are two broad extremes…….. </li></ul>Hands Off Hands On “ I know we spoke y...
The Hands Off Client Why might they be hands off? Absolute trust and faith in you Too senior / too busy for more contact T...
The Hands On Client Why might they be hands on? Because it really matters to them Nervous / under confident They are a det...
What drives this? <ul><li>Think about your key clients  </li></ul><ul><li>Are they hands on / off </li></ul><ul><li>Why? <...
Understanding Drivers Of ‘Hands Off’ Behaviour Why might they be hands off? What are the implications for you? Absolute tr...
“ With a hands off client you must be totally proactive”
Understanding Drivers Of ‘Hands On’ Behaviour Why might they be hands on? What are the implications for you? Because it re...
“ With a hands on client you must be absolutely on top of everything”
Understand How Their Style Impacts You
What Is Their Wider Context?
Understanding The End User Culture Frame your insights  in the right context Do you know their  operating methods ? What  ...
Understanding The End User Culture Frame your insights  in the right context Do you know their  operating methods ? What  ...
The End User Culture:  What Is the  Key Currency  in their world? <ul><li>Consider the language that rules their domain.  ...
The End User Culture:  eg: Understand their  Financial Currency <ul><li>Which are the key measures? </li></ul><ul><li>Sale...
What Is the  Key Currency  in their world? It will not just be financial.... <ul><li>Consider the language that rules thei...
What Is the  Key Currency  in their world? It will not just be financial.... <ul><li>Consider the language that rules thei...
Understanding The End User Culture Frame your insights  in the right context Do you know their  operating methods ? What  ...
The End User Culture:  -  How does your end user get promoted? <ul><li>How well can you answer this question? </li></ul><u...
Understanding The End User Culture Frame insights in the right context to maximise use Do you know their  operating method...
Concentrating Influence Where It Matters: Focus on what you can affect Adapted from Covey “7 Habits of Highly Effective Pe...
Concentrating Influence Where It Matters  <ul><li>We want to increase our circle of influence </li></ul><ul><ul><li>You ca...
Push And Pull Strategies Pull Push
Push And Pull Levers <ul><li>Push levers </li></ul><ul><ul><li>Setting out what you think should happen </li></ul></ul><ul...
Push Skills: More Commonly Used <ul><li>Assertiveness </li></ul><ul><li>Aggression and passivity </li></ul><ul><li>Giving ...
Pull Skills: More Effective <ul><li>Creating rapport </li></ul><ul><li>Genuine listening </li></ul><ul><li>Asking question...
Hearing vs Listening  <ul><li>Sensory activity </li></ul><ul><li>Physiological process </li></ul><ul><li>Ear transmits to ...
PULL SKILLS: Tap into their momentum
<ul><li>Remember… … </li></ul><ul><li>Great insight does not ‘sell’ itself </li></ul><ul><li>Ensure your insight creates t...
Review,  Reflection  and Questions!
Appendix - More detail on push / pull
Push Skills <ul><li>Assertiveness </li></ul><ul><li>Aggression and passivity </li></ul><ul><li>Giving Feedback </li></ul><...
Assertiveness: Balancing Aggression and Timidity Aggression Fighting back  Passivity Running away  Assertiveness
The Skills Of Assertiveness  <ul><li>Assertive body language: </li></ul><ul><ul><li>Relaxed but upright </li></ul></ul><ul...
The Skills Of Assertiveness Vocabulary  <ul><li>Assertive language: </li></ul><ul><ul><li>“ I….” </li></ul></ul><ul><ul><l...
The Skill Of Assertiveness Making requests  <ul><li>Use the person’s name </li></ul><ul><li>State your request straightfor...
The Skills Of Assertiveness In meetings  <ul><li>Prepare carefully </li></ul><ul><li>Think about where you sit </li></ul><...
Feedback  <ul><li>At some point influencing will always involve the push skill of giving feedback </li></ul><ul><ul><li>A ...
Feedback Do give feedback Don’t give criticism Meant to improve performance in a positive way A way of unloading anger Cal...
Good Feedback Practice  <ul><li>Put the emphasis on the positive and be specific </li></ul><ul><li>Do it immediately – nip...
