Today was a typical day. I arrived at my office early in the morning and began by checking email: colleagues, fans, strangers writing from around the world, each with their own agendas, each email exchange demanding a different type of communication. I then went to LinkedIn and connected with new colleagues from several countries, answered questions from followers, and added ideas to a group discussion. Twitter is always strictly relegated to 10 minutes. Then I had several Skype meetings: with a business partner from Paris and her colleague in Brussels to consider developing a healthcare app; brainstorming with my tech in India; coaching a team of banking reps studying Buying Facilitation® with me, and a strategy call with a new client to discuss a leadership implementation we’re developing; a brainstorming call with another author of listening books in India to discuss ideas for a collaborative article we’re writing. Finally, I spoke with a friend, now in London visiting her dying grandmother. I spent the rest of the day writing an article, using Google for references.
I suspect your worlds are digitally similar and equally challenging: our global interactions include people with ideas, cultural norms and assumptions, perceptions, religious beliefs, and languages different from our own. The internet has expanded our world. And therein lies the problem.
WHY IS OUR COMMUNICATION PROBLEMATIC?
We all take our communication skills seriously. But in this digital world of instant connection with people around the globe, our communication skills haven’t kept up: we speak from our normalized biases, assumptions, and patterns; we listen with our habituated, biased listening filters; we use terms and regional communication styles and (very idiosyncratic) subjective criteria and reference points.
Sometimes we hear others accurately, sometimes we don’t but think we do. Sometimes we unwittingly use terms that annoy, or are annoyed by a Communication Partner’s (CPs) terms. I remember once when living in the UK, being insulted when someone from London said my house was ‘homely’. Only later did I learn that ‘homely’ in the UK means what ‘homey’ means in the US, while ‘homely’ in the States means ugly. What was meant as a compliment almost ended our dialogue.
Using our established communication skills, we may not know when or how to modify our languaging accordingly, or hear precisely what’s intended and face the possibility of communicating ineffectively with people outside our experience and culture.
It’s time to add new skills for global communication: without knowing when what we’re doing isn’t working – listening with a cultural or subjective bias that causes an ineffective response, asking what might seem to be pushy, or manipulative, or invasive questions, responding according to our own agendas – we can only have a restricted set of communication choice points available, causing us to respond or connect inappropriately. We need soft skills training.
Soft skills always seem to be put on the back burner. When I wrote my book What? Did you really say what I think I heard? I got calls from several HR Directors who wanted to bring in my unbiased listening skills training (just one day!), but couldn’t get the buy-in to actually hire me. Why? Because they said, everyone thinks they know how to listen. But of course, that’s not true. We certainly know how to hear spoken words, but there is no way we can correctly interpret them when what we hear is outside our normal references.
WE CANNOT KNOW HOW ANOTHER’S REALITY DIFFERS
Finely honed throughout our lifetimes, we all live in a reality of our own making, seeing, hearing, and feeling the world uniquely, according to our own idiosyncratic, and very unconscious, filters – obviously some degrees removed from veracity. Programmed to do this, our brains are pattern recognition devices, unconsciously on the lookout for anything (differences, disparities) that may challenge our baseline beliefs and status quo.
Sadly, we don’t question our experience. Our brains don’t tell us the level of interpretation or modification they’ve automatically chosen for us, nor do they tell us when we might be missing something important, expecting something that was never promised, or fabricating something never agreed to. And yes, we occasionally, unwittingly, hurt others.
Yet we continue doing what we’ve always done, believing our constructed reality to be True, believing that our skills are fine, regardless of the consequences. Why? By adhering to our subjective reality, we get to maintain our core beliefs and cultural norms so we can wake up every day and ‘be’ who we are. Our inadequacies, prejudices, mistakes, and viewpoints are built in and habituated daily. And we’re comfortable. So long as we stay in our own worlds.
Obviously, this restricted, biased reality has consequences in our global worlds. What happens when we encounter people or situations that are sufficiently different from us and our miscommunication causes us to inadvertently take a wrong action? What happens when we actually hear something inaccurately and act on what we think we heard rather than what was said? [My book explains and fixes this: What? Did you really say what I think I heard?] What happens when we perceive incoming harm, and it’s merely our unconscious biases overreacting? What happens when we misinterpret someone’s intent and miss an opportunity for joy? What happens when we consider ourselves successful, or content, or ‘right’, and blame another for any confusion? What happens when we unwittingly harm another?
What do we lose when we react inappropriately to something we mistakenly deem reality? What happens when our livelihoods are dependent upon making accurate decisions and having truly collaborative conversations with folks outside our normal sphere of influence, and our questions, or listening, or comments, or assumptions, go against the norms of our CPs? It’s all unconscious; we may never know if something untoward is occurring until it’s too late.
It’s time for soft skills training to be a Thing. Our communication status quo is just not good enough in our global worlds. It’s time to get training to
GUESSES AND HABITS
Often we can’t tell if what we take away from a partner communication is accurate when it seems to be fine. Unfortunately, our brains don’t tell us they’re hearing, feeling, or seeing something uniquely: it seems normal to us. Even those few instances when we notice something seems a bit ‘off’, we’re merely comparing what’s in front of us against what we have historically held to be ‘true’ and have no idea what is causing the irritation or our part in it, too often blaming the other for the problem. And even when we try to understand there’s a good chance we can do no better than confirm, misinterpret, or disprove according to our own biases, using our own ‘givens’ as comparators of ‘right’. We are actually projecting our status quo and guessing meaning per our past predictions. It’s real if we believe it to be real.
Indeed, there is no intrinsic meaning in anything, outside the meaning we give it, making a problem difficult to fix even when we suspect something is wrong: the same unconscious, habituated neural pathways that caused the problem is restricted when it needs to do something outside of its scope.
By bringing soft skills training to all of our professions, sales folks can accurately connect with prospects and customers in other countries, coaches can work with clients worldwide and effectively enable self-driven change, leaders can run groups and implementations with folks from different countries. Here are the programs I believe necessary.
CAN I HELP?
I believe my learning facilitation model is perfect for today’s need for enhanced soft skills. I’ve spent my life – since I was 11 – coding the steps and skills for unconscious choice and change to enable influencers (leaders, sellers, doctors, parents, coaches) to facilitate others through to their own, idiosyncratic, systemic, congruent decisions to change; I can use this Change Facilitation approach to help people prepare to learn learn, buy, change, themselves from their own core, largely unconscious, criteria. Instead of outside/in, it’s inside/out.
Used in global corporations since 1987 (first course with KLM titled Helping Buyers Buy) I developed this approach when I realized that people cannot respond accurately to the type of shared, or experienced, information offered in current training modalities (regardless of value or efficacy) due to their own habituated filters, biases, assumptions, cultural norms, etc.
As a result, learning occurs in only people who can hear, understand, and accept that approach, that idea, that representation. So: offered information is automatically biased by a listener’s filters; conventional questions merely represent the biases of the Asker and restrict the response framework accordingly; and the training approach of a set of data being offered, using the languaging, examples, and exercises of the course designers, and may cause unconscious reactions or lost learning.
In other words, the only people who will truly benefit from a program are those whose unconscious beliefs are already aligned; all those with different biases, different beliefs, different assumptions or norms, will not be able to hear, understand, abide by, or comprehend the need for, the proposed change and may find it incongruent enough to resist. This problem persists not merely in training programs, but anywhere outside influencers try to effect change. So buyers with a need won’t buy; patients with an illness won’t follow doctor’s regiments; coaching clients won’t buy-in to a needed change.
Using my learning facilitation approach, people seeking change can discover their own route to their unique learning path, eschew bias and resistance, and create their own permanent change where existing choices are found to be less than excellent.
I’ve used the training to spearhead permanent behavior change, to expand possibility and make new decisions without resistance or bias: sellers can facilitate buyers through their change management issues to enable buying; doctors can teach patients to make appropriate, permanent behavior changes; coaches can help clients buy-in to permanent change; unconscious bias and diversity programs can help people get rid of unconscious bias. Here are a few of the skill sets that I developed that are different about my training model.
