Sample Sales Rally 60 Min


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Sample Sales Rally 60 Min

  1. 1. To Our Sales RallyWelcome
  2. 2. Quote of the Month“The single biggest problem incommunication is the illusion that it hastaken place.” – George Bernard Shaw
  3. 3. What’s Dave Have to Say?
  4. 4. Welcome to the Fam!
  5. 5. State of the Office & Market
  6. 6. Kudos!
  7. 7. Motivational Moment
  8. 8. Crucial Conversations AreInteractions that happen to everyone.They’re the day to day conversations thataffect your life.
  9. 9. Crucial Conversations Are OnesIn Which• Opinions vary• Stakes are high• Emotions run strong
  10. 10. What Makes Each ConversationCrucialAnd not just challenging, frustrating, orannoying, is that the results could have ahuge impact on the quality of your life.
  11. 11. Despite the ImportanceOf crucial conversations, we often backaway from them because we fear we’ll makematters worse. We’ve become masters atavoiding tough conversations.
  12. 12. Co-WorkersSend emails to each other when they shouldwalk down the hall and talk to one another.
  13. 13. BossesLeave voice mail in lieu of meeting with theirdirect reports.
  14. 14. Family MembersChange the subject when an issue gets toorisky.
  15. 15. Three Possible Ways to HandleCrucial Conversations1. We can avoid them.2. We can face them and handle thempoorly.3. We can face them and handle them well.
  16. 16. For Many of UsWhen conversations move from casual tocrucial, we are generally on our worstbehavior. Why is that?
  17. 17. We Are Designed WrongWhen conversations turn from routine tocrucial, we’re often in trouble. That’sbecause emotions don’t exactly prepare usto converse effectively.
  18. 18. As A ResultYou end up facing challengingconversations with the sameintellectual equipment availableto a rhesus monkey. Your bodyis preparing to deal with anattacking saber-toothedtiger, not yourboss, neighbor, or loved ones.
  19. 19. PressureCrucial conversations are frequently spontaneous.More often than not, they come out of nowhere.And since you’re caught by surprise, you’re forcedto conduct an extraordinary complex humaninteraction in real time – no books, no coaches,and no therapists.
  20. 20. All You HaveIs the issue at hand, theother person, and a brainthat’s drunk on adrenalineand almost incapable ofrational thought.
  21. 21. It’s No SurpriseThat we often say and do things that makeperfect sense in the moment, but later onseem, well, stupid.
  22. 22. We Act in Self-Defeating WaysIn our doped up, dumbed down state, thestrategies we choose for dealing with ourcrucial conversations are perfectly designed tokeep us from what we actually want. We’re ourown worst enemies. And we don’t even realizeit.
  23. 23. Here are Some Typical CrucialConversations• Ending a relationship• Talking to a co-worker who behavesoffensively• Asking a friend to repay a loan• Giving the boss feedback about herbehavior• Critiquing a colleague’s work
  24. 24. Here are Some Typical CrucialConversations• Resolving custody or visitation issues• Dealing with a rebellious teen• Asking in-laws to quit interfering• Talking to a co-worker about personalhygiene problems
  25. 25. By The Way…In real estate, isn’t almost everyconversation a crucial one?• Offers• Negotiating• Pricing a listing• Getting a buyer contract signed• Overcoming objections
  26. 26. The EffectsOf conversations gone bad can be bothdevastating and far reaching. Strong relationships,careers, organizations, and communities all drawfrom the same source of power – the ability to talkopenly about high stakes, emotional, controversialtopics.
  27. 27. The Key SkillOf effectiveleaders, teammates, parents, and loved ones is thecapacity to skillfullyaddress emotionally andpolitically risky issues.
  28. 28. As it Turns OutYou don’t have to choose between beinghonest and being effective. You don’t haveto choose between candor and your career.
  29. 29. People WhoRoutinely hold crucial conversations andhold them well are able to expresscontroversial and even risky opinions in away that gets heard.
  30. 30. The People Around ThemListen without becoming defensive or angry.
  31. 31. Improve Your RelationshipsWhen you ask the average person whatcauses people to break up, he or sheusually suggests that it’s due to differencesof opinion.
  32. 32. People HaveDifferent theories about how to manage theirfinances, spice up their love lives, or reartheir children.
  33. 33. In TruthEveryone argues about important issues.But not everyone splits up. It’s how youargue that matters.
  34. 34. Live Healthier!The emotional pain we suffer, and theconstant battering we endure as we stumbleour way through unhealthy conversationsslowly eats away at our health.
  35. 35. In Some CasesThe impact of failed conversations leads tominor problems. In others it results indisaster. In all cases, failed conversationsnever make us happier, healthier, or betteroff.
  36. 36. The ConsequencesOf either avoiding or fouling up a crucialconversation can be severe.
  37. 37. When We FailA crucial conversation, every aspect of ourlives can be affected – from our careers, toour communities, to our relationships, to ourpersonal health.
  38. 38. The Mistake Most of Us MakeIn our crucial conversations is we believethat we have to choose between telling thetruth and keeping a friend.
  39. 39. The Fool’s ChoiceWhen we were young we learned that whenGrandma served us a large wedge ofBrussels Sprout Pie and then asked, “Doyou like it?” – she really meant, “Do you likeme?”
  40. 40. When We Answered HonestlyAnd saw the look of hurt and horror on herface, we made a decision that affected therest of our lives: “From this day forward, Iwill be alert for moments when I mustchoose between candor and kindness.”
  41. 41. And From That Day ForwardWe have found plenty of those same typesof moments with bosses, colleagues, andloved ones. The consequences can bedisastrous.
  42. 42. When It ComesTo risky, controversial, and emotionalconversations, skilled people find a way toget all relevant information (from themselvesand others) out into the open. That’s it.