Saying ‘No’  <ul><li>An area where some people find it hard to be assertive </li></ul><ul><ul><li>Why?  </li></ul></ul><ul...
Dealing With An Impasse Things to avoid <ul><li>Wanting to crawl away because the other person has won </li></ul><ul><li>S...
Creating Common Ground  <ul><li>Establishing your credibility </li></ul><ul><li>Consulting </li></ul><ul><li>Understand th...
Pull Skills <ul><li>Creating rapport </li></ul><ul><li>Genuine listening </li></ul><ul><li>Asking questions </li></ul><ul>...
Creating Rapport  <ul><li>A foundation skill </li></ul><ul><li>You can’t influence someone if you are not in rapport with ...
Barriers To Creating Rapport  What do these suggest……? <ul><li>Fiddling with your watch/pen or ring </li></ul><ul><li>Look...
Genuine And Authentic Listening  <ul><li>Put your effort into understanding the other person first </li></ul><ul><li>Be pr...
Barriers To Authentic Listening  <ul><li>I’ve heard all this before </li></ul><ul><li>What you’re saying might be painful ...
Active Listening Skills Listening for content Give your whole attention Forget about your own views Listening for other me...
Useful Summarising Vocabulary  “ So let me try a summary here….” “ I’m keen to see whether I’ve really understood the poin...
Useful Phrases For Testing Assumptions  “ Can I just check what you really want here?” “ Is your assumption that we can/ca...
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"From Insights to Action" by Andrew Vincent, a Revelation Great Research Thinking Webinar

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As much as we value excellent research, it simply is not enough. Insight must be actionable. Key take-away points include:

--Developing practical strategies to ensure, monitor, and measure insight adoption

--Understanding how your end-users make decisions

--Framing and positioning your insights for the greatest impact

Whether you are a client-side manager or an agency researcher, it is only when your insights directly impact the decisions taken by marketers that the true value of your work is realized. Use Andrew’s new frameworks and techniques to make your insights stick; for innovation and for impact.

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  • RIGHT HAND SIDE IS A SPIRAL DOWN TO WHAT IS UNDERPINNING EVERYTHING LEFT HAND SIDE IS A SPIRAL UP TO BUILD CREDIBILITY SO THAT THE AUDIENCE WANTS TO KNOW WHAT YOU HAVE TO SAY
  • RIGHT HAND SIDE IS A SPIRAL DOWN TO WHAT IS UNDERPINNING EVERYTHING LEFT HAND SIDE IS A SPIRAL UP TO BUILD CREDIBILITY SO THAT THE AUDIENCE WANTS TO KNOW WHAT YOU HAVE TO SAY
  • Content is about what you have to say – your insights Working relationship and communication are about how you work together; how you establish credibility throughout and how you persuade / influence
  • Content – assumes you are doing good research and bringing insight to your clients – for the purposes of today we are assuming you do that Working Relationship and Communication are both about how you work effectively together which encompasses both Project Management and your Influencing Skills/Style Content – assumes you are doing good research and bringing insight to your clients – for the purposes of today I am assuming you do that
  • Mr Busy Mr Uppity Mr Rush Little Miss Busy Little Miss Splendid
  • My Fussy Mt Chatterbox Mr Nosey Little Miss Helpful Little Mis Bossy
  • Share example here of a client where: Marketers not wanting to hear bad news about new product Launches went ahead often ignoring key research feedback Why? After exploring the issue my client discovered that marketing managers were being incentivised according to number of new launches per year; regardless of how successful they were . Historically the company had been criticised for not being very innovative and so senior management had introduced this incentive to effect change. This may seem dumb but it happens.
