Conversation styling
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Whether it is with customers, team members or friends and family, it is experienced as useful when one can lead conversations to a common goal. The deck includes the slides of one of my workshops on this theme
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Conversation styling
- 1. (c) 2016 – Hans Demeyer Driving conversations towards More happiness
- 2. (c) 2016 – Hans Demeyer Hans Demeyer Ghent – Belgium Supplier of Optimism & Inspiration • Personal mastery coach • Conversation Stylist • Entrepreneur • Systemic NLP master practicioner • +20y married • 3 kids • Music, guitar, piano, travel, boats, horses, cars, motorbikes, gadgets, … • Linkedin.com/in/hansdemeyer • Facebook.com/MrOptimism • @suppl_of_optim About your source of inspiration
- 3. (c) 2016 – Hans Demeyer Driving conversations to happiness – Day 1 • 9:30 – the mind rules the body • 10:00 – score method • 10:30 – logical levels • The goal, your goal, the common goal, the destination, the holiday • The people involved • What matters to the people • What they know or not know, use or not yet use (Uc, UI, CI, CC) • What they do • Where and when it occurs • 11:30 – understanding the business challenges (business model canvas) • 12:30 – stories and metaphors • 15:00 – the art of asking questions • 16:00 – deal with difficult customers • Slow • Emotion
- 4. (c) 2016 – Hans Demeyer Driving conversations to happiness - Day 2 • 9:30 – intro and recap of day 1 highlights • 10:00 – manage your mental state • 10:30 – the theory applied in practice : • Intro • sharing the value of • Office 365 (11:00-12:15) • Azure (12:15-13:30) • EM+S (13:30-14:00/15:00-15:30) • Dynamics CRM (15:30-16:30) 16:30 : check out – q&a – fill your personal toolbox 17:00 : end
- 5. (c) 2016 – Hans Demeyer Driving conversations to happiness - Day 2 Way to go : • Workload (O365, Azure, Em+s, dynamics) • Discuss and write down the value and the effect of the workload (flip chart) • Role plays • Open the conversation • Challenge the customer, discover the emotional happiness trigger • Bridge to the value proposition • Check the state of the customer • Explain the value and the effect • Close
- 6. (c) 2016 – Hans Demeyer System Unconsciously incompetent Consciously incompetent Consciously competent Unconsciously competent Unconsciously incompetent Consciously incompetent Consciously competent Unconsciously competent you other Goal Role Values Knowledge Actions Environment Goal Role Values Knowledge Actions Environment Interaction Feedback Goal Representation Modalities Submodalities Meta-sins Communication at a glance
- 7. (c) 2016 – Hans Demeyer The mindset makes the difference Are you a coach inspiring future ambassadors towards the best experience Are you a sales person trying to sell the best features to a customer? or
- 8. (c) 2016 – Hans Demeyer Trigger happiness when you want it • Sit back and relax • Go back to a moment where you felt at your best • Relive the moment • Find where you feel you empowerment • Materialize the sensation • Take the sensation in your hands, what does it feel like? Stretch it, make it big, how do you feel? Make it bigger. What happens with you? • Anchor the sensation • Relive the sensation • Anchor again • Get back to now, to here • Test the anchor
- 9. (c) 2016 – Hans Demeyer Raise your SCORE S C O R E Symptoms Causes Outcome Resource Effect What is your current situation and how would you rate it on a scale of 10 What would it take to add 0,5 points to that score? Where do you want to go to with your organisation? Suppose you wake up tomorrow and everything is exactly how you’d like it. What has happened over night? How will you feel when everything is going the way you planned? Questions about current situation, what works well, what could be better, what is used, … Questions to understand why the customer wants to change Questions about what the customer wants with the new solution Questions to learn if the customer has a solution in mind or opinions about brands and types Questions to make the customer think about the (emo) impact the new situation will have
- 10. (c) 2016 – Hans Demeyer Customer decision process
- 11. (c) 2016 – Hans Demeyer The destination = the effect of a product EMO The answer to questions including : - How will you feel if things go the way you plan? - How important is it to you to have and keep happy customers/employees? - …
- 12. (c) 2016 – Hans Demeyer The journey = the product RATIO The information on the solutions, how to get them, learn them, migrate, …
- 13. (c) 2016 – Hans Demeyer What we want to understand (logical levels) goal people values Knowledge, resources actions Time and place Questions per level Where do you want to be in xx years Where do you want to take the company? How will your role evolve? How will coworkers, customers, etc… be impacted by your ambitions? What is important to you now and how will this change on the way to the destination? Will your current tools allow you to realize the ambitions? What challenges do you see? Will you still be doing what you do in xx years? How will this affect the other levels? Will you/your customers/contractors/… still be in the same places?
