Speaker or Listener: Who’s Responsible For Misunderstandings?
There’s been an age-old argument in the communication field: who’s at fault if a misunderstanding occurs – the Speaker communicating badly, or the Listener misunderstanding? Let’s look at some facts:
1. Speaking is an act of translating what’s going on internally into communication that enables others to understand an intent – choosing the most appropriate words for that particular listener in that particular situation. But the act of choosing is unconscious and may not render a full or accurate representation of what is meant.
2. Listeners translate what they hear through a series of unconscious filters (biases, assumptions, triggers, habits, imperfect memory) formed over their lives by their:
a) world view,
b) beliefs,
c) similar situations,
d) historic exchanges with the same speaker,
e) biases on entering the conversation (like sellers listening exclusively for need).
What a listener hears is fraught with so much unconscious filtering that their ability to hear accurately what’s meant is untrustworthy, except, possibly, when speaking with someone known over time.
3. According to David Bellos in his excellent book Is That a Fish In Your Ear?, no sentence contains all of the information we need to translate it. As listeners, are we translating accurately? What parts of what we hear is biased?
Since communication involves a bewildering set of conscious and unconscious choices, accuracy becomes dependent upon each communication partner mitigating bias and disengaging from assumptions; the odds of communication partners accurately understanding the full extent of intended meaning in conversation is unlikely. It’s quite a complicated mess of factors.
My new book What? Did you really say what I think I heard? focuses on listening: how we mishear, misunderstand, and otherwise misinterpret, where and how the gap between what’s said and what’s heard occurs and how to avoid misunderstanding. [My next book might be titled Seriously? Did you really hear what you think I said? that focuses on speakers]. While researching and writing the book I realized that the responsibility for effective communication is heavily weighted in the court of the listener: if listeners don’t have skills to catch or prevent their biases or unhook from all subjective filters, the speaker’s words and intent are moot: they may be misconstrued regardless of their accuracy. And yes, sometimes speakers mis-speak. But when a listener hears precisely what is being conveyed and respond accordingly, a speaker can hear any problems and correct them.
So the answer is: the responsibility for an effective communication lie with the listener.
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Sharon Drew Morgen is the NYTimes Business Bestselling author of Selling with Integrity and 7 books how buyers buy. She is the developer of Buying Facilitation® a decision facilitation model used with sales to help buyers facilitate pre-sales buying decision issues. She is a sales visionary who coined the terms Helping Buyers Buy, Buy Cycle, Buying Decision Patterns, Buy Path in 1985, and has been working with sales/marketing for 30 years to influence buying decisions.
More recently, Morgen is the author of What? Did you really say what I think I heard? in which she has coded how we can hear others without bias or misunderstanding, and why there is a gap between what’s said and what’s heard. She is a trainer, consultant, speaker, and inventor, interested in integrity in all business communication. Her learning tools can be purchased: www.didihearyou.com. She can be reached at sharondrew@sharondrewmorgen.
Sharon Drew Morgen December 22nd, 2014
We Don’t Really Hear Each Other
Have you ever misheard clients or colleagues, made erroneous assumptions, and lost business as a result?
Have any of your relationships suffered because you misunderstood an intended message – and possibly acted on your misunderstanding as if you heard accurately?
We are not always able to accurately hear what others mean to convey. Sometimes we hear only a fraction of what’s been said and our brains misunderstand or bias the rest – and we might not realize it until it’s too late, causing us to believe we’re right and others are wrong, or moving to action using the wrong assumptions. We’re left with restricted communication and creativity, failed relationships, and lost profit. And none of it is our fault.
We try to attend carefully to what’s being said. Yet our pesky brains do some pretty sophisticated stuff, all without our conscious consent: they
- delete or misconstrue or filter out what sounds wrong or goes against our beliefs or is unfamiliar, then
- matches what’s left with a historic memory of a ‘similar-enough’ conversation and
- throws out what doesn’t match that memory.
Whatever is left is what we believe has been said.
In conversations with familiar folks, there is less of a gap; with folks we don’t know, in dialogues that are outside of our habitual knowledge base, or when we enter conversations with a rigid goal, we accurately understand far less of what was actually meant. A problem occurs when we are convinced – certain – that what we heard is accurate, and don’t know when, if, or how, to take measures to fix a problem we don’t believe we have. As a result we unwittingly compromise relationships, business, partnerships, creativity, and success.