  • Borrowed from Covey
  • Support chart for delegates to take away, the discussion should have covered this
  • Support chart for delegates to take away, the discussion should have covered this
  • Support chart for delegates to take away, the discussion should have covered this
  • Support chart for delegates to take away, the discussion should have covered this
  • Support chart for delegates to take away, the discussion should have covered this
  • Support chart for delegates to take away, the discussion should have covered this
  • If time do listening/distracting exercise here
  • Genuine or authentic listening happens through using active listening skills – engaging fully
  • Support chart for delegates to take away, the discussion should have covered this
  • Support chart for delegates to take away, the discussion should have covered this
  • "From Insights to Action" by Andrew Vincent, a Revelation Great Research Thinking Webinar

    1. 1. GREAT RESEARCH THINKING WEBINAR SERIES 2010 April 13th, 2010 From Insights to Action: Maximizing the impact of research by Andrew Vincent Owner, Waves
    2. 2. A Quick Note on Revelation
    3. 3. Learn More <ul><li>www.revelationglobal.com/explore </li></ul>
    4. 4. UPCOMING ESOMAR WEBINAR April 29 th, 2010 Social Media: A transformational technology or hype? by Steve August, CEO and Founder of Revelation http://www.esomar.org/index.php/webinars-social-media-a-transformational-technology-or-hype.html Google “Steve August,” “ESOMAR,” and “Social Media”
    5. 5. <ul><li>Andrew Vincent </li></ul><ul><li>Owner of Waves. </li></ul><ul><li>Andrew has over 20 year’s research experience. He has his own specialist research consultancy, Waves, in the UK, which works internationally. He is an expert in the field of insight integration and runs the ESOMAR workshop on “Transferring and Applying Insight Impactfully.” </li></ul><ul><li>Andrew set up Waves in 2005 with the aim of increasing the commercial application of research through a mix of research, consultancy and training. </li></ul>Our Speaker
    6. 6. Andrew Vincent, Waves 13 th April 2010 + 44(0)7957 829 818 [email_address] From Insights To Action - Maximising the impact of research
    7. 7. Objective……. “ How to maximise stickiness of insights, to enhance commercial impact”
    8. 8. Where Are We Now?
    9. 9. We Are Not Alone!! “ One of the challenges that market researchers face is to create influence and relationships beyond the direct internal client” Forrester Report (Nov 2009) - The marketing of market research: Successful communication builds influence “ Internal communication of insights is the No 1 challenge” “ Distributing information effectively to maximise impact” “ Synthesising research for our internal customers” “ With the uptake of the internet and research capabilities seemingly available to all, the gap between research users and researchers has only increased” Rohit Deshpande, Harvard Business School
    10. 10. The Internal Advisory Cycle How you establish credibility How they feel about you ? Their propensity to listen How you say it? What you know about them? How you deliver/execute? What you have to say?
    11. 11. The Internal Advisory Cycle How you establish credibility How they feel about you ? Their propensity to listen How you say it? What you know about them? How you deliver/execute? What you have to say?
    12. 12. The Internal Advisory Cycle: Three key issues Working Relationship How you establish credibility at all times throughout the process Content What you have to say? Communication How you say it?
    13. 13. Webinar Focus Working Relationship How you establish credibility at all times throughout the process Content What you have to say? Communication How you say it?
    14. 14. Consider the Insight Team Iceberg Principle
    15. 15. Technical Skills Skills of Visibility
    16. 16. Research skills Communication Proactivity Actionability Impact Project Management skills
    17. 17. Who Are You Dealing With?
    18. 18. Two Client / End User Typologies <ul><li>There are two broad extremes…….. </li></ul>Hands Off Hands On “ I know we spoke yesterday but I just wanted to check….” “ Just go away and do it.” What are your key clients like?
    19. 19. The Hands Off Client Why might they be hands off? Absolute trust and faith in you Too senior / too busy for more contact Too junior / inexperienced Not interested in the project They are a strategic / global person and weak on detail
    20. 20. The Hands On Client Why might they be hands on? Because it really matters to them Nervous / under confident They are a detail person They have nothing else to do They are a control freak; they have more experience than you; etc, etc
    21. 21. What drives this? <ul><li>Think about your key clients </li></ul><ul><li>Are they hands on / off </li></ul><ul><li>Why? </li></ul><ul><li>What are implications for you </li></ul>
    22. 22. Understanding Drivers Of ‘Hands Off’ Behaviour Why might they be hands off? What are the implications for you? Absolute trust and faith in you Are you sure you know exactly what is expected? Too senior / too busy for more contact Will you really chase them when you have to? Is there someone else you should be talking to? Too junior / inexperienced May lack knowledge May give you an incorrect steer Not interested in the project Why? They are a strategic / global person and weak on detail We must be extra vigilant to make sure all is as they want
    23. 23. “ With a hands off client you must be totally proactive”
    24. 24. Understanding Drivers Of ‘Hands On’ Behaviour Why might they be hands on? What are the implications for you? Because it really matters to them Do you fully understand what is ‘riding’ on this work – their promotion, their sales bonus, etc Nervous / under confident Do they trust you? Have they been let down in the past? Do they foresee difficulties in the likely outcome? They are a detail person Be extra vigilant to get everything 100% right – minor errors will undermine your credibility They have nothing else to do Should you invite them to become more actively involved – to observe interviews, discuss interim data, etc
    25. 25. “ With a hands on client you must be absolutely on top of everything”
    26. 26. Understand How Their Style Impacts You
    27. 27. What Is Their Wider Context?
