By Sharon Drew Morgen

speakToday 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.

  • We hear what others say through biases, triggers, and assumptions that carry a modified interpretation of what’s been said through our brain’s habituated neural pathways, mistaking or misinterpreting some fraction of the intended message: we hear the message our brain wants us to hear regardless of the Speaker’s intent. And because our brains fail to tell us what it mangled, omitted, or misinterpreted, we actually believe that what we think we hear is accurate.
  • We feel our emotions through automatic feedback loops that trigger us, via normalized and habituated neural pathways, to historic events our brains have determined are similar to the current event, objective reality aside.
  • Our vision is idiosyncratic and habituated. We each see colors uniquely, for example; we remember details according to historic triggers, and our field of vision is restricted accordingly.
  • We choose neighborhoods and mates who match our beliefs; professions that are comfortable in dress codes, values, communication patterns, and culture; even our TV choices match our chosen reality and biases.

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

  • enlarge possibility,
  • expand our realities, understanding, inferences, and unconscious biases,
  • make fewer errors and have more choices,
  • hear what’s intended, even when it goes outside of our reality,
  • include a new set of triggers, neural pathways, and listening filters,
  • have no personal restrictions that could hinder our connections.

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.

  1. Listening: What we think someone says has been unconsciously curated for us by our filters, biases, assumptions, and triggers; we only hear what our unconscious wants us to hear. In fact, while our brains sift and insert, they don’t tell us what has been misinterpreted or mangled, leaving us to believe that what we think we hear is accurate. And we never realize our errors until it’s too late. I’ve lost business partners who think something has been agreed with without my awareness that anything was proposed.
    • To actually hear/understand what’s meant, we must override our normalized listening filters and develop neutral neural pathways to hear through.
  2. Asking unbiased questions: Even with colleagues, the questions we pose are indications of what we want which biases and restricts possible responses and can be easily misinterpreted by those outside our culture.
    • Pose Facilitative Questions that direct the brain to specific memory channels (i.e. not interrogation devices) to enable others to figure out what THEY want from the conversation, disconnected from our needs or guesses.
  3. Managing triggers: We all have unconscious, habituated, normalized triggers that are activated automatically with a word, phrase, or idea, causing us to use our own subjective values to judge our CPs. With global colleagues, it’s especially important to unhook our triggers to have effective communication.
    • We must learn to recognize, and make adjustments for, our own triggers and biases, and add new triggers to make mutual understanding possible.
  4. Choice: We must learn to choose communication skills that match our CPs skills, especially once we recognize a miscommunication.
    • We must know how to disconnect from our habituated responses, listening, and general communication styles and build in the cultural norms of our communication partners.
  5. Expanding curiosity: Our curiosity is limited by our current knowledge. With a global audience, we must expand our curiosity to ask better questions and listen accurately.
    • To wonder why a conversation is taking a turn, or not progressing, we must go outside of our habituated biases and subjective defenses to recognize problems outside our customary thinking.
  6. Negotiating skills: Different countries, different cultural groups, have different expectations when they negotiate. Learn them.
    • For win-win to occur, both sides must understand the other’s interpretation of what is fair, and must supersede acculturated expectations.
  7. Changing beliefs: Our beliefs are the underlying trigger in any communication. We need to examine what they are and how they align with our global communication partners.
    • Soft skills programs are designed to change behaviors but don’t cause permanent behavior change unless the originating beliefs and norms that created the behaviors are modified. All soft skills programs must focus on permanently changing beliefs so new neural pathways and triggers are installed.
  8. Gaining empathy: Short of living in a new community for years, the easiest way to understand other’s cultures and experience is by reading novels.
    • I recommend James Baldwin, Jane Austin, Toni Morrison, JD Vance.
  9. Writing: Much of our communication is through writing, albeit through our own styles that might conflict with a CPs expectations. We need to learn to write in more efficient, neutralized ways to ensure we don’t conflict with others due to how we write.
    • Training must be designed to teach skills for email exchanges, social media interactions, proposal and presentation writing.