Facilitative Questions – with no bias from the Asker except to facilitate congruent change (in other words, not used as interrogation vehicles), these questions are designed as directional devices to help Responders traverse through their unconscious route to change and discover how to change, using their own criteria. They are posed in a specific sequence, using specific words, to enable others to figure out their own unconscious answers, and actually, lead through the steps of congruent change. I know there is no referent for these questions. I have trained their formulation to over 50,000 people, so the skill is learnable and scalable. Please email me to start a conversation. To learn how to formulate these, take a look at this learning tool.
Listening – normal listening merely uses accepted viewpoints to make sense of what’s said. Remember: we only ‘hear’ air vibrations that hit our habituated neural pathways and are interpreted as per our biases. It’s possible to go outside our habituated pathways and listen without bias. To learn more about this, read sample chapters of my book What?. If you get excited and want to learn how to do this, use the Study Guide I’ve developed that takes you through each chapter to shift our normal skills. Or call to have me train a one day program for your folks to listen with choice.
Choice – we currently make choices according to our own biases and norms. I’ve coded the steps of choice and change and can teach people, and outsiders (i.e. leaders, coaches, trainers, etc.) to intervene in their own or other’s choices at the stage where there is a breakdown, incompatibility, or misrepresentation.
I’ve first tested, then offered, this training in global corporations such as Morgan Stanley, IBM, Kaiser, DuPont, P&G, FedEx, Wachovia, etc. using control groups and pilot studies which consistently found my learning facilitation approach 8x more successful than the control group. For those needing a more expansive discussion on this, read my paper in The 2003 Annual: Volume 1 Training [Jossey-Bass/Pfieffer]: “Designing Curricula for Learning Environments Using a Facilitative Teaching Approach to Empower Learners” pp 263-272.
So here’s the pitch: when used in training, my learning facilitation model does something well beyond conventional training models that use information as the route to helping others embrace, adopt, receive, or execute a new idea or behavior. I can actually teach people how to change their core choices, and help them develop new neural pathways for choice, using their own terms of excellence, so they can adopt the new behaviors they choose.
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Sharon Drew Morgen is an original thinker and thought leader. She designs change facilitation models that enable the buying decision journey in sales (Buying Facilitation®), the change issues needed for coaching clients to permanently change, the implementation issues needed for leaders to organize congruent change without resistance. Sharon Drew is a speaker, coach, trainer, and NYTimes Business bestselling author of 9 books including Selling with Integrity, Dirty Little Secrets: why buyers can’t buy and sellers can’t sell, and What? Sharon Drew is a speaker, consultant, trainer, and blogger of an award-winning blog www.sharondrewmorgen.com.
Sharon Drew Morgen September 16th, 2019
Do you know what’s stopping you or your company from making the changes necessary to have more success? Or why prospects aren’t buying something they need? Or why clients aren’t adopting the changes they seek? The problem is resistance. And as change agents we’re inadvertently creating it.
Change requires that a complacent status quo risk its comfort for something unknowable – the probable loss of narrative, expectations, habitual activities and assumptions with no real knowledge of what will take its place. People don’t fear the change; they fear the disruption.
THE STATUS QUO OF THE SYSTEM
To understand why our status quo is tenacious we must understand systems. Simply, a system – for the sake of this article families, corporations, or individuals – is
1. a collection of policies, beliefs, agreements, goals and history, uniquely developed over time, which
2. embrace uniform rules that are
3. recognized and accepted by all and
4. constitute the foundation of all decisions.
Because of the law of homeostasis (simply, all systems seek stability) any change potentially disrupts the status quo and will be resisted, even if the ‘new’ is more effective; even if the system seeks the change; even if the persuader is skilled at persuasion tactics.
Until or unless a system is able to shift its rules so that the new product, idea or implementation has the ability to fit in and new rules are adopted that reconfigure the status quo from within, change faces an uphill battle. The system is sacrosanct.
To get folks to change their minds or accept a solution and avoid resistance, it’s necessary to first
*help the system discover the differences between the new and the old,
*help the system discover the details of the risk,
*facilitate an acceptable route to managing the risk,
*facilitate buy-in from the right people/elements
regardless of the efficacy of the proposed change or the need.
OUR GUIDANCE PUSHES AGAINST STABLE SYSTEMS
Entire fields ignore these change management issues to their detriment:
– the sales model fails 95% of the time because it attempts to push a new solution into the existing status quo, without first facilitating a buyer’s non-need change issues;
– coaches end up needing 6 months with clients to effect change as they keep trying to push new behaviors into an old system – and then blame clients for ’not listening’ or believing they have the ‘wrong’ clients;
– consultants and leaders have a high rate of failed implementations as they attempt to push the new into the old without first collaboratively designing new structures that will accept the change.
Persuasion and manipulation tactics and guidance strategies merely push against a stable system. As outsiders, it’s unlikely we can acquire the historic knowledge and consensus from all relevant insiders, or design the new rules for systemic change, for our ideas or solutions to gain broad acceptance throughout the system.
We can, however, facilitate the system in changing itself. Then the choice of the best solution becomes a consequence of a system that is ready, willing, and able to adopt excellence.
Obviously, having the right solution does not cause change: pitching, suggesting, influencing, or presenting before a system has figured out how to manage change is not only a time waste, but causes resistance and rejection of the proposed solution. So all of our logic, rational, good content, reasoning, or persuasion tactics are useless until the system is ready. Facilitate change first, then offer solutions in the way that the system can use it.
The question is: do you want to place a solution? Or expedite congruent change?
LISTENING FOR SYSTEMS; FACILITATING CHANGE
For the past 30 years I have designed unique models that facilitate change from the inside. Used in sales, and now being used in the coaching industry, my Buying Facilitation® model offers a unique skill set that teaches systems how to change themselves, and includes listening for systems rather than content, and a new way to use questions (Read Dirty Little Secrets). But whether you use my model or develop one of your own, you must begin by facilitating change, not by attempting to first ‘understand need’ or place a solution or idea.
I’m suggesting that you change your accustomed practices: the idea of no longer listening for holes in a client’s logic to offer guidance goes against the grain of sellers, coaches, and consultants. By listening for systems, by focusing on facilitating change and enabling consensus and change management, change agents are more likely to sell, coach, and implement.
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
Sharon Drew Morgen September 9th, 2019
Posted In: Listening
I’m a dancer. When I studied the Argentine Tango there was a foundational rule that I believe is true for all leaders: The leader opens the door for the follower to pass through, and the leader then follows. If anyone notices the leader, he’s not doing his job. The goal is to showcase the follower.
Much of what is written about leadership falls into the category I call ‘trait-centered leadership’: someone deemed ‘at the top’ who uses his/her personality, influence, and charisma to inspire and give followers – possibly not ready for change – a convincing reason to follow an agenda set by the leader or the leader’s boss. Sounds to me like a mixture of Jack Welch, Moses, and Justin Bieber.
What if the leader’s goal overrides the mental models, beliefs or historic experiences of the followers, or the change is pushed against the follower’s values, and resistance ensues? What if the leader uses his/her personality as the reason a follower should change? Or has a great message and incongruent skills? Or charisma and no integrity? Adolf Hitler, after all, was the most charismatic leader in modern history.
IF YOU CAN’T FOLLOW, YOU CAN’T LEAD
Whether it’s for a group that needs to perform a new task, or someone seeking heightened outcomes, the role of leadership is to
1. facilitate congruent change and choice,
2. in accordance with the values, skills, and ability of the follower,
3. enabling them to shift their own unique (unconscious) patterns,
4. to discover and attain new behaviors congruently and without resistance,
5. within the parameters of the required change.
It demands humility and authenticity. It’s other-centered and devoid of ego, similar to a simple flashlight that merely lights the existent path, enabling followers to discover their own excellence within the context of the change sought. It’s an inside job.
Being inspirational, or a good influencer with presence and empathy, merely enlists those whose beliefs and unconscious mental models are already predisposed to the change, and omits, or gets resistance from, those who should be part of the change but whose mental models don’t align.
This form of leadership has pluses and minuses.
* Minuses: the final outcome may look different than originally envisaged because the followers set the route according to their values and mental models.
* Pluses: everyone will be enthusiastically, creatively involved in designing what will show up as their own mission, with a far superior proficiency. It will more than meet the vision of the leaders (although it might look different), and the followers will own it with no resistance.