    28. 28. Understanding The End User Culture Frame your insights in the right context Do you know their operating methods ? What information do they respond best to? Eg relative emphasis placed on statistics, case studies, etc How can your work be more culturally relevant to them? What is the key currency of their domain / world? How do they get promoted ?
    29. 29. Understanding The End User Culture Frame your insights in the right context Do you know their operating methods ? What information do they respond best to? Eg relative emphasis placed on statistics, case studies, etc How can your work be more culturally relevant to them? What is the key currency of their domain / world? How do they get promoted ?
    30. 30. The End User Culture: What Is the Key Currency in their world? <ul><li>Consider the language that rules their domain. Is it........ </li></ul><ul><li>Financial : </li></ul><ul><li>Customer Numbers : </li></ul><ul><li>Marketing : </li></ul><ul><li>Speed : </li></ul><ul><li>Etc etc </li></ul>
    31. 31. The End User Culture: eg: Understand their Financial Currency <ul><li>Which are the key measures? </li></ul><ul><li>Sales: </li></ul><ul><ul><li>Overall sales </li></ul></ul><ul><ul><li>Transaction value </li></ul></ul><ul><li>Profitability </li></ul><ul><ul><li>Gross margin </li></ul></ul><ul><ul><li>Net profit </li></ul></ul><ul><li>Which measures matter the most? </li></ul><ul><ul><li>In the organisation (eg what has the CEO said?) </li></ul></ul><ul><ul><li>In the department (eg what motivates marketing?) </li></ul></ul><ul><ul><li>For a particular brand (eg growth, share, profit, etc) </li></ul></ul><ul><li>Cost </li></ul><ul><ul><li>Of materials / ingredients </li></ul></ul><ul><ul><li>Of sales </li></ul></ul><ul><li>Investment </li></ul><ul><ul><li>Investment cost </li></ul></ul><ul><ul><li>ROI </li></ul></ul>
    32. 32. What Is the Key Currency in their world? It will not just be financial.... <ul><li>Consider the language that rules their domain: </li></ul><ul><li>Financial : Investment, cost, margin, return, transaction value, etc </li></ul><ul><li>Customer Numbers : number of shoppers / visitors, new acquisitions, churn, complaints, etc </li></ul><ul><li>Marketing : visibility, opportunities to see, brand value, awareness, opinion leader profile, etc </li></ul><ul><li>Speed : of change, time to market, call handling, etc </li></ul><ul><li>Etc etc </li></ul>
    33. 33. What Is the Key Currency in their world? It will not just be financial.... <ul><li>Consider the language that rules their domain: </li></ul><ul><li>Financial : Investment, cost, margin, return, transaction value, etc </li></ul><ul><li>Customer Numbers : number of shoppers / visitors, new acquisitions, churn, complaints, etc </li></ul><ul><li>Marketing : visibility, opportunities to see, brand value, awareness, opinion leader profile, etc </li></ul><ul><li>Speed : of change, time to market, call handling, etc </li></ul><ul><li>Etc. </li></ul>Understand the currency specifics: Ask intelligent questions !
    34. 34. Understanding The End User Culture Frame your insights in the right context Do you know their operating methods ? What information do they respond best to? Eg relative emphasis placed on statistics, case studies, etc How can your work be more culturally relevant to them? What is the key currency of their domain / world? How do they get promoted ?