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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Receive Sharon Drew’s original articles and essays on Mondays: http://sharondrewmorgen.com/subscribe-to-sharon-drew-morgens-award-winning-blog/

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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.

September 16th, 2019

Posted In: Communication, Listening

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resistance-300x207Do 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;
c
onsultants 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.

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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.com 512 771 1117; www.sharondrewmorgen.com

September 9th, 2019

Posted In: Listening

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Leaderdhip followersI’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.

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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@sharondrewmorgen.com. 512 771 1117.

August 26th, 2019

Posted In: Change Management, Listening

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teamwork-2198961_960_720

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

  • tried all familiar resources and workarounds to fix their own problem and came up short,
  • decided their only route to a problem resolution is to make a purchase,
  • gotten appropriate buy-in and managed any disruption that a purchase would bring

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:

  • Once prospects have determined a need, you’re already in a competitive situation and have to find ways to be better/cheaper/more branded.
  • You’re wasting over 90% of your time finding, following up, meeting with, and in several ways trying to connect with, those who appear to need your solution but turn out not to be buyers.
  • You ignore the high percentage of those who would/will buy but aren’t yet ready to (but could easily be gotten ready).
  • You overlook the possibility of connecting with and serving, real buyers early along their change management/decision path
  • and reduces the number of possible entry points onto the Buying Decision Team/buying decision.

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

  • work with sales to enter the Buying Decision Path between Steps 1-9 above (Pre-Sales),
  • seek/find those who CAN buy (those who’ve recognized a problem in the area your solution serves, but aren’t set up to buy anything yet),
  • find the large pool of real buyers who can be facilitated efficiently through to Buyer Readiness,
  • collapse the time from problem recognition to discovery of need to purchase,
  • enable sellers to be servant leaders and real consultants, and be part of the Buying Decision Team when buyers get to the point they’re ready to buy.

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 sharondrew@sharondrewmorgen.com

August 12th, 2019

Posted In: Listening, Sales

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listening-3Do 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.

 

  • By entering conversations with assumptions and personal goals,
  •  and listening according to historic, unconscious, self-directed filters,
  • you unwittingly direct conversations
  • to your range of expectations and familiarity
  • and potentially miss a more optimal outcome.

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:

  1. by biasing the framework of the conversation to the goals we wish to achieve, we overlook alternative, congruent outcomes. Sellers, coaches, leaders, and managers often enter conversations with expectations and goals rather than collaboratively setting a viable frame and together discovering possibility.
  2. by listening only for what we’re (consciously or unconsciously) focused on hearing, we overlook a broader range of possible outcomes. Sellers, negotiators, leaders, help desk professionals, and coaches often listen for what they want to hear so they can say what they want/are trained to say, or pose biased questions, and possibly miss real opportunities to promote agreement.

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:

  1. Shift your goal as an influencer to facilitating the route to change. You’ll never have the full fact pattern, or the weight and implications of each element that has created and maintains the status quo. But you can lead a route to change using systems thinking and enabling your CP to engage their own change, congruently.
  2. Enter each conversation with a willingness to serve the greater good within the bounds of what you have to offer, rather than meet a specific outcome. Any expectations or goals limit outcomes. The Other’s outcome will become obvious to them.
  3. Enter with a blank brain, as a neutral navigator, servant leader, change facilitator.
  4. Trust that your CP has her own answers. Your job is to help her find them. This is particularly hard for coaches and leaders who believe they must influence the outcome toward a goal, or use their expertise to help the person change the way the influencer believes they should. (And yes, all influencers, sellers, leaders, negotiators, and coaches are guilty of this.)
  5. Stay away from data gathering. Stick to understanding how the status quo became established, and directing systemic change from there. Your biased questions will only extract biased answers. Use questions focused on change because you’ll never gather the full fact pattern anyway. Neutral questions like “What has stopped you from making the change before now?” is an example of a question addressed to systemic change. [Note: I’ve developed Facilitative Questions that eschew information gathering and lead systemic change through unconscious thinking patterns.]
  6. Make ‘discovery of a route to congruent change’ your goal, not a specific behavior.
  7. Get rid of your ego, your need to be right or smart or have the answers. Until your CP finds a way to recognize their own unconscious issues, and design congruent change that matches their idiosyncratic ‘givens’, you aren’t helpful regardless of how much you think you know.