Do you want to lead through influence, presence, charisma, or rationality? Or facilitate the unique path to congruent change? Do you want people to see you as a guide? Or teach them how to congruently move beyond their status quo and discover their own route to excellence – with you as a GPS system? Do you want to lead? Or enable real change? They are opposite constructs.
POWER VS. FORCE
Here are some differences in beliefs between trait-centered leadership and more facilitative leadership:
Trait-centered: Top down; behavior change and goal-driven; dependent on power, charisma, and persuasion skills of a leader and may not be congruent with foundational values of followers.
Facilitation-centered: Inclusive (everyone buys-in and agrees to goals, direction, change); core belief-change and excellence-driven; dependent on facilitating route between current state and excellence, leading to congruent systemic buy-in and adoption of new behaviors.
Real change happens at the belief level. Attempting to change behaviors without helping people change their beliefs first meets with resistance: the proposed change pushes against the status quo regardless of the efficacy of the change.
New skills are necessary for facilitation-centered leadership:
1. Listen for systems. This enables leaders to hear the elements that created and maintain the status quo and would need to transform from the inside before any lasting change occurs. Typical listening is biased and restricts possibility.
2. Facilitative Questions. Conventional questions are biased by the beliefs and needs of the Questioner, and restrict answers and possibility. Facilitative Questions enlist the unconscious systems and show them how to adopt change congruently.
3. Code the route to systemic change. When asking folks to buy-in, build consensus, and collaborate, they don’t know how to make the necessary changes without facing internal resistance, regardless of the efficacy of the requested changes. By helping people move from their conscious to their unconscious back to their conscious, and facilitating buy-in down the line, it’s very possible to avoid resistance.
If you seek to enable congruent change that captures the passion and creativity of followers, avoids resistance, and enables buy-in, open the door and follow your followers.
Sharon Drew Morgen has designed a servant leader-based Change Facilitation model, using the process in sales (Buying Facilitation®), coaching and leadership, and communication, all enabling others to congruently change themselves. She is the author of several books, including the NYTimes Business Bestseller Selling with Integrity and the Amazon bestsellers Dirty Little Secrets: why buyers can’t buy and sellers can’t sell and What? Did you really say what I think I heard? Sharon Drew helps the health industry achieve buy-in between providers and patients; helps coaches and leaders enable lasting change with clients; helps sales folks facilitate the entire buying decision path from Pre-Sales to close. Her award winning blog has hundreds of articles that support change (www.sharondrewmorgen.com). She can be reached at sharondrew@
Sharon Drew Morgen August 26th, 2019
I’ve read that there are leaders and project managers who prefer not to collaborate, when engaging in an initiative, because of needs for control. And decision makers who start their information gathering before fully involving those who will implement. What sort of success is possible when one source is driving change and
* real collaboration * gathering data from the best set of sources * consensus and buy-in procedures in place
* understanding the full impact from a proposed decision * front-loading for change management (to avoid failed implementations) we risk falling far short of excellence in our decision making and subsequent execution.
WHY COLLABORATION IS NECESSARY
To ensure the best data is available to make decisions with, to ensure all risk issues managed, to ensure consensus throughout the process, we must have these questions in mind:
Let me define a few terms (albeit with my own bias):
I’ve read that distinctions exist between ‘high collaboration’ (a focus on “understanding needs or managing an implementation”) and ‘low collaboration’ (defined as “putting time or control before people and possibility”, and leading from the top with prepared rules and plans). Since I don’t believe in any sort of top-down initiative (i.e. ‘low collaboration’) except when keeping a child safe, and believe there are systems issues that must be taken into consideration, here’s my rule of thumb: Collaboration is necessary early in the process to achieve accurate data identification and consensus for any sort of implementation, decision, project, purchase, or plan that requests people to take actions not currently employed.
THE STEPS OF COLLABORATION
Here are the steps to excellence in collaborative decision making as I see them:
These suggestions may take more time upfront. But what good is a ‘good decision’ if it can’t be implemented? And what is the cost of a failed implementation? I recently heard of a hospital that researched ‘the best’ 3D printer but omitted the implementation steps above. For two years it sat like a piece of art without any consensus in place as to who would use it or how/when, etc. By the time they created rules and procedures the printer was obsolete. I bet they would have preferred to spend more time following the steps above.Here’s the question: What would stop you from following an inclusive collaboration process to get the best decisions made and the consensus necessary for any major change? As part of your answer, take into account the costs of not collaborating. And then do the math.
Sharon Drew Morgen teaches decision making, change facilitation, and collaboration for sellers/buyers, leaders/followers, change agents/groups to corporations such as Kaiser, KPMG, IBM, Wachovia, etc. She is the author of the NY Times Business Bestseller Selling with Integrity, and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell. Her most recent book What? breaks down the gap between what’s said and what’s heard. She’s written 7 books on her unique model Buying Facilitation® which teaches sellers how to facilitate change and consensus for buyers.
Sharon Drew Morgen August 19th, 2019
Posted In: Communication
Your solution is great. You know the narrative of the type of buyers who buy. You’re writing appropriate content and getting it out to the right demographic. But you’re still closing less than 5% from first contact and spending a ton of resource finding different ways to touch the same people as your competition touches – in hopes that you’ll have the right message that catches them at the right time or just grind them down.
Why aren’t more buyers buying? Do you know why your well-executed sales outreach programs – salesperson, social media, digital media, marketing – don’t elicit more closed sales?
DO YOU WANT TO SELL? OR HAVE SOMEONE BUY?
You’re not closing more because you’re messages target a restricted audience, those who have already
and then you and your competitors work tirelessly to grab from that small pool of ready buyers. Seeking those you believe are probable buyers (those who SHOULD buy) limits your spectrum of buyers to those at the end of their decision path (beginning at step 10 of 13 steps. See steps below.) and concluded they not only need to buy something but are prepared for any change a purchase will cause.
We forget that a buying decision is first a change management problem, before it’s a solution choice issue (Indeed, the last thing buyers want is to buy anything. Literally: the last thing.). By acting as if selling causes buying, we disregard the internal, private, idiosyncratic, systemic change management work buyers must do before they’ve got their ducks in a row and are ready; until then, they can’t buy regardless of their need or the efficacy of your solution. You don’t buy a house before organizing a whole bunch of stuff with your family and getting buy-in from all the stakeholders. It’s not about the house.
The sales model only handles the solution choice/buying portion of the complete Buying Decision Path targeting those you believe have a probable ‘need’ – the low hanging fruit – and have completed their journey to Buyer Readiness. But this is merely a fraction of those who will eventually buy.
Here are the problems you face when targeting probably buyers who don’t yet have all their ducks in a row:
Sure, you’re making great information available for those who know what to look for and are ready to engage. But by adding a new component, you could be entering earlier and facilitating the full range of steps along the buying decision process – those that are not accessible with the sales model. The problem has never been your terrific solution but in closing all the sales you deserve to close. It’s because sales are solution-placement driven, seeking optimal ways to get to probable buyers but ignores the much higher pool of real prospects who aren’t far enough down their buyer’s journey to commit or engage.
SELLING DOESN’T CAUSE BUYING
As a solution placement model, the sales model is great for when buyers have determined they cannot resolve their solution on their own and have gotten the appropriate buy-in for change. But for those buyers who SHOULD buy but haven’t yet determined if they CAN buy, sales don’t have the intent, skills, or focus on facilitating the Systems Congruence steps buyers must take first. Sales weren’t created to do that.
The ‘modern’ sales model was developed by Dale Carnegie, introduced in his book How to Win Friends and Influence People (1937). He promoted relationships, face-to-face visits, finding folks with a need, and developing great pitches. Think about it: while there are certainly a helluva lot more bells and whistles in 2017, the basic skeleton of need/relationship/appointment/pitch, remains the same. It shouldn’t be. The buying environment has changed dramatically over the past 100 or so years, far more complex than merely choosing a vendor or solution; the sales model hasn’t. It’s time for new thinking. Let’s join buyers where they really have their real ‘pain’ and facilitate Buyer Readiness earlier in their buy-in/systemic change process.