    35. 35. The End User Culture: - How does your end user get promoted? <ul><li>How well can you answer this question? </li></ul><ul><li>Do you know who their boss is? </li></ul><ul><ul><li>And how to impress them? </li></ul></ul><ul><li>What are your clients key performance indicators, career goals, etc </li></ul><ul><li>How do they succeed in their world? </li></ul>Frame your insights to help the client succeed
    36. 36. Understanding The End User Culture Frame insights in the right context to maximise use Do you know their operating methods ? What information do they respond best to? Eg relative emphasis placed on statistics, case studies, etc How can your work be more culturally relevant to them? What is the key currency of their domain / world? How do they get promoted ?
    37. 37. Concentrating Influence Where It Matters: Focus on what you can affect Adapted from Covey “7 Habits of Highly Effective People” Circle of concern Circle of influence Circle of concern Circle of influence
    38. 38. Concentrating Influence Where It Matters <ul><li>We want to increase our circle of influence </li></ul><ul><ul><li>You can only change the issues within your own circle of influence (ie your own behaviour) </li></ul></ul><ul><ul><li>Other people are responsible for their behaviour – not you </li></ul></ul><ul><li>Need to avoid victim thinking/mindset </li></ul><ul><li>If what you are doing isn’t working; change what you are doing </li></ul><ul><ul><li>“ Doing the same thing and expecting a different result is a definition of madness!” </li></ul></ul>
    39. 39. Push And Pull Strategies Pull Push
    40. 40. Push And Pull Levers <ul><li>Push levers </li></ul><ul><ul><li>Setting out what you think should happen </li></ul></ul><ul><ul><li>Asking for what you want, giving feedback, saying no appropriately and constructively </li></ul></ul><ul><li>Pull levers </li></ul><ul><ul><li>Finding out from people what they really want and what they are thinking </li></ul></ul><ul><ul><li>Creating rapport, genuine / authentic listening, asking skillful questions </li></ul></ul>Always better if you can get your ideas / insight / strategies pulled through - Use your knowledge of them to achieve this
    41. 41. Push Skills: More Commonly Used <ul><li>Assertiveness </li></ul><ul><li>Aggression and passivity </li></ul><ul><li>Giving Feedback </li></ul><ul><li>Saying ‘no’ </li></ul><ul><li>But beware dangers of criticism </li></ul>
    42. 42. Pull Skills: More Effective <ul><li>Creating rapport </li></ul><ul><li>Genuine listening </li></ul><ul><li>Asking questions </li></ul><ul><li>Summarizing </li></ul><ul><li>Testing assumptions </li></ul>
    43. 43. Hearing vs Listening <ul><li>Sensory activity </li></ul><ul><li>Physiological process </li></ul><ul><li>Ear transmits to the brain </li></ul><ul><li>Interpretative activity </li></ul><ul><li>Psychological process </li></ul><ul><li>Brain creates meaning from what is heard </li></ul>Listening Hearing
    44. 44. PULL SKILLS: Tap into their momentum
    45. 45. <ul><li>Remember… … </li></ul><ul><li>Great insight does not ‘sell’ itself </li></ul><ul><li>Ensure your insight creates the impact it deserves </li></ul><ul><li>Don’t sell your insight short </li></ul>
    46. 46. Review, Reflection and Questions!