Here are the steps everyone goes down to discover their own answers:

  1. What is the complete landscape of the status quo? The hidden elements that caused, and perpetuate, the current state?
  2. How has the person attempted to fix the problem until now? What caused her to fail? How has she continued to maintain her current behaviors? Why isn’t this still working now (regardless of success or failure, all systems create and maintain their status quo for Systems Congruence)?
  3. What internal capabilities does he have, but may be used for other actions, to substitute more helpful choices? What has stopped him from making this substitution until now?
  4. What does the client think he’s missing to get him to success, and how might he use you to help?

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: sharondrewmorgen@sharondrewmorgen.com; 512 771 1117.

July 29th, 2019

Posted In: Listening

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Servent LeadershipI 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 servantleader 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:

  • Conventional questions are little more than interrogations based on the needs/biases of the Asker. They pull information to enable the Asker to create an approach that will generate specific results, thereby restricting the full set of possible responses to fit more closely with the needs of the interrogator. The real answers might lie outside the scope of the questions, potentially causing flawed data gathering, missed opportunities, resistance, loss of success, and damaged relationships. Certainly an enhanced opportunity for failure.
  • Normal listening practices listen for content, ensuring we hear mainly what our brains want us to hear as per our subjective listening filters, biases, assumptions, triggers, and habituated neural pathways. Obviously, our range of understanding is restricted accordingly. (See What? Did you really say what I think I heard?) In other words, we hear some portion of the full data set – and it’s biased, at that. This problem is exacerbated when our brain doesn’t tell us what it discarded or misrepresented during the ‘listening’, leaving us to act on what we believe we’ve fully understood – but is most likely some degree of wrong, a problem for both Asker and Responder.
  • Information – regardless of its accuracy, importance, or presentation – cannot be accepted or accurately interpreted when it flies in the face of the Other’s Beliefs. Information when used as a convincer strategy will succeed only when the listener already agrees with it. Our brilliant stories, pitches, rational data, and advice will not convince Others that change is necessary until the Other has already discerned how to make the appropriate changes internally, to ready themselves for the disruption a new idea might bring to the status quo. It’s just not possible for an outsider to elicit permanent change by pushing information of any kind, regardless of its efficacy.
  • We tend to focus on Behavior Change, forgetting that Behaviors are merely the transaction of our Beliefs – Beliefs in action if you will. Change occurs at the unconscious Belief level which when happens, will cause new Behaviors to emerge automatically. Think of it this way: a robot that only moves forward will not move backward if you tell it to, or explain why it should change, or provide a scientific reason why walking backward is best, etc. The only way the robot will walk backward is by changing the programming. And so it is with our approach: once we enable Others to change their own unconscious Beliefs, their Behavior will automatically change. And we will have served them.
  • As influencers (coaches, parents, sellers, leaders, etc.), we believe it’s our responsibility to cause Others to change in the way we believe they must. We find best methods to push our agendas using convincing, manipulating, explaining, advising, etc. strategies meant to lead, influence, manipulate, modify, correct, what we think Others should do, causing resistance in all but a few. But we’re never taught to trust they can – they must – design and discover their own best answers and route to change. We fail to fully understand that no one, no Outsider, can ever understand another’s unconscious system.