If prospective buyers might need a new CRM system, for example, they cannot buy until their tech guys, users, time frames, vendor relationships, current software etc. are in agreement, recognize they can’t fix their problem themselves and have assembled everyone who will touch the final solution to integrate the ‘new’. It’s not merely about the need; making a purchase means change and until all ‘givens’ are known and handled, the cost of a purchase is too high and they’ll maintain their status quo. And the time it takes them to manage all this is the length of the sales cycle. Having some good conversations with your sales guy, reading some good articles, and liking/needing your solution are necessary later, once they’ve finished their Pre-Sales change work.
The early portion of the decision path is based on managing internal shifts in the status quo, existent rules, internal politics, and relationships, and is decidedly not concerned with buying anything; the sales model is not the appropriate tool for this. Buyers don’t want to buy anything. They just want to resolve a problem with the least disruption and the most efficient use of a resource.
All prospects/buyers must do this anyway, with you or without you. It might as well be with you. It’s what they’re doing (inefficiently, and in confusion) as you sit and wait and hope they’ll call and buy. Why not use your industry knowledge to help them figure out how to traverse their steps efficiently?
With a different hat on and a new skill set, you can facilitate them quickly through their process and be right there with them as they decide. You want to seek/find those exact ones who CAN/WILL buy. And it’s easy to do this by shifting your initial prism from seeking prospects with a ‘need’ to seeking people who are trying to resolve a problem and are willing to change, in the area your solution handles. Until all the ducks are in a row and stakeholders on board, until they recognize the implications to their environment of adding something new, they cannot even understand their full need.
STAGES IN THE BUYING DECISION PATH
To design messaging to find buyers earlier in their Buying Decision Path, recognize the steps buyers take to be ready and able to purchase:
1. Idea stage: Is there a problem?
*Does it need to be solved? When? How?
*What’s the fallout?
*Is the cost of a fix lower than the cost of the status quo?
*Who needs to be involved?
2. Brainstorming stage: Idea discussed with colleagues.
3. Initial discussion stage: Colleagues discuss the problem, posit who to include on Buying Decision Team, consider possible fixes and fallout. Action groups formed. Research begins. New team members invited.
4. Contemplation stage: Group discusses:
*Known workarounds and acceptable/fallout from each,
*People who would need to buy-in.
5. Organization stage: Group collects all internal issues that need consideration, including finding more folks to invite into process; research into the elements of the status quo; fallout to change. Begins to assess the entire scope of problem, resolution possibilities, cost of change/no change.
6. Change management stage: Group to determine:
*Types of research necessary (and who will do it),
*If appropriate people are involved (and who else to invite),
*A review of all elements of the problem and solution options,
*How much change management would be required,
*How much disruption is acceptable.
7. Coordination stage:
*Review needs, ideas, issues of new members invited,
*Incorporate change considerations,
*Delineate everyone’s thoughts re goals and change capacity,
*Appropriate research responsibilities.
8. Research stage: Specific research for each possible solution; seek answers to how fallout and change would need to be managed with each solution.
9. Consensus stage: Buying Decision Team meets to share research consider their givens: downsides per type of solution, possibilities, outcomes, problems, management considerations, changes in policy, job description changes, HR issues, etc. General decisions made. Buy-in and consensus necessary.
10. Action stage: Responsibilities apportioned to manage the specifics of Stage 9. Calls made to several vendors for interviews and data gathering.
11. Second brainstorming stage: Discussion on results of data gathering, calls with vendors and partners, and fallout/benefits of each. Favored vendors pitched by team members.
12. Choice stage: New solution agreed on. Change management issues delineated and put in place. Leadership initiatives prepared to avoid disruption.
13. Implementation stage: Vendor contacted. Purchase made. Everything put in place.
For those who want to explore these stages and all elements of how buyers buy, see my book Dirty Little Secrets: why buyers can’t buy and sellers can’t sell and what you can do about it.
A NEED ISN’T ENOUGH
Instead of only targeting probable buyers (the low hanging fruit) and ignoring the much larger pool of real buyers who are merely too early in their decision process to consider buying anything (but will, once they get to that point in their process), add a new target market and new messaging: spend time interviewing real buyers and learn the full set of issues they must address before they can seek an outside solution instead of trying to resolve the issue themselves, and use your new understanding of their change management issues to help the right ones get ready.
Note: you can’t use your current messaging to begin selling if you want to influence those who WILL buy and use the stages as the focus of leading them through their change management process; it’s the wrong tool because change management issues are not information, need, solution or sales driven. You need a new skill to facilitate change first. To manage this Pre-Sales work, and as an adjunct to the sales model, I’ve developed Buying Facilitation® to
Buying Facilitation® is a generic change management, decision facilitation model that can help buyers traverse that part of their journey that sales doesn’t handle. Using unique skill sets not involved in sales (Facilitative Questions, Listening for Systems, change sequencing) it was designed to optimize the change/decision process. By adding some new messaging and Buyer Persona targets, you can find those who aren’t touched by your sales messages but are in the process of becoming buyers.
By adding new messaging to target those who CAN/WILL buy rather than those you’ve determine might have a ‘need’ (probable buyers), by understanding the Pre-Sales (change management) steps all buyers take, by including messaging that teaches them how to address their internal resistance areas, disparate voices, and needs, you can facilitate the Pre-Sales decision path of those who CAN/WILL buy and enable them to ready themselves for a purchase – and your sales messaging. Here are two examples of success after learning Buying Facilitation®:
Kaiser Permanente initially made 110 visits and got 18 closed sales, wasting too much time traveling to those who COULDN’T/WOULDN’T buy. Adding Buying Facilitation® to their sales, they made 27 visits and got 25 closed sales. They still needed to sell – but only to those who were ready/able to buy. And saved a ton of time/money only traveling to those who were real buyers.
Working with Wachovia small business bankers, they went from 100 calls, 10 appointments, and 2 closed sales over 11 months, to 100 calls, 37 appointments, and 29 closed sales in 3 months. The sales folks’ opening Facilitative Question taught prospects how to do an immediate ‘sort’ for change, rather than need, and got invited to visit and meet all (all) the team members for their first appointment:
How are you adding new banking services to the bank you’re currently using for those times you need additional resource?
Know all – all – of the elements (most are hidden, personal and idiosyncratic) of your buyer’s Pre-Sales decision/change steps so you can design messaging to help them traverse their steps (Note: offering information about your solution here is irrelevant) to change and consensus – and THEN sell. We wait while they do this anyway and run after the ones who have completed this journey. Why not add a new criteria and skill set to what you’re already doing and expand your focus to find those who WILL buy.
Sharon Drew Morgen is an original thinker and thought leader, the author of 1700 articles and 9 books including NYTimes Business BestsellerSelling With Integrity and two Amazon bestsellers: Dirty Little Secrets: why buyers can’t buy and sellers can’t sell, and the game-changing What? Did you really say what I think I heard? that explains, and fixes, the gap between what’s said and what’s heard. Sharon Drew is the inventor of a Change Facilitation model that gives influencers a unique set of tools to facilitate congruent change for buyers in sales (Buying Facilitation®), leadership, coaching, and management. She is an inventor, speaker, trainer, consultant, and coach. Her award-winning blog www.sharondrewmorgen.com carries articles on communication, leadership, decision making, change, sales, and buying. She can be reached at email@example.com
Sharon Drew Morgen August 12th, 2019
Until relatively recently, the United States Post Office (USPO) was a universal communication hub. It delivered birthday greetings and Dear John letters (For you youngsters, those were break-up notes – like you use text these days, only nicer.). It transported legal letters, work agendas, and Christmas gifts. It was how we moved information and communication between people and places.
Now we use the internet and social media for most of our communication. And the USPO? It became a relic of a time never to return, used now to send commercial ads and fliers, inundating us, invading us, with the originator’s needs to push data, separate from our need to utilize it. Superfluous to our lives, we discard these, even if the products they’re introducing are respectable.
SALES NO LONGER NEEDED FOR BUYERS TO BUY
The sales model is drifting down the same route. Until relatively recently, sales was universally accepted as a support and service model, representing expertise buyers needed. Sellers used their skill and product knowledge to help resolve problems; prospects actually sought meetings to get help figuring out how to improve their environments. And certainly, sellers knew their competition well and positioned themselves accordingly.