    47. 47. Appendix - More detail on push / pull
    48. 48. Push Skills <ul><li>Assertiveness </li></ul><ul><li>Aggression and passivity </li></ul><ul><li>Giving Feedback </li></ul><ul><li>Saying ‘no’ </li></ul><ul><li>The dangers of criticism </li></ul>
    49. 49. Assertiveness: Balancing Aggression and Timidity Aggression Fighting back Passivity Running away Assertiveness
    50. 50. The Skills Of Assertiveness <ul><li>Assertive body language: </li></ul><ul><ul><li>Relaxed but upright </li></ul></ul><ul><ul><li>Eye contact but not staring </li></ul></ul><ul><ul><li>Smiling relaxed facial muscles </li></ul></ul><ul><ul><li>Relaxed hands and arms </li></ul></ul><ul><ul><li>Gestures under control – no fidgeting </li></ul></ul><ul><ul><li>Avoid aggressive gestures (eg finger pointing) </li></ul></ul><ul><ul><li>Steady calm voice, not too loud or too soft </li></ul></ul>
    51. 51. The Skills Of Assertiveness Vocabulary <ul><li>Assertive language: </li></ul><ul><ul><li>“ I….” </li></ul></ul><ul><ul><li>“ I want you to…” </li></ul></ul><ul><ul><li>“ I’d like you to….” </li></ul></ul><ul><ul><li>“ I need you to….” </li></ul></ul><ul><li>Avoid being tentative or apologetic: </li></ul><ul><ul><li>“ I’d quite like you to….” </li></ul></ul><ul><ul><li>“ I rather think it might be a good idea if…” </li></ul></ul><ul><ul><li>“ I’m sorry to ask but….” </li></ul></ul>
    52. 52. The Skill Of Assertiveness Making requests <ul><li>Use the person’s name </li></ul><ul><li>State your request straightforwardly </li></ul><ul><li>Explain why </li></ul><ul><li>Invite their comment and solutions </li></ul><ul><li>Ask what resource is needed to make the request happen </li></ul><ul><li>Agree the timescale </li></ul>What’s the worse that could happen?
    53. 53. The Skills Of Assertiveness In meetings <ul><li>Prepare carefully </li></ul><ul><li>Think about where you sit </li></ul><ul><li>Speak in the first 5 minutes, speak up and keep your voice strong </li></ul><ul><li>Watch your body language </li></ul><ul><li>Engage everyone with eye contact </li></ul><ul><li>Speak up if you disagree </li></ul><ul><li>Use summarising techniques </li></ul><ul><li>Smile </li></ul><ul><li>Fulfill any commitments you agree on the day </li></ul>
    54. 54. Feedback <ul><li>At some point influencing will always involve the push skill of giving feedback </li></ul><ul><ul><li>A team member whose performance is below the acceptable standard </li></ul></ul><ul><ul><li>Living with a partner whose behaviour annoys you </li></ul></ul><ul><ul><li>Receiving poor service </li></ul></ul><ul><li>What do you do? </li></ul><ul><ul><li>Ignore it and hope it goes away on its won </li></ul></ul><ul><ul><li>Lose your temper, shout and scream </li></ul></ul><ul><ul><li>Apologise yourself! </li></ul></ul><ul><ul><li>Calmly give feedback on the behaviour </li></ul></ul>
    55. 55. Feedback Do give feedback Don’t give criticism Meant to improve performance in a positive way A way of unloading anger Calm Angry Tough on the issues Tough on the person Specific: detailed facts, actual behaviours Vague and gives opinions, makes generalisations Future focus: what I’d like to see you do in the future is ….. Past focus Looks for solutions Looks for scapegoats Two way One way Person giving feedback owns their opinion: says I think Person giving feedback attributes opinions to others: they or we think so and so
    56. 56. Good Feedback Practice <ul><li>Put the emphasis on the positive and be specific </li></ul><ul><li>Do it immediately – nip things in the bud </li></ul><ul><li>Give negative feedback in private </li></ul><ul><li>Describe the impact of the behaviour </li></ul><ul><li>Always ask how the individual assesses him/herself </li></ul><ul><li>Do it when calm </li></ul><ul><li>Follow up quickly with more feedback when you see improvements </li></ul>
    57. 57. Saying ‘No’ <ul><li>An area where some people find it hard to be assertive </li></ul><ul><ul><li>Why? </li></ul></ul><ul><ul><li>Know your natural style – be honest </li></ul></ul><ul><li>Acknowledge the request and your understanding of it </li></ul><ul><li>Say no straightforwardly </li></ul><ul><li>Explain your reasons and feelings about the request </li></ul><ul><li>Suggest an alternative </li></ul>
    58. 58. Dealing With An Impasse Things to avoid <ul><li>Wanting to crawl away because the other person has won </li></ul><ul><li>Shouting and finger pointing </li></ul><ul><li>Making threats </li></ul><ul><li>Taking a vote </li></ul><ul><li>Agreeing to disagree </li></ul>