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:

  1. Threatening the system: Our status quo – our unique ‘system’ of rules, Beliefs, values, experiences, culture, etc. – has become habituated and normalized over time. This system that has developed the Behaviours we think need to be changed enable us to show up as who we are. We wake up daily, and maintain whoever we were yesterday without judgement. Our system just IS, good or bad, right or wrong. And it will fight to the death to maintain itself. Literally.
  2. Change Behaviors: Behaviors are merely the translations of, the action of, the underlying system of Beliefs that initiated them to begin with. They allow us to wake up every day and show the world who we are. When we try to change the Behavior, we push against the entire system they represent. Regardless of the efficacy of our solution or their dire need, unless the change comes from the within the system and the system is reorganized around the ‘new’, it will be resisted.
  3. Information doesn’t get heard: Our brains/ears hear subjectively, filtering out and misconstruing what’s not comfortable all on its own, failing to tell us that what we think we hear is most likely some fraction off of what the Speaker intended.
  4. Ignore the steps to change: As outsiders, we too often use our own intuition and professed knowledge to push the change we want. But for any change to occur, for Beliefs to shift in a way that causes Behaviors to change, the Other must take specific, albeit unconscious steps: the system would need to find a way to include the change into normal operating procedures, end up with minimal disruption, and achieve buy-in for any new behavior change.

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:

  1. Others have their own answers and routes to their own destination, and are the only ones who can enter their unconscious system to effect change. An outsider (regardless of intent, need, or efficacy of message) can never, ever, fully understand the inner workings of Another’s unconscious system that has defined them. It’s possible to facilitate Others to their own state of Excellence, using their own route to congruent change. Our responsibility is to lead them through the pathway to change themselves.
  2. We only have questions for Another, not answers. And since conventional questions are biased interrogations (biased by the wording, the intent, the direction, and the goal of the Asker) that may miss important, hidden, elements necessary for the Other to elicit their change criteria, I’ve designed a new form of question (Facilitative Questions) that, with specific wording in specific order, acts as a directional device to lead Others through their own systemic, unique trajectory of change. These questions teach Others to peruse persue their own unconscious to sequentially discover their own answers, in a way that causes new understanding and decision making.
  3. There is no way for an outsider to have THE ANSWERS. Often influencers are self-serving, using  their ‘intuition’ (a subjectively biased guess), professional knowledge, or best wishes, to push another to where they want them to be, having no knowledge of the systemic elements that created and maintain the problem and that must buy-in to any change.
  4. To listen without bias or missunderstanding, we must practice Dissociative Listening to avoid the filters, bias, assumptions, and triggers that are part of our normal listening. [Note: for those interested in learning Dissociative Listening, read Chapter 6 in What?.]
  5. We get credit for serving. That’s it.

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 sharondrew@sharondrewmorgen.com

July 8th, 2019

Posted In: Listening

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sucesss

Would you consider a baseball player with a 95% failure rate Successful? Would you choose a surgeon with a 95% failure rate? Can you think of any field but sales, with an industry-standard close rate of 5%, that considers 95% failure ‘Success’? Using targets, commissions, hiring, and profits based on a 5% close rate, the field of sales colludes in perpetuating the lie that failure is Success. Why hasn’t anyone ever said, “Gee. Maybe a 5% close rate is 95% failure. Maybe it’s a sign something’s wrong? Maybe it’s not a solution-placement/content/pitch/buyer/marketing/technology problem.”

It’s possible to have much, much higher close rates. But that would demand the industry admit a problem. By colluding that a 5% close is industry standard – indeed, all that’s possible with the current Solution-Placement focus! – there’s no need to change.

THE MYTH OF SALES

When I began selling in 1979 the average close rate was 8%. Now, with our new electronic capability, sophisticated on-line marketing software, and ‘new new’ sales models, it’s down to 5%. Why? Because our current buying/selling environments are far more complex; consensus and change management are now necessary elements for buyer-readiness; and our Solution-Placement focus is designed to find only the 5% who are ready to buy.