With little control over what our brains tell us we’ve heard, we’re left with the fallout:
- Misunderstandings that remain unresolved because we believe – we’re certain – we’re right;
- Bad feelings and take-aways caused by misheard communication;
- Biased assumptions that cause inadequate responses and failed initiatives;
- Misheard facts that lead to inaccuracies in business, technology, relationships;
- Restricted creativity, laps in leadership, therapy, coaching, and medical advice.
We misunderstand doctors, make assumptions with our teenagers and vendors, bias communications with family members and colleagues, set up filters before conversations with historic relationships. Our lives are influenced by how accurately we hear what others mean to convey.
But a new book is out that will resolve these problems. What? Did you really say what I think I heard? not only describes how, exactly, our brains create the instinctive actions that limit our ability to hear others without bias or misunderstanding, but also shows how to intervene our automatic behaviors and hear others as they intend to be heard.
Different from books on Active Listening which merely enables listeners to hear words, What? focuses on understanding intended meaning. Using exercises and assessments, funny stories and authentic appeal, author Sharon Drew Morgen has written a game changer, a book that thoroughly breaks down every aspect of how we interpret what others mean to tell us, how the understanding gap between Sender and Receiver is created, and the skills to avoid any misinterpretation or bias at all. It’s a book that will be the foremost communication book for decades. Go to www.didihearyou.com where you can get the book, and peruse the learning tools that accompany the book for those wishing to recognize any obstacles with their listening habits (Assessments) or learn how to overcome any bias and misinterpretation issues (Study Guide) that occur during conversations.
To contact Sharon Drew:sharondrew@sharondrewmorgen.
Sharon Drew Morgen December 8th, 2014
Posted In: Listening
Do You Hear Your Buyers?
What we hear is not the objective of our communications: connecting is. As Senders, we speak as part of the communication process; as Receivers we hear as part of the communication process. But unless there is a completed cycle of Sender → Receiver → Sender, and a connection occurs in which there is mutual understanding, there is no communication. Given those guidelines, are you connecting with your buyers?
As sellers, we end up biasing many of our conversations due to the sales process itself. When we enter conversations with a goal in mind – to discover who might have a need for our solution, or seek an appointment, we bias the conversation and limit the connection. Not only do we listen only for what we want to hear, but we pose questions to get the answers we think we need and miss all that might be possible.
What if
- Someone does have a need and their buying path is too complex to discuss with a stranger?
- The response you hear is unconventional and you wrongly assume it’s not a prospect?
- It might be an appropriate prospect who can’t meet with you due to time constraints and you could become creative together and have a Skype meeting?
- What if you hear what sounds like resistance because you’re not getting what you expected and you could be facilitating a buying decision?
Because we bias our conversations with buyers, we restrict possibility. We get lost on our end of a conversation, and don’t enable something larger, like being real facilitators to a buying decision. When we make assumptions, we teach buyers how to defend themselves against our folly rather than work together creatively. When we misunderstand, mishear, or misinterpret, we lose buyers because our conversations seem to be about us, not them, and they feel ignored, abused, or as if they are pawns in a game not of their making.
It’s possible to hear your buyers without bias, assumptions, or misinterpretation, in order to achieve true communication. Are you willing to relinquish your restrictive goal and consider an inclusive one that enables creativity and leadership? Are you willing to truly communicate with your buyers?
I’ve written a new book that provides the tools and skills to hear others without bias, assumptions, triggers, or misunderstanding. What? Did You Really Say What I Think I Heard? is a provocative, original book that covers new ground in the communication industry. It breaks apart how our brains keep us from hearing what’s being said, and offers tools to listen objectively. Let’s all start communicating, together.
Contact me with questions about how to hear others without biases or how to train your team. Let’s make ‘hearing what’s intended’ the new buzz phrase. Because if we all can hear what’s intended, we can make a huge difference in the world.
Sharon Drew Morgen | 512-457-0246 | sharondrew@sharondrewmorgen.com
www.buyingfacilitation.com
Sharon Drew Morgen November 28th, 2014
Posted In: News
Assessment: How much do you suck at listening?
Answer these questions to see how accurately you hear what your communication partner intends you to hear.