Those standards no longer apply. People can now choose our solutions without any involvement from us: much of the information buyers need is immediately accessible online – our websites, content marketing, and outreach efforts thoroughly explain our offerings, making a seller’s product knowledge expendable. Outside agencies – Google, social media – rate us independently, without our input, enabling customers to share their experiences of our products, accuracy aside. Our global competitors are at our door, at the touch of a button and shipped in days, often with lower prices. Buying decisions get made amongst large groups of stakeholders, some residing in other countries, often with no direct involvement with day to day operations and certainly well outside our scrutiny or touch points.
The sales model as we’ve known it has gone the way of the USPO – largely irrelevant; buyers now have a more extensive buying decision path that defies our standard practices, guaranteeing much is out of a seller’s control. And yet we continue using the same prism to sell through, the same techniques we used in earlier times, even though our closing rates, now less than 5% for face-to-face and 0.0059% of tech-based sales, consistently decline. Our decades-long focus of placing solutions merely finds the low hanging fruit. Here are some sales techniques we use that are problematic to the buying experience:
Everything about the selling effort is skewered to finding ways to place our solutions. But we miss the bigger opportunity: we can use our time, our skill, to facilitate Buyer Readiness. That means, leading people through the confusing stages they must – must – manage before they are buyers, before they have needs, before they know if, when, what they’ll buy. We wait on the sidelines while they go through this process; the sales model is not set up to influence this.
I have watched, over the past 35 years, as sales has drifted closer to my beliefs as it attempts to take into account the buying decision and the buyer. But because sales continues to consider buyers ONLY in relation to placing solutions, sales only reaches the low hanging fruit: people in the process of considering how to manage disruption will not have interest (yet) in our content. We haven’t accounted for the entire fact pattern of what goes into a buying decision (i.e. need, problem resolution, and product choice are the final considerations) and overlook the largest portion of buyers: those who will buy but aren’t ready yet.
People really don’t want to buy anything, they merely want to resolve a problem. And the problem is so much bigger than purchasing something. It involves
People issues. User issues. Tech issues. Human issues. Culture issues. All unique. As outsiders we can never understand the totality of what’s going on. And yet until all internal factors are managed to assure the least disruption, they are not even buyers. It’s only when they are out of options AND get buy in AND manage potential fallout, do they become buyers. Making our solutions the focus relegates us to being noticed by those at the end of their change process – order takers – and robs us of our ability to enter at a stage that helps them become buyers.
Indeed, buying is the last thing people and groups do, and only then when there is agreement that an outside fix is their only option and have figured out how to manage fallout from bringing in something new in a way that avoids disruption. You can’t buy a house without family agreement, regardless of how wonderful the house or how big the need. You can’t bring in a new CRM system unless the users are on board and are willing to use it, unless the tech folks know how to incorporate it into what they’re already using, until they’ve tried to fix what they’ve got, until a user training is developed and scheduled. It’s not about the house. It’s not about the CRM system. It’s about the change process.
So long as we focus on solution placement, we will only find those who have figured it all out. We could be helping them by shifting our focus to first connect via managing their change. Instead, buyers do all this change stuff without us as we wait and call and hope and call and send and hope and wait.
The sales industry has finally figured out that success has at least as much to do with ‘buying’ as it does selling. But it continues to use the prism of placing solutions even here: it has not gone so far as using new skill sets that help buyers manage the change (which is a necessary precursor to buying and has nothing to do with our solutions, or needs, at all – i.e. no info gathering, no understanding of needs, no information pitch, presentation AND no attempt to influence or strategize the final elements (i.e. money) perceived as reasons for buying. We begin contact by facilitating the REAL buying decision factors.).
SALES HAS A VERY LIMITED SCOPE
For goodness sakes, it’s time to stop focusing first on placing solutions. Why not help those who WILL buy be ready! And believe it or not, once we take off our ‘selling’ blinders and use a prism of facilitating the steps to change, it’s quite easy to use a different skill set to recognize people who WILL buy on the first call. For this we enter with a different type of question (Facilitative Question) and a different goal: to recognize those who seek change in the area we can support them in.
Buying is a change management issue, not a solution choice issue – a process, part of systemic change, not an event. People become buyers only at Step 10 of a 13 step decision process that addresses the elements of recognizing and managing change. Until this is complete, buyers can’t buy and we are wasting a valuable opportunity to facilitate them, of entering earlier where we are now ignored. Let’s recognize that due to the complexity of change, selling doesn’t cause buying:
We have chosen to sit back and wait while they go through their non-solution/buying-related steps. But we can enable Buyer Readiness. The sales model as we’ve known it is insufficient as a stand-alone model. It’s a Tier 2 model. Think about this:
1. People don’t want to buy anything– they merely want to resolve a problem and the last thing they do is bring in something new. People live in environments – systems, if you will – and try to resolve their own problems. It is ONLY when they cannot, AND they have the buy-in from the full set of stakeholders AND can manage any change that a new solution would incur, that they are willing to make a purchase.
When sellers push solution information before people recognize the complexities of the environment they’re seeking to change – they waste an opportunity to facilitate change (which has nothing to do with buying anything). Again, think of that junk you now get in your mailbox.
Buyers don’t even notice our content it until they seek out a solution that will match the intricacies of their buying decision and environment – at the point they are ready to change/buy. It will NOT convince them to buy something they haven’t yet determined they cannot fix themselves. The last thing they do is seek information. In other words, it will be ignored by those you wish to reach, no matter how accurate your demographic data. It’s about the buying, not the selling.
2. Until or unless everyone who touches a new solution is on board with whatever change will occur with a new solution, there will be no purchase. Talking to that one person who claims she has a need does NOT give us the necessary information to know what’s going on. We cannot ever know the internal dynamics. Ever.
3. There is a very specific process that everyone (buyers) goes through before they do anything different (change, decide, buy). It involves the 13 steps to all change, a purchase is a change management decision. The sales model only enters at step 10 when it’s agreed by all that the status quo cannot resolve the problem and everyone is ready to change. Hence, we do nothing more than find the low hanging fruit – and then we all fight over the 5%.
The time it takes for everyone who will touch the new solution and processes that come from it is the length of the sales cycle.
4. People become buyers only if they have a route to manage change. The sales model overlooks the change management piece of the equation, although sellers blame buyers for being ‘stupid’ or ‘not understanding they have a need.’ It’s not about the solution or the information or the buying. It’s about change. So long as sellers focus their interactions on placing solutions, they will merely take orders when people are ready to call in and buy.
The folks who use my Buying Facilitation® model enter all new conversations seeking who is ready, willing, and able to change. The prism is CHANGE, not NEED. Until all the elements of change are managed, people don’t even know what their need entails.
5. Until everyone buys in to change, the environment will prefer the status quo; whatever is happening now is baked in to the norm. Need has nothing to do with who buys. The prime focus is to maintain the environment. Until they know how to do that, they won’t buy, regardless of need or solution relevance.
6. We assume that people will understand they need us if we ask the right questions and create the right content, and that folks will wake up and notice of their need as soon as they read it!
We restrict our potential buyers to those who seek that specific information, overlooking their need to integrate information with unique circumstances, their status quo and rules, making much information provided conjecture. Not to mention we could easily reposition the way we discuss the content to meet real needs.
The sales model was designed to place solutions. That’s it. By entering early with a different mindset and skills, we can be closing 40% more sales.
A WHOLLY DIFFERENT SKILL SET
I have written extensively, and trained large numbers of global sellers, around this issue. In Dirty Little Secrets: why buyers can’t buy and sellers can’t sell I introduce a new model (Buying Facilitation®) that explains the 13 steps all people and groups take (even for small individual purchases) on route to becoming buyers. Since the first 9 of them have nothing to do with buying anything but with managing change, it involves a different set of skills – facilitating the right people through their change to buy sooner. No longer do we begin trying to ‘understand’ buyers, or make appointments, push our solutions, we first find folks who will become buyers and lead them efficiently through their change, and then – only then – offer solution details.
We can’t know anything about the person we’re speaking to. By knowing each step of change, we can hear where they are along their decision path. Have they collected the full set of stakeholders or are they just beginning? Do they recognize the downside to their environment of a purchase? Are they still trying to fix the problem themselves? Change is complex. People don’t even understand themselves. Here is where we can help. We can facilitate people through the steps of change and convert more people into buyers now.