- 14. (c) 2016 – Hans Demeyer When your customer replies : • there is information they do not share because they assume you know, or you will deduct. (delete) • they may attach other meanings to a word than we do (deform) • they may express beliefs based on a single event (generalize)
- 15. (c) 2016 – Hans Demeyer The art of listening : SLOW 0. You have asked a question. Your customer replies and deletes, deforms and generalizes. Here is what you do : S L O W 1. Stop : listen and repeat what your customer said 2. Land : while repeating, isolate the elements you can re-use 3. Options : decide whether you will re-use the isolated element(s) in a next question or as a basis to add new parts of information 4. Way 2 Go : do it and go back to 0
- 16. (c) 2016 – Hans Demeyer SLOW : example 1/2 • Customer : we have just started building our own datacenter. So the cloud is not an option. • You : • STOP : you repeat and scan for missing info, generalized info or potentially deformed info. • LAND : mentally list the items • Missing : • We : who is this? • Just started : when exactly? • Why : why an own datacenter? • Deform : • Cloud : can you be more specific what part of the cloud? • Option : what do you mean with ‘not an option’ • Generalize • Not an option : never?
- 17. (c) 2016 – Hans Demeyer SLOW : example 2/2 • You : • OPTIONS : what can I challenge and in what way can I do it? • Missing : • We : who is this? • Just started : when exactly? • Why : why an own datacenter? • Deform : • Cloud : can you be more specific what part of the cloud? • Option : what do you mean with ‘not an option’ • Generalize • Not an option : never? • Way to go : pick one question that will bring you closer to the desired outcome and effect
- 18. (c) 2016 – Hans Demeyer Re-invent your questions • What do you use now? • What do you like about it? • If there is one thing you’d like to change, what would it be? • Describe the ideal situation for you? • If you’d have to give points to your current ICT on a scale of 10, how much would you give? • What would it take to add half a point to that score? • What would you like to do more? • What would you like to do less? • What drives your happiness? • How important is it for you to be happy? • How would you feel if...? • If there was one thing I could do for you, what would it be
- 19. (c) 2016 – Hans Demeyer Handling objections Yes but.... Interesting and…. What gives your the feeling it is like that? …. Compared to what? What happened that makes you feel like you do about this? Have there been occasions when it was not like you feel, say? Could you be a little more specific about…. ? If there was one thing that could make you change your feeling, what would it be?
- 20. (c) 2016 – Hans Demeyer Examples of do nots Be polite but not too tentative. Avoid certain phrases and words • I don’t know if you …. • It is not a problem • Maybe you are interested in…. • This could maybe be something for you… • Do you think I can maybe pack one for you? • Don’t interrogate your customer. Talk with them
- 21. (c) 2016 – Hans Demeyer Some outside the box Tips & tricks • I am happy I’m calling you at a suited moment • My name is Batman from Robin Ltd, Good morning. WAIT FOR REACTION • My Colleagues and I are constantly guiding people who work with computers en technology to their next level of happiness. How happy are you today? • I call to evaluate with you whether our companies can be meaningful to one another.