- How often do you enter conversations to hear what you want to hear – and disregard the rest?
- How often do you listen to get your own agenda across, regardless of the needs of the speaker?
- How often do you have a bias in place before the speaker’s points or agenda are known?
- Do you ever assume what the speaker wants from you before s/he states it – whether your assumption is accurate or not?
- How often do you listen merely to confirm you are right…and the other person is wrong?
- Do you ever enter a conversation without any bias, filters, assumptions, or expectations? What would need to happen for you to enter all conversations with a totally blank slate? Do you have the tools to make that possible?
- Because your filters, expectations, biases, and assumptions strongly influence how you hear what’s intended, how do you know that your natural hearing skills enable you to achieve everything you might achieve in a conversation?
- How much business have you lost because of your inability to choose the appropriate modality to hear and interpret through?
- How many relationships have you lost by driving conversations where you wanted them to be rather than a path of collaboration that would end up someplace surprising?
As I wrote my new book What? Did You Really Say What I Think I Heard? and asked folks I knew to provide feedback, I received similar notes from all around the world saying that the book was great – for their spouses. The consistent message was that they, themselves, heard every word spoken and had no communication problems around their listening skills. Ah, I thought, but do they hear what’s intended?
It’s physiologically impossible to accurately hear all that our communication partners intend to convey. Here are some reasons why:
- we have biases, filters, triggers, assumptions, and habits that uniquely contort what’s heard.
- people don’t always accurately represent what they say and mean for us to hear, leaving out details they assume will be understood and aren’t, or choosing words that have different meanings than how their listeners define them.
- the situation in which our communication is taking place has any range of situational biases that make shared understanding challenging.
- we all interpret what we hear uniquely, according to our education, family history, religious beliefs, political beliefs, age, and ethnicity.
Are you getting the picture here? Assured understanding is not even close to possible. Yet most of us assume we hear accurately. Sure, we hear the words. But do we understand what’s meant?
When my new book What? Did You Really Say What I Think I Heard? came out, I got notes from folks around the world telling me they listen accurately. And I wonder if they recognize the difference between hearing words spoken vs hearing what’s intended.
It’s physiologically impossible to accurately hear what our communication partner intends us to hear. We have biases, filters, triggers, assumptions, and habits that get in the way. And people don’t accurately represent what they mean for us to hear, leaving out details that they assume will be understood and aren’t, or choosing words that have different meanings for listeners. Or the situation we find ourselves in has any range of situational biases that make it difficult. We hear according to our education, family history, religious beliefs, political beliefs, age, ethnicity…..
Are you getting the picture here? Not even close to possible. So what is it we are defending? What is so important about believing we hear what’s intended when we don’t – and it’s not even possible?
My new book breaks down the good, the bad, and the ugly of how we hear, why we don’t, where we have problems (lots of assessments and fun exercises), and ways to fix it. Lots of funny examples of just plain dumb conversations between really smart people. And my snarky personality leads you through the process.
Contact me with questions about how to hear others without biases. or how to talk so others will hear what you intend to convey. And, I’ve designed some very affordable learning tools to help you figure out how to know exactly your particular ‘brand’ of bias, as well as one to lead you through the process of diminishing your biases and enhancing your ability to hear others. Let’s make ‘hearing what’s intended’ the new buzz phrase. Because if we all can hear what’s intended, we can make a huge difference in the world.
Sharon Drew Morgen | 512-457-0246 | sharondrew@sharondrewmorgen.com
www.buyingfacilitation.com
Sharon Drew Morgen October 29th, 2014
Putting People First: the path to Customer Centricity, by Sharon-Drew Morgen
Companies advertise, market, and go to great effort to extol their dedication to their customers. But I haven’t noticed many companies who’ve actually done the work of re-organizing around customers; to be Customer Centric means you must put rules, staff, tasks, websites and customer interfaces in place to, um, put People first.
DEFINITION CUSTOMER-CENTRIC
My long-held ideas and questions on what a true Customer Centric company would look like begins with an admonition: stop making it so hard on your customers. They purchased something from you. That automatically puts them in a relationship with you (And probably in a leadership position, since if customers don’t buy anything you’re not in business at all.). They paid the price you set and trusted your promises enough to believe they’d get what they paid for. If they have problems, questions or needs, their resolution and your kindness are a representation of your promise, must be a part of the relationship, and cannot be separated from the purchase.