To shift the focus from selling to facilitating change and the buying decision process, Buying Facilitation® employs different skills: since our normal questions are biased by our needs, I developed Facilitative Questions to help Others figure out their own change process; Presumptive Summaries that help them recognize what they’re missing in their thinking; Listening for Systems as a way to truly hear what’s being said outside of our own biases; and the 13 steps of change, to lead them through each of the steps they must, must address en route to change. The entire process is laid out in Dirty Little Secrets.
It’s not a sales process, but works as the front end of selling to help people recognize the elements in their own process that precedes seeking an external solution. Because we seek out folks who CAN change rather than seek those who SHOULD buy, we enter their buying decision path and lead them through each step of change – helping them help themselves. It’s a Servant Leader model that facilitates change, not a sales model that influences solution placement. It’s a very different mindset. I often ask: Do you want to sell? Or have someone buy? They’re two different activities. And sales ignores one of them.
THE COST OF NO CHANGE
The sales industry is like one of those buyers we disparage for not understanding they need us. Since 1987 when I ran my first Buying Facilitation® program at KLM (titled Helping Buyers Buy), I’ve trained about 100,000 sales folks, beginning with pilot programs that always ran alongside a control group selling the same product. Here’s a calculation of the typical results, regardless of industry or price:
Kaiser Permanente: went from 110 visits and 18 closed sales to 27 visits, 25 closed sales.
KPMG: selling a $50,000,000 solution, went from a 3 year sales cycle to a 4 month sales cycle.
Boston Scientific: had a 53% increase in close rates and a one call close rather than months of follow up.
IBM: I personally sold $6,400,000 worth of business as I spoke directly with existing clients during the coaching portion of my onsite Buying Facilitation® training.
Sales professionals have told me my results aren’t possible. And I agree: using the sales model, the beliefs and skills of selling, it’s not possible.
SALES CAN MAKE A BIG CONTRIBUTION – BUT NOT THE WAY IT’S BEING USED NOW
With the skills they possess, sellers and marketers can have a vital role in facilitating people through their steps of change to becoming buyers. First they must understand the differences between selling and buying. Here’s what buying entails:
A buyer is someone (or group) who has tried to resolve a problem using their own known resources (People never, ever, start out to buy something first!), has gotten buy in from everyone who will touch the solution, and knows and manages any fallout that the new will cause. A buying decision is a change management problem first, a solution choice issue second.
Instead of assuming a buying decision is a solution choice issue and continuing as it has for millennia to push content, instead of assuming our job is still persuade folks to take action on our content, or place solutions (It’s not. It’s to facilitate buying.), sellers can facilitate the folks who CAN/WILL buy through the steps of change they must manage – and that we sit and wait for them to accomplish. I have written extensively on this. Here are some articles to peruse.
Plus, get ahold of my book Dirty Little Secrets: why buyers can’t buy and sellers can’t sell. It introduces each step of the buying decision process, along with how my Facilitative Questions lead prospective buyers, step by step, through to being actual buyers. It’s time to add the ability to facilitate the full buying decision journey into our sales efforts.
Sharon Drew Morgen is the inventor of Buying Facilitation®, a decision facilitation model that helps people traverse each step they must address on route to being willing to buy a solution while involving the steps necessary to go through congruent change. She is the author of many books, including the NYTimes business bestseller Selling with Integrity, Dirty Little Secrets, and most recently What? Did you really say what I think I heard that helps close the gap between what’s said and what’s heard. Sharon Drew’s latest work involves the HOW of Change – teaching folks to consciously generate new synapses and neural pathways for new behaviors and habits. She is a coach, trainer, original thinker, and inventor.
Sharon Drew Morgen August 5th, 2019
Posted In: News
Do you enter conversations with a goal, or set of expectations? Do you assume you’ll have solutions for your Communication Partners (CPs)? Do you listen carefully to pose the best questions to enable you to fulfill your expectations? Do you assume the responses to your questions provide an accurate representation of the full fact pattern – ‘good’ data – to base your follow-on questions on? Do you assume your history of similar topics provides a route to an optimal outcome?
If any of the above are true, you’re biasing your conversation.
In other words, your unconscious inhibits and biases optimal results. But it’s not your fault.
OUR BRAINS CAUSE A GAP BETWEEN WHAT’S SAID AND WHAT’S HEARD
The most surprising takeaway from my year of research for my book on closing the gap between what’s said and what’s heard was learning how little of what we think we hear is unbiased, or even accurate. Indeed, it’s pretty rare for us to hear precisely what another intends us to hear. Yet that doesn’t stop us from translating what’s said into what we want to hear.
Employing biases, assumptions, triggers, memory tricks, and habit (filters that act as information sieves) our brains take a habitual route when listening to others, alter and omit at will, and don’t even tell us what’s been transformed, regardless of our desire to be neutral. So the Other might say ABC and our brains actually tell us they said ABL. I once lost a business partner because he ‘heard’ me say X when three of us confirmed I said Y. “I was right here! Why are you all lying to me! I KNOW she said that!” And he walked out in a self-generated rage.
Indeed, as outsiders, we cannot ever know the full range of givens within our CPs innermost thinking. Every person, every situation, every conversation is unique. And given variances in our beliefs/values, background, identity, etc., our inability to accurately hear exactly what is intended causes us to unintentionally end up working with data of unknowable accuracy, causing a restricted, speculative route to understanding or success.
Net net, we unwittingly base our conversation, goals, questions, intuitive responses and offerings on an assumption of what we think has been said, and we fully succeed only with those whose biases match our own. [Note: for those who want to manage this problem, I’ve developed a work-around in Chapter 6 of What?)
ENTERING CONVERSATIONS WITHOUT BIAS
The problem is compounded when we enter and continue conversations with unconscious biases that further restrict possibility. Because of the potential constraints, we must take extra care to enter and guide conversations without bias. But our natural listening habits make that difficult:
Once we have expectations, success is restricted to the overlap between our needs and the CPs; the real problems and solutions lie outside. Here are some ideas to help you create conversations that avoid restriction:
Here are the steps everyone goes down to discover their own answers:
By assuming your client has his own answers hidden in his unconscious that just need to be found, by acting merely as a facilitator, by eschewing information gathering questions and pitches, you can help Others design their own fix, avoid bias, stop wasting time on those who will never buy-in, and truly serve another. You won’t have the type of control you’re used to, but thinking with a systems brain, you’ll have a much more powerful control: you’ll be facilitating real change.
Sharon Drew Morgen is an entrepreneur, original thinker, NYTimes bestselling author, speaker, trainer, and coach. She is the author of What? did you really say what I think I heard? that explains how our brains bias and restrict what’s heard and has designed learning materials to help those interested in discovering their biases. She also developed a sequenced facilitation model (Buying Facilitation®) that’s often used in sales and coaching, to lead Others through their own unique decision making and change patterns. She is the author of the NYTimess Business Best Seller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell and 7 other books on facilitating change. Sharon Drew has been globally training coaches and sellers for 35 years. She is happy to discuss with folks who are curious: firstname.lastname@example.org; 512 771 1117.
Sharon Drew Morgen July 29th, 2019
Posted In: Listening
Did you ever wonder why training fails more often than not? When important material, meant to improve or educate, is not learned or acted upon? Why perfectly smart people keep doing the same things that didn’t work the first time? The problem is the training model.
Current training models are designed to offer and present data, not help folks learn. Let me explain.
Current training models successfully educate only those who are predisposed to the new material. Others may endeavor to learn during their classroom study but may not permanently adopt it. The problem isn’t the value of information or the eagerness of the learner: It’s a problem with both the training model itself and the way learners learn. It’s a systems/change problem.
HOW WE LEARN
We all operate out of unique, internal systems comprised of mental models (rules, beliefs, history etc.) that form the foundation of who we are and determine our choices, behaviors and habits. Our behaviors are the vehicles that represent these internal systems – our beliefs in action, if you will. So as a Buddhist I wouldn’t learn to shoot a gun, but if someone were to try to kill my family I’d shift the hierarchy of my beliefs to put ‘family’ above ‘Buddhist’ and ‘shooting a gun’ might be within the realm of possibility
Because anything new is a threat to our habitual and carefully (unconsciously) organized internal system (part of our limbic brain), we instinctively defend ourselves against anything ‘foreign’ that might seek to enter. For real change (like learning something new) to occur, our system must buy-in to the new or it will be automatically resisted.