  43. 43. At The CoreOf every successful conversation lies thefree flow of relevant information. Peopleopenly and honestly express theiropinions, share their feelings, and articulatetheir theories.
  44. 44. They WillinglyAnd capably share their views, even whentheir ideas are controversial or unpopular.
  45. 45. DialogueIs the free flow of meaning between two ormore people.
  46. 46. Filling the Pool of SharedMeaningEach of us enters conversations with ourown opinions, feelings, theories, andexperiences about the topic at hand. This isour personal pool of meaning.
  47. 47. When Two or More PeopleEnter crucial conversations, they don’t sharethe same pool. Their opinions differ.
  48. 48. Those Skilled in DialogueMake it safe for everyone to add theirmeaning to a shared pool – even ideas thatat first appear controversial, wrong, or atodds with their beliefs.
  49. 49. The Pool of Shared MeaningIs the birthplace of synergy.
  50. 50. As PeopleSit through an open discussion where ideasare shared, they take part in the free flow ofmeaning. Eventually they understand whythe shared solution is the best solution.
  51. 51. The Time You SpendUp front establishing a shared pool ofmeaning is more than paid for byfaster, more unified, and more committedaction later on.
  52. 52. Let’s Look AtHow people who are skilled at dialogue stayfocused on their goals – particularly whenthe going gets tough.
  53. 53. This Requires• Work on me first, and us second• Focus on what you really want• Refuse the fool’s choice
  54. 54. Me First, Us SecondWhen tensions rise in crucialconversations it is not that ourbehavior simply degenerates,it’s that our motives do. We gofrom focusing on the end goalto focusing on winning orgetting even.
  55. 55. As Much AsOthers may need to change, or we maywant them to change, the only person wecan continually inspire, prod, and shape –with any degree of success, is the person inthe mirror.
  56. 56. Focus On What You Really WantWhen conversationsbecome crucial, step backand look at yourself as anoutsider. Ask yourself,“What am I doing, and if Ihad to guess, what does ittell me about myunderlying motive?”
  57. 57. Stop & Ask Yourself• What do I really want for myself?• What do I really want for others?• What do I really want for the relationship?
  58. 58. Refuse the Fool’s ChoiceWatch to see if you’re telling yourself thatyou must choose between peace andhonesty, between winning and losing, and soon. Break free of the fool’s choice bysearching for the and.
  59. 59. Clarify What You Don’t WantAdd to it what you do want, and ask yourbrain to start searching for healthy options tobring you to dialogue.
  60. 60. Learn to LookWhen caught up in a crucialconversation, it’s difficult to see exactlywhat’s going on and why. When adiscussion starts to become stressful, weoften end up doing the opposite of whatworks.
  61. 61. Learn to Spot CrucialConversations• Physical Signals – stomach tightens, eyesget dry• Emotions – scared, hurt, angry• Behavior – raised voice or becomingextremely quiet
  62. 62. Spot Safety ProblemsThose most skilled at dialogue keep an eyeon safety. If you make it safeenough, people feel like they can talk aboutanything without fear that they will beattacked or humiliated.
  63. 63. People RarelyBecome defensive simply because of what youare saying. They only become defensive whenthey no longer feel safe. The problem is notthe content of your message, but the conditionof the conversation.
  64. 64. If You Can LearnTo see when people start to feel unsafe, youcan take action to fix it. That means that thefirst challenge is to simply see andunderstand that safety is at risk.
  65. 65. By Pulling Yourself Out of theArgumentAnd looking for signs that safety is atrisk, you reengage your brain and your fullvision returns.
  66. 66. Step Out, Make it Safe,Step Back InIf you really want to have a healthyconversation, then you may have to setaside confronting the current issue, for amoment or two, to make it safe for the otherside.
  67. 67. Mutual PurposeTo create safety you must create mutualpurpose. Mutual purpose means that othersperceive that you’re working toward acommon outcome in the conversation, thatyou care about their goals, interests, andvalues.
  68. 68. And Vice VersaYou believe they care about yours.
  69. 69. Mutual PurposeIs the entry condition of dialogue. Find ashared goal, and you have both a goodreason and a healthy climate for talking.
  70. 70. Mutual PurposeIs not a technique. To succeed in crucialconversations, we must really care about theinterests of others – not just our own.
  71. 71. If Our GoalIs to get our way or manipulate others, it willquickly become apparent, safety will bedestroyed, and we’ll be back to silence orviolence by the other party in no time.
  72. 72. Examine Your MotivesAsk yourself:• What do I want for me?• What do I want for others?• What do I want for the relationship?
  73. 73. You Can’t StayIn a crucial conversation if youdon’t maintain mutual purpose.Mutual respect is thecontinuance condition ofdialogue. As people perceivethat others don’t respectthem, the conversationimmediately becomes unsafeand dialogue comes to ascreeching halt.
  74. 74. Final ThoughtsYour life is fundamentally a function of howyou are handling dialogue with peoplearound you.
  75. 75. If You PersistAnd use the ideas we’ve shared, you willsee dramatic improvements in yourrelationships and results. A little bit ofchange can lead to an enormous amount ofprogress.
  76. 76. Motivational Moment
  77. 77. 30 Second Pitch
  78. 78. Sharpening Your
  79. 79. Sharpening Your
  80. 80. Sharpening Your
  81. 81. Sharpening Your
  82. 82. The Mortgage Minute
  83. 83. Technology Tip –
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  94. 94. Great Reads
  95. 95. Upcoming Events
  96. 96. As AlwaysAs Always... if you know of anyone who wouldappreciate working at a rewarding andprofessional real estate office that is dedicated toenriching the lives and careers of its agents, pleasecall me with their name and business number andI would be happy to follow up and take great careof them!
  97. 97. THANK YOU!
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