You claim you want ‘relationship’ with customers, yet you create rules that disrespect, offend, ignore, insult, and frustrate them. Your customers have bought-into being on your team; don’t make it so hard on them. All that does is cause customers to complain to their 1000 closest friends, damage your reputation and give your competition the competitive edge. You forget that your customers are your competitive advantage.
‘Putting the customer at the center’ means having rules, procedures, hiring and training practices, and baseline values that use a People filter. It demands a customer lens through which to view every aspect of your company. It demands that your customer be the heart and soul of your company.
Corporate identity: Since behaviors and rules are translations – the daily actions – of your foundational identity and values, a Customer Centric company has the commensurate People values and ethics at its core. I always ask myself, after being hung up on, or ignored, or disrespected by a contact with a company whose solution I’ve purchased, what the foundational beliefs of that company must be: That I’ve made a purchase from the wrong provider – a company that doesn’t care about me. That my problems and needs are secondary to profit. That I’m not worthy of care once I’ve made my purchase.
It must begin with an identity of ethics and integrity. How you accomplish this will take the work of change – assembling and assessing the broken elements, getting buy-in for change from each of the broken parts, addressing disruption and confusing implementations. There are lots of decisions to be made that will ripple through the company.
Stakeholder alignment: All stakeholders, all company employees, all managers and Board Directors, must share, exemplify, and communicate the exact same beliefs and values. Your marketing and customer service must portray your kindness and respect; you’ll hire people with values that match. There used to be a legend that Nordstrom had a one line customer service rule: “Use your best judgment.” Imagine how hiring practices, management, and training shift if such rule is in place.
With a People orientation, everything and everyone has one goal: to keep a customer happy. Then, a lower level rep would feel free to make this sort of adjustment on her own:
So sorry this is happening. Please accept my apologies on behalf of X company. What would make this right for you? And I’ll be your Team Leader to make sure your problem gets handled, including speak to whoever I need to speak with on my side and get back to you with a resolution.
not this rule-based, disrespecting flip-off that we all suffer time and time again:
This is not something I can take care of. I’m transferring you (and transferring you, and transferring you, and…).
With a Customer Centric filter, each rep, each internal stakeholder, each person who touches a customer, owns the problem and resolution. This will change your rules.
One more thought here: your employees are your first customers. Don’t ever forget that.
Proximity to customer: With ‘Customer’ in the center, organization is based on the proximity to the customer, giving the most importance (and training) to help desk and sales groups who directly touch customers, and Senior Management, the Board and CEO at the far end with the job of coming up with the ideas and maintaining the foundation of values and vision.
ORGANIZING A CUSTOMER CENTRIC COMPANY FROM INSIDE OUT
In order of customer proximity, here are some thoughts on the organization of a truly Customer Centric company. Again, each customer touch point must have a criteria of putting the focus on People first, with Task, Rules and Profit Margin second.
First touch point:
- Customer service (questions, needs, problems): Reps whose job is to give product service and support must be client advocates. They must have a very strong People filter and be passionate about ensuring each customer gets their needs met. That should be their only criteria and have the right tools and skills – listening skills are especially prone to biased filters – at their disposal to do so.
I’ve been told by customer service reps that they’re only allotted a short time frame – minutes – to handle a problem and then get on to the next customer on the cue. One rep called me back on his own cell phone because he didn’t want to ‘get in trouble’ (his words) for taking too long with a customer. Seriously?! Of course this means you’d need to train your team differently. And yes, you’ll need to hire more reps to get them off ‘the clock’ and into ‘relationship.’ Keep thinking: People vs Task. Which will it be? Here are two conversations I had with different AT&T reps, 5 minutes apart, when I called to change my billing address. I bet you can tell which one has a People filter:
Rep #1: You don’t have your password? Sorry. I can’t help you. I know you only want to change your address. But call back when you find your password….. (And then she hung up on me).
Rep #2: You don’t have your password? Hm… Let’s use your social security number to start with. Then we can change your address, and then I’ll send you a link to reset your password so you have it for the next time you call.
Same company; but one rep was Task/Rules-bound with no criteria re taking care of me and just wanted to get me off the phone quickly; one was Customer Centric and got creative so I was cared for. Both had the same customer screen in front of them when I called but one had a People hat on. And btw, who the hell was supervising that first Rep? Why was that ok? Do companies even KNOW what their representatives are saying to customers?