The design of most training programs poses problems for learners, such as when
– learners are happy with their habitual behaviors and don’t seek anything new,
– fear they might lose their historic competency,
– the new material unconsciously opposes long-held beliefs
– the new material may butt heads with a learner’s long-held beliefs, ego, or knowledge base.
Our brains are programmed to maintain our status quo and resist anything new regardless of the efficacy of the required change. Much like a sales pitch, training offers good data – and learners, like buyers, may not know they need it or be able to congruently make the change the new information requires. But there is another way to go about training that incorporates change. Let’s begin by examining the beliefs inherent in the training model itself.
HOW WE TRAIN
The current training model assumes that if new material
it will become accepted and habituated. But these assumptions are faulty. At an unconscious level, this model attempts to push something foreign into a closed system (our status quo) that is perfectly happy as it is: it might be adopted briefly, but if it opposes our habituated norm, it will show up as a threat and be resisted. This is the same problem faced when sellers attempt to place a new solution, or doctors attempt to change the habits of ill patients.
Until or unless the unconscious system that holds our beliefs and values and habits in place is ready, willing, and able to adopt the new material, any change will not be permanent and learners will resist. Effective training must change beliefs first. And beliefs can only be changed by the learner making internal shifts, separate from the new information provided.
To avoid resistance and support adoption, training must enable
before the new material is offered.
I had a problem to resolve when designing my first Buying Facilitation® training program in 1983. Because my content ran counter to an industry norm (sales), I had to help learners overcome a set of standardized beliefs and accepted processes endemic to the field. Learners would have to first recognize that their habitual skills were insufficient and higher success ratios were possible by adding (not necessarily subtracting) new ones.
My training design is called Learning Facilitation. I’ve used this model successfully for decades. (See my paper in The 2003 Annual: Volume 1 Training [Jossey-Bass/
Course material is designed with ‘learning’ and belief change in mind (rather than content sharing/behavior change), and looks quite different from conventional training. For example Day 1 uses no desks, no notes, and no lectures. I teach learners how to enlist their unconscious to facilitate buy-in for new material.
Whether it’s my training model or your own, just ask yourself: Do you want to train? Or have someone learn? They are two different activities.
Sharon Drew Morgen is the author most recently of What? Did you really say what I think I heard?, as well as self-learning tools and an on-line team learning program – designed to both assess listening impediments and encourage the appropriate skills to accurately hear what others convey.
Sharon Drew is also the author of the NYTimes Business Bestseller ‘Selling with Integrity’ and 7 other books on how decisions get made, how change happens in systems, and how buyers buy. She is the developer of Buying Facilitation® a facilitation tool for sellers, coaches, and managers to help Others determine their best decisions and enable excellence. Her award winning blog sharondrewmorgen.com has 1500 articles that help sellers help buyers buy. Sharon Drew has recently developed 3 new programs for start ups.
She can be reached at sharondrew@sharondrewmorgen.
Sharon Drew Morgen July 22nd, 2019
Posted In: News
Imagine being in a strange country where you don’t understand the mores – and aren’t aware you don’t understand them. Say, waiting for scrambled eggs to show up for breakfast in Tel Aviv (They eat salad for breakfast.), or saying a friendly “Hi” to young indigenous men in the jungles of Ecuador, wondering why they then followed you in a pack (Looking into a man’s eyes means a woman is ready for sex.).
The events can be interpreted by both cultures. But in the case of Aspies, we’re sort of stuck: you Neuro Typicals (NTs) make the rules. And they are crazy.
DIFFERENT STROKES FOR DIFFERENT FOLKS
As an Aspie, my internal rules, my assumptions, my responses, are different from a NTs. My perception of what’s going on is in a different universe. I hear metamessages primarily, content secondarily, and I respond according to what the Speaker intended rather than what my (biased) ears interpret. I think in systems and experience the world in wholes, in circles, in patterns so I experience entirety, not segments of sequences.
From my vantage point, NTs – largely thinking sequentially, in a horizontal world that compares everything against a biased norm – make rules that fit a standard I cannot fathom. Yet somehow, with the majority of humans on the NT scale, there’s agreement that those rules make sense. They don’t.
Why should I reply “Fine, thanks. How are you?” when someone asks how I am? It’s a real question, right? Does that mean they don’t want to know? If they don’t care, why did they ask in the first place? And how did it get agreed that a meaningless exchange is an authentic greeting? I’ll never understand.
Why am I labeled inappropriate when I respond to something differently than ‘expected’? Who says NTs are the ones who understand accurately? Maybe my references and responses are the correct way of seeing and NTs are just following herd thinking. Maybe my references and responses are a great ‘add’ to a conversation that expands the scope of the subject.
Why am I the one being too direct? Why aren’t you being more honest?
Why am I the one who’s deemed too intense? Why are you so superficial?
I recently watched my 7 year old friend throw a small toy across the room where his four younger sibs played on the floor. Stop throwing that, said Dad, afraid the little ones might get hurt. My friend again threw the toy. Stop, or I’ll take it away, said Dad. Again, the toy went across the room. Give me that. No more toy.
I said to my young friend, “Your dad was afraid the toy might hurt your brothers and sister. What were you hoping to accomplish by throwing that toy?”
“I wanted to understand how it was spinning.”
“So next time, tell Dad what you want to do and he’ll let you go outside to throw it.”
THINKING IN SYSTEMS LEADS TO MORE CREATIVITY
My Aspie brain perceives a wholly different culture from the world of NTs, with expectations, referents, assumptions, thinking systems, rules, and different interpretations. I personally have a wholly different understanding of what’s happening – a difference that enabled me to develop new models for conscious choice, so different from making unconscious decisions from long-held biases and assumptions. Indeed, I have devoted my life to unraveling, (de)coding, each step of unconscious systems to make them conscious so everyone can make congruent choices – and then making the new thinking understandable and usable by others in books and courses.
Thinking in systems has made my life rich with creativity. I have the ability to translate, and develop models to scale, how brains make decisions and how systemic change occurs. And while I’ve trained my models to sales folks and leaders in global corporations for decades with highly successful results, I continue to be judged negatively against the norms of the NT world. One noted neuroscientist said my thinking, my models are not possible, although he never asked what they’re comprised of. Somehow, ‘different’ goes with ‘aberrant’ or ‘eccentric.’
How, I wonder, does the world change unless the outliers like me instigate radical change? You can’t do that from the middle. And if more NTs were willing to be curious, look through a different lens, it wouldn’t take people like me decades to instill productive ideas.
RIGHT VS WRONG
So that brings me to my question: How do Aspies end up being the ones who are wrong or on the wrong side of normal? I’ve been shunned at invitation-only conferences of author-colleagues (when I was the only one with a New York Times bestseller), ignored at parties, thrown out of events (by very, very famous people), not invited to an event every other person at the table was invited to – and invited in front of me, while I was the one person obviously, meticulously, excluded.
Why? Because my ideas, my speaking patterns, are different? Because they challenge the norm? Why isn’t that exciting? Or fun? Or interesting?
Geesh – I show up in nice clothes, I’ve got a respected professional reputation, I speak well, wrote a bunch of books and train global corporations in my original models. So I guess I’m a bit smart. I don’t harm anyone, have a decent personality, am generous and supportive. I’m even funny.
And yet. And yet, I say ‘wrong’ stuff, and tell unseemly stories when my brain references something that others don’t reference. And instead of going ‘Cool Beans!’ ‘That was interesting!’ Or ‘That was weird, SD. Where did your brain go on that?’ My work gets overlooked, although it can make an important difference in several fields – sales, healthcare, coaching, management, leadership. What rules am I breaking that aren’t worthy of curiosity? Or kind acceptance? Or humor? Or excitement?
I heard a comic once ask why men were the ones in the wrong for leaving the toilet seat up. Why wasn’t the woman wrong for leaving it down? Same toilet seat. Up. Down. What makes one wrong?