- 22. (c) 2016 – Hans Demeyer Some outside the box Tips & tricks • If the ideal world would get a 10/10, how is the score of your world? • What would it take to raise the score with half a point? • C:“we are not really interested” – • Y:”interesting to hear. If you say ‘not interested’ is it like in not now because we have other priorities or not now because I don’t really have time now ?” • Take the lead: “how about meeting next Monday Afternoon?” • Replace ‘would you be interested in…?’ by “I am sure you’ll be interested in…”
- 23. (c) 2016 – Hans Demeyer Some outside the box Tips & tricks • Make sure you are aligned: so I understand correctly that you…. • Use references : I have been talking with quite some people like you and they all were very happy after the conversation • How does that make you feel? • What do you think about it? • What do you plan to do about it ?
- 24. (c) 2016 – Hans Demeyer Value proposition When did the latest big change occur in your activities? How did you deal with it? Activities The immense list of activities executed on all levels to achieve the goals Partners What do they outsource today and in the future? Customers Who are your customers? What will change in the coming years? How will you cope with this? Are happy customers important to you? Cost Revenue Resources The immense list of resources used on all levels to achieve the goals CRM How do you keep your customers happy and loyal? Channel How do you inform your customers? How easy is it for your customers to do business with you? The Business Model Canvas as source of inspiration
- 25. (c) 2016 – Hans Demeyer The workshops Outcome and effects
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- 44. (c) 2016 – Hans Demeyer Mail : hans@suppliersofoptimism.com – Mobiel : +32 496163301 – www.suppliersofoptimism.com
- 45. (c) 2016 – Hans Demeyer Hans Demeyer Supplier of Optimism hans@suppliersofoptimism.com www.linkedin/in/hansdemeyer follow me on suppl_of_optim
Editor's Notes
- Value selling is een beetje zoals vakantie plannen. Je begint met de bestemming, met het gevoel dat je wil beleven, de dingen die je wil doen, meemaken op de bestemming. Dan kies je een bestemming die past bij dat gevoel en dan
- Pas plan je het process. De vluchten, de te kleine zitplaatsen op het vliegtuig, de baggage, check in’s, etc….
- Maintenant pour vous aider tu prends le deck « questionnement »
- Maintenant pour vous aider tu prends le deck « questionnement »
- Aging IT resources Productivity frequently declines when an organization has a collection of aging servers, from different times and different vendors, working with a collection of new and old storage and networking systems. In addition, many companies organize IT using approaches developed in the 1990s where each physical server handles one application and one workload, greatly limiting potential performance optimization. Inadequate computing and storage performance can delay simple reporting, not to mention sophisticated analyses. Crucial business decisions get made late, or not at all, impeding the business and costing time and money. While older systems can still support some workloads, they’re at constant risk for failure, with rising licensing and maintenance costs (for example, Windows Server 2003 End of Support). Recruiting staff with the required skills is difficult. Research has shown maintaining existing applications and infrastructure can consume up to 80% of IT efforts. Unprepared and fragmented storage Capturing, storing and analyzing operational and customer data in a timely fashion is critical to business success. In today’s world data growth never stops, generated at an unprecedented rate from many new sources. One statistic says that 90% of all the data ever created was created in the past 12 months. But to productively use, manage and secure this data, small and midsize organizations confront significant challenges: • Keeping up with the rapid growth of structured and unstructured data sourced from documents, images, audio, video, social media and business applications • Meeting user expectations of 24x7 access, from anywhere and on any device • Protecting data from equipment failures, accidents, natural disasters or malicious acts • Upgrading business-critical applications limited by legacy databases • Overcoming the risks associated with unapproved, 3rd party sharing tools and sites Bandwidth constraints limit mobility Mobility is significantly changing the way work and business gets done. Mobile solutions and services have become critical to most organizations, but employees and customers armed with smartphones, tablets and laptops, supplied through cloud-based services, and generating bandwidth-intensive workloads, are putting severe strains on legacy network capabilities. With faster wireless bandwidth now becoming available through 802.11ac access points, demands for data will only increase. Most small and medium organizations are absolutely dependent on network performance to keep workers engaged and productive regardless of where they are. But legacy networks simply weren’t built to handle all this new capacity. Previous generations of access points served as a “kink in the pipe” between wireless users and wired networks. With 802.11ac, that kink is gone.