I urge you to consider having whoever answers the phone ‘own’ the customer’s problem. This way customers don’t get hung up on, and don’t get shuffled between departments to explain their issue over and over again – only to be disconnected after 45 minutes and on maybe the 6th person!
The initial rep must take the customer’s phone number, give them a case number, and a call-back number that connects directly TO THE PERSON THEY SPOKE WITH so there is a continued process. How much will that cost? Compare that with the amount of business and reputation you’re losing now from NOT doing it, from complaints against your company showing up on social media, from customers cancelling service because they can’t take it anymore.
Website: Your site is often the first (and sometimes only) connection with a customer and it can go a long way to making sure customers feel cared for. Here is where a lot of companies fail. Almost all sites are strictly Rules, Company, Profit, Product driven. There’s no way to talk to anyone, and lots of hoops to go through before it’s even a vague possibility.
Few sites have their phone number available. What’s the deal with that? How much business are you losing because a customer or prospect can’t ask a simple question, or get directed to their best resource? What is the cost? I buy only from companies whose sites offer a phone number so I know I’ll have fewer hoops to go through if there’s a problem.
And what’s the deal with ONLY having the sign-in boxes in the Contact area? You’re soliciting their data for your marketing lists and reducing their ability to make contact only according to YOUR terms? You want something precious from them and you’re not willing to offer something in return? What percentage of real buyers won’t fill out those things? I have never, ever filled out one of those damn things. I want my vendors to take care of ME, not me take care of THEM, especially when it might involve me receiving tons of unsolicited email.
And while I’m on a rant, how ‘bout including a real time Customer Tweet roll bar on your home page? Invite customers to Tweet their thoughts, questions, and feelings to make it a living dialogue. Too scary you say? Well, if you focus on a customer, and all your rules are similarly focused, you should hear nothing but good things, no?
And where there’s a negative comment, it will exhibit how quickly and accurately you handle the situation. After all, these folks are going onto social media to complain about you anyway; you might as well hear it straight and deal with it immediately and show other customers your fallible, but trustworthy.
This is your first line of contact. You can use your site as a good representation of your brand’s promise. You’re blowing it.
One more idea. With a People focus, online communication tools like Live Chat/Bot must abandon their Rules/Task focus and use vocabulary that is helpful, soothes disgruntled people, and finds ways to take responsibility for supportive dialogue. It’s beyond infuriating.
Second touch point:
- Sales – Sellers are the intermediaries between you and customers. Stop relegating them to a ‘content push’ orientation. Make them the arbiters of true customer focus. Instead of being focused on pushing/placing solutions, using a facilitation model such as Buying Facilitation® (a model I invented for sales and marketing that gives sellers tools to facilitate Buyer Readiness at each stage of their Pre-Sales Buying Journey) it’s possible to use your connection to become industry leaders and become true Servant Leaders. Stop pushing! They can find your solution data on your site! Use your sales team to build and enhance customer relationships based on THEIR needs for excellence, not YOUR needs for profit. This is a place you can truly differentiate yourself from your competition.
Customers don’t need you for the details of your solutions until they’ve decided they cannot fix the problem themselves, what sort of a solution everyone agrees to, and how to manage any change that will occur when they do buy. [A purchase is a change management problem before it’s a solution choice issue; a prospect is someone who CAN buy, not someone who SHOULD.]
Your site might be one of their steps toward deciding on whether or not to buy anything. Help them. It will not only differentiate you, but you’ll have vast amounts of data to bring back to other groups in your organization to help them be more Customer Centric, including R&D, customer service, manufacturing, billing.
All areas of your company will shift according to the voices of real customers and their needs and problems – so long as the focus is on serving, not selling. Remember: People filter, not Task. Do you want to sell? Or have someone buy? Two different activities.
Third touch point:
- Day-to-day Management: These folks are in leadership positions for employees nearest the customer. Instead of pushing pushing pushing staff to close a sale, or get off the phone, continually find ways to connect, to respond in ways that make, and keep, customers happy. That means you’ll not only need to hire a people-oriented management staff, but the employees will need new types of training, especially additional listening skills. Currently, each group listens through their own Task filters and agendas: sellers listen for signs of ‘need’, help desk reps listen for easy solutions so they can stick to their 2 minute (or whatever) time limit.