The good news about Aspies is that we’re often pretty smart. Because we think in systems and can see all aspects of something (NTs think sequentially and miss whole swathes of real data – the reason Aspies often think NTs are dumb.), we often are the innovators, the visionaries, who notice, invent, code stuff decades before academics or scientists. Yet folks like Tesla, and Cezanne die without their work having relevance. I read that the only painting Cezanne ever sold was to Matisse who wanted to study the painting to learn how Cezanne did what he did. Why didn’t others recognize Cezanne was to be learned from rather than derided? Why is the easiest route the one that ignores, avoids, derides?
I was running programs for internal sales folks at Bethlehem Steel. After a year of working successfully with Dan at their Sparrows Point, MD group, I was being handed over to the Burns Harbor MI group. Dan invited the new manager to lunch to meet me as a hand over. We all spoke for a bit of time, and as I got up to go to the restroom, I heard the Burns Harbor manager say to Dan, “Is she always like this??” to which he replied, “Oh yes! And you’ll learn to love her.”
In these days of more openness and a real desire to accept minorities, to communicate and live without bias, maybe it’s time that Aspies are acknowledged as well. Maybe when NTs hear someone say something that’s a bit off the mark, or rattle on about a topic that’s interesting albeit a bit long winded (We get SO excited by our topics!), maybe they can just say, ‘Hm. Sounds like an Aspie. I wonder what I can learn here. I wonder if I can be curious about something new.’ Then we, too, can have a voice. And just maybe we can become a welcome addition, add our two cents, and maybe make the world a better place because of our differences. Just sayin’.
Sharon Drew Morgen is an original thinker, inventor of Buying Facilitation®, Facilitative Questions, 13 steps of systemic change, and the HOW of change. Author of the award winning blog www.sharondrewmorgen.com and 9 books including the NYTimes Business Bestseller Selling with Integrity, Dirty Little Secrets: why buyers can’t buy and sellers can’t sell and WHAT? Did you really say what I think I heard? Sharon Drew trains, coaches, speaks in several industries, including sales, healthcare, communication, change, Servant Leadership. She lives on a houseboat in Portland OR and can be reached at email@example.com
Sharon Drew Morgen July 15th, 2019
I became enamored of the concept Servant Leadership in the 1980s. Developed by Robert Greenleaf, it’s defined thus: a philosophy and set of practices that enriches the lives of individuals, builds better organizations and ultimately creates a more just and caring world. Greenleaf says, “The servant–leader is servant first… It begins with the natural feeling that one wants to serve.”
Such an important concept, yet the skills to practice it elude us. I’d like to help change that.
THE BIAS PROBLEM
As a Buddhist, I deeply believe that serving one another is a necessary aspect of our lives. But the communication skill sets inherent in our culture don’t make it easy for influencers to truly serve:
With our current skill sets, we end up pushing our own agendas (in the name of the Other, of course), according to our subjective needs, beliefs, and goals (using our ‘professionalism’ and ‘intuition’ to tell ourselves we’re ‘right’) and restrict the full set of possibilities – even potentially causing a rift in the relationship. We assume that because we have the moral high ground, that because our intention is honorable (or necessary, or dictated by above, or rational, etc.) the only missing piece is ‘how best’ to get Others to do what we think they should do. I once ran a Buying Facilitation® training for The Covey Leadership Center. They staunchly believed that because they were teaching The Seven Habits of Highly Effective People, they were above manipulation and ‘healers’ who had the right to push and manipulate. And they absolutely believed that because they were ‘right’ they got to use any strategies they need to convince.
We forget that by assuming we have Another’s answers, and taking on the job of making sure the Other does what’s ‘right’, we end up taking their power away, assuredly biasing the direction of their growth journey, and not serving them at all. Not to mention it’s quite impossible to understand Another’s unconscious, that whatever they are doing has been part of their normal operating system and used habitually during the course of their lives.
Regardless of the efficacy of what we offer, our approach threatens the Other’s status quo. Our biased questions, the Other’s inability to hear us outside of their habituated listening filters (and our inability to hear them accurately), and the existing rules and Beliefs that have put the current (problematic) behaviors in place, will resist us. We are causing the resistance we receive and blaming them for their resistance – prospects who seem ‘stupid’, and patients who ‘don’t care’ about their health, students who ‘don’t want’ to learn, and clients who ‘won’t listen’ to us.
WHY WE CAN’T CHANGE OTHERS EVEN WITH GOOD MOTIVES
We know someone needs to stop smoking, or eat differently. We are certain the environment is in trouble. But we don’t seem to have the ability to get someone to change. We provide all the scientific evidence, relate a story of someone who has died, or offer different approaches to stop. And yet they persist. We know that a company or group really, really needs our solution, and yet they persist with failing results rather than buy.
What is going on? Why would anyone prefer to maintain failure rather than change? Seems that way, but it’s not entirely accurate. Everyone would prefer Excellence, but using conventional practices, change runs the risk of permanent disruption in our comfortable habits and status quo; outside-in push/behavior change approaches do not effectively manage the unconscious that would need to buy-in, and accomodate for, any change. Let’s start with our attempts to have Another change a behavior. The reasons we fail mount up:
So our entire approach leads to a high degree of bias, resistance, and failure as we promote the changes we think should occur in a way that challenges Another’s status quo. We don’t realize that whatever ‘new’ comes into an existing system must fit with the status quo or it gets rejected rather than be disrupted. We don’t realize we’re actually causing the resistance we receive.
And resist they do – not because our data or goals aren’t worthy or necessary, and not because they don’t want to change per se, but because our good will, shared information, and ‘push’ tactics conflict with the Other’s unconscious system that protects itself from unknowable disruption. Indeed, any modifications to the status quo would have to be performed in a way would leave the system congruent. The system would rather be fine, as it is, than not exist. And the time it takes for the system to accept and make room for the ‘new’ is the length of time it takes for adoption. With the best will in the world we challenge their Systems Congruence.
And unfortunately, as doctors and sellers, trainers and consultants, parents and coaches – as influencers – we don’t have the full set of skills to do more than attempt to cause change, rather than elicit it. We don’t naturally possess the skills of Servant Leadership.
GIVE UP INDIVIDUAL NEEDS
True Servant Leadership enables others to elicit their own congruent change. Since our current skill sets won’t get us there, we need new skills that facilitate Others, and a switch in perspective to enabling Others to discover their own answers. We must change the trajectory of our efforts. There is a route to facilitating Another’s change that is congruent, highly successful, and offers real leadership with no resistance.
I’ve spent my life coding the unconscious route through to choice and change. Although I’ve often written about, and trained it, in the sales industry (Buying Facilitation®), it’s actually a generic Change Facilitation model that offers the tools to enable Others to discover and own their own Excellence, an Excellence that complies with the rules and history of their own Beliefs, an Excellence that can be eagerly, joyously adopted because it operates from within their status quo.
Servant Leadership assumes:
Decades ago, I mapped the sequential steps of systemic choice, change, and decision making enabling people to discover their own best choices that match the rules and values of their internal system. These steps traverse a pathway from the unconscious, where their habituated behaviors and status quo originates through to buy-in and Systems Congruence so change is comfortably adopted, without disruption.
I have taught these skill sets to influencers in business, coaching, leadership, and healthcare to assist in facilitating permanent, congruent change: to help buyers buy, to help coaches, leaders, and doctors elicit congruent, permanent change, to help learners learn permanently – eliciting the core of the unconscious HOW to facilitate Another’s excellence their own way – to find their own answers.
So what would you need to know or believe differently to be willing to begin interactions as a Servant Leader rather than a coach, parent, seller, leader? How can you know, given the skill sets and foundations are so different, that it’s worth taking the time to add new skill sets to the ones you already use? Imagine having the skills that truly enable Others to find their own Excellence. Imagine being a true Servant Leader.
Sharon Drew Morgen is an original thinker, thought leader, and subject matter expert, as well as the author of 9 books, including the NYTimes Business Bestseller Selling with Integrity, and the Amazon bestsellers What? Did you really say what I think I heard? and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell. Sharon Drew speaks, trains, coaches, and consults in sales, healthcare, coaching, and leadership. She is the originator of Buying Facilitation®, a Change Facilitation model that offers influencers the tools to facilitate congruent change in Others via Servant Leadership. She can be reached at firstname.lastname@example.org
Sharon Drew Morgen July 8th, 2019
Posted In: Listening