    59. 59. Creating Common Ground <ul><li>Establishing your credibility </li></ul><ul><li>Consulting </li></ul><ul><li>Understand the audience </li></ul><ul><li>Talk about the benefits </li></ul><ul><li>Telling stories </li></ul><ul><li>Emphasise success </li></ul><ul><li>Using simple language </li></ul>
    60. 60. Pull Skills <ul><li>Creating rapport </li></ul><ul><li>Genuine listening </li></ul><ul><li>Asking questions </li></ul><ul><li>Summarizing </li></ul><ul><li>Testing assumptions </li></ul>
    61. 61. Creating Rapport <ul><li>A foundation skill </li></ul><ul><li>You can’t influence someone if you are not in rapport with them </li></ul><ul><li>Check non-verbal cues </li></ul><ul><ul><li>Posture </li></ul></ul><ul><ul><li>Voice – tone & volume </li></ul></ul><ul><ul><li>Gestures </li></ul></ul><ul><ul><li>Eye contact </li></ul></ul><ul><ul><li>How we occupy our space </li></ul></ul><ul><li>Matching body language – watch for conflict </li></ul><ul><li>Stage manage the meeting </li></ul>
    62. 62. Barriers To Creating Rapport What do these suggest……? <ul><li>Fiddling with your watch/pen or ring </li></ul><ul><li>Looking at watch or clock </li></ul><ul><li>Waggling your foot </li></ul><ul><li>Sitting with crossed arms </li></ul><ul><li>Sitting with crossed legs, sitting hunched </li></ul><ul><li>Turning your chair away from them </li></ul><ul><li>Speaking slowly and deliberately whilst the other person speaks quickly </li></ul><ul><li>Reading papers or continuing to work at your computer whilst having a conversation </li></ul><ul><li>Touching your face whilst the other person is talking </li></ul><ul><li>Rubbing your nose </li></ul><ul><li>Looking away </li></ul><ul><li>Scowling or frowning </li></ul><ul><li>Avoiding eye contact </li></ul><ul><li>Sitting back on your chair while the other person sits forward </li></ul>
    63. 63. Genuine And Authentic Listening <ul><li>Put your effort into understanding the other person first </li></ul><ul><li>Be prepared to be influenced before you try to influence the other person </li></ul><ul><li>The most successful negotiators listen about twice as often as they speak: </li></ul><ul><ul><li>Allows you to get right inside the other person’s mind so you really know what they are thinking </li></ul></ul><ul><ul><li>Allows you to check out any assumptions you are making about their motives and concern </li></ul></ul><ul><ul><li>It gives time to think and consider your next move </li></ul></ul><ul><ul><li>Demonstrates respect for the other person and his/her views </li></ul></ul>Remember we have two ears and one mouth
    64. 64. Barriers To Authentic Listening <ul><li>I’ve heard all this before </li></ul><ul><li>What you’re saying might be painful to hear </li></ul><ul><li>I know already that I disagree, so I’m getting my reply ready now </li></ul><ul><li>I’ve heard you say this before and I wasn’t interested then </li></ul><ul><li>I’m very busy now, so I’m pretending to listen </li></ul><ul><li>My attention is wandering to something more interesting </li></ul><ul><li>If I show I’m interested, you might go on even longer, and I’m already bored </li></ul><ul><li>I hate the jargon you’re using </li></ul><ul><li>I find you frightening so I want to get away now </li></ul>
    65. 65. Active Listening Skills Listening for content Give your whole attention Forget about your own views Listening for other messages What other signals are they giving out Summarising Summary that captures the essence of what the person has said – non judgmental and ending with a question to check you’ve got it right Summarising the emotion You notice what has not been said Testing your assumptions Test out what you and the other person are assuming
    66. 66. Useful Summarising Vocabulary “ So let me try a summary here….” “ I’m keen to see whether I’ve really understood the points you are making…” “ So if I’ve got this right your reasons are….” “ So just to see where we are so far, what you feel is that there are three points……….”
    67. 67. Useful Phrases For Testing Assumptions “ Can I just check what you really want here?” “ Is your assumption that we can/can’t do x because of ….?” “ So you think that customers feel….and therefore they…and the research must find out if this is right or are there reasons?” “ Would you mind tell me what your basic assumptions are here?” “ I’m getting a sense of here of what you want but can I check whether I’ve understood things correctly?”

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