Have managers sit alongside of reps and coach them for hours during a week, to check their skills real time. You could even design a Customer Service Check List to hand out to managers for their phone coaching hours. Obviously you’ll have to employ new hiring practices to hire People oriented people rather than Task oriented people. Like the AT&T story above, we all know to keep calling back until we get a ‘good’ rep. How much does that cost you?
Question for you: how will you know that the front-line staff are congruently representing your values? What is it costing you to have reps who hang up on paying customers? Or transfer transfer transfer to the point of madness because no one owns the problem? Why are managers acceding to this practice? What is it costing you?
Fourth touch point:
- Marketing: your current focus remains selling something; your marketing efforts push product data, with no visible sign of Customer Centricity regardless of your lofty terms. What if you used your marketing to enter along the customer’s decision path to help them manage each aspect of their route to choosing you? They can get solution details on your site so add elements of facilitating the decisions that will make site visitors into customers.
Add a People/Customer filter to your marketing: send out content marketing that helps them make sense of those decisions they need to make as they figure out if they even want to make a purchase. It’s possible to create staged marketing to address each of the 13 stages of a buying decision. Because people aren’t buyers until a purchase is their only viable option to solve a problem, you’re missing entering earlier in their decision cycle and only focusing on those relative few who have already decided to buy (at the end of the buyer’s journey). Make it easier for those who CAN/WILL buy.
QUESTIONS TO CONSIDER
Here are some questions you need to ask yourself moving forward:
What is the soul of your company? How can you operationalize that? Hint: Make sure you’re not a ‘financial company that serves customers’, and be a ‘customer centric company that offers banking services’. People first; it changes everything.
What would you need to know or believe differently to be willing to make People your priority? How would that change your staffing? Sales? Marketing? Leadership? Training? Management? What is the cost? What is the cost if you don’t?
How would you know it would be worthwhile to use a People filter over a Task/Rules filter? Would you need to have a pilot group with specific tracking capability re customer retention, or surveys, or increased revenue, etc.? [Call me. I’ll help you set it up.] A new Mission Statement?
Where do Integrity and Ethics factor in to your customer touch points? Or is that not part of your equation? Do you have defined values? Do the rules you’re currently using match your company values? Why not? And don’t tell me it’s time or money – rescale if you need to. Your success depends on this. Amazon.com has an impressive focus on the customer. Takes me one minute to get a problem resolved, including them giving me my refund BEFORE they even get the product back – and often they tell me just to throw it away, or keep the extra item. They make it easy for me and actually less time consuming for them. I always feel trusted and valued, and I’ll never go to any of their competitors.
How do your current rules restrict Customer Centricity? Evaluate your current rules. What new rules would need to be in place to be Customer Centric – and what does that mean for how you run your company?
How would Customer Centricity change your hiring practices? Training? HR? Management?
How will you know in advance that it will be worth the time/effort to tackle this? Because if you don’t, your competition will. Remember: your customer is your competitive advantage.
What skills training would need to occur? Listening, certainly.
What would need to change within your company culture? How people speak to each other? The symbols of success, expectations, agreements?
How are you currently communicating your values to customers? Take a look at your site, your rules, your reps. What you see IS a representation of your corporate values.
What promises are you making to customers who buy your solution? How does this differ from what a customer thinks you promised them?
How would your technology need to change to embrace a Customer Centric mentality? In 1996 (before Google), I designed a new search tool named Hobbes based on helping a site visitors get to the exact page they needed using 3 simple questions that highlight their choice criteria. I got an offer from the VC Heidi Roisen for funding if I could find one other funding source. I could not. And to this day, no one is using my search tool; seems tech folks never understood why sorting with human criteria is necessary.
I hope I’ve inspired you to begin thinking about this issue and started a conversation. I believe that becoming Customer Centric will be your competitive edge moving forward. But that also means change. What is it worth to you?
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Sharon-Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. She is the author of several books, including her new book HOW? Generating new neural circuits for learning, behavior change and decision making, the NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell). Sharon-Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharon-drew.com She can be reached at sharondrew@sharondrewmorgen.com.
Sharon Drew Morgen December 2nd, 0202
Posted In: Change Management