By starting at the end of a buyer’s decision process, hoping beyond hope to convince buyers they need our great solution, sellers get push back from a buyer’s good-enough-functioning system not equipped for change, and finding only those who have completed their comprehensive decision making – the low hanging fruit (5%). That’s right: Sales pushes and pitches, presents and proposes, hopes and waits, using activity developed to find the 5% who are ready. Sales has never questioned its assumption that

  • buyers will be persuaded by ‘good’ content that differentiates/explains/convinces of benefits;
  • buyers will know what to do with our brilliant content;
  • with good marketing and sales outreach, and a prospect with a need to match, we just need to find the button that will get them to buy.

It’s never recognized that prospects can’t even hear what we’ve got to say or know how it’s relevant before determining their readiness to change and buying anything; it’s never mentioned that with all the marketing, all the outreach, all the never-ending attempts to ‘get in’, nothing we’ve done for decades has significantly shifted our close rates. It’s because we’re pushing in from the back end and getting resistance, rather than entering at the beginning. More on this in a moment.

Look at this this way: we’ve got nothing to sell if they’ve got nothing to buy, and doing what we’ve been doing hasn’t produced appreciably different results – and we can’t use the problem to fix the problem [Remember Einstein?]. The issue demands new thinking, new biases, new goals, and new skill sets. Let me share what I did to fix the problem with my tech start up in London in the 80s.

LEADING BUYER-READINESS

Going from a sales person to an international entrepreneur, I recognized the low close rate problem as one of focus: sales focuses on placing solutions; buyers focus on solving (business) problems with minimal fallout. And since buyers can buy only when there is appropriate buy-in for change, management of fallout, and consensus among users (all steps necessary in some form regardless of the size or price of the solution), our efforts to find buyers or prospects is like seeking a needle in a haystack.

I figured out a solution to help my sales teams enter buyer interactions as change facilitators who nurture buyer-readiness first: I developed Buying Facilitation® as a facilitation/leadership tool to help buyers recognize and achieve their most efficient change processes without biasing them or being purchase/product focused. We ended up with a 35% close rate (up from 9%) from first call, regardless of the size of the sale (all buyers/prospects go through some form of this, even if unconsciously).

In 1987 I began teaching the model to clients, then left my business to teach the model full time to global corporate clients. Yet my results – all with control group studies – were largely ignored by the mainstream: I repeatedly came up against the collusion that perpetuates failure and the status quo, even in the face of obvious success. Here’s an overview of some of the resistance:

Working with Morgan Stanley in the 1990s, we achieved a 25% increase in one month over the control group. Follow on: the MD sent someone to Chicago to check on a man who purportedly had a similar buying-based model (turns out he didn’t). Why not just hire me to train everyone? Because I was a woman. He actually said that to the person he sent to Chicago.

A group at William Blair & Co. (brokerage house) went from a $400 million revenue to $1.3 billion in just under four years. Colleagues wondering how Jim achieved those spectacular numbers got a copy of my book Dirty Little Secrets from a carton he kept under his desk. Invariably they said the book was ‘Nuts’ and that Jim was just ‘lucky’. With a near-miraculous success happening before their eyes, this group preferred to devalue the results and continue failing rather than even trying to change.

Working with Boston Scientific, we achieved a 53% increase over the control group. During the ‘Thank You’ call from my client, I asked if we’d be training the entire team. “No, the model is “too controversial.”

Kaiser Permanente went from 110 visits and 18 closed sales (7% close rate) to 27 visits and 25 closed sales (600% increase). They fired my client, saying that training their 1500 sales folks in the new material would create a major disruption; they disbanded and re-assigned the folks I trained so the new skills would be subsumed.

Proctor and Gamble had a 15% increase in one month (huge in a behemoth company of this size). They said it would cost millions of dollars to change the systems that maintained their status quo – the manufacturing, delivery, billing, etc. all maintained a much slower sales cycle. They didn’t do further training.

I could go on and on. Crazy stuff. Incontrovertible proof that adding different skills and shifting the focus closed more sales and wasted a lot less time (in vastly shortened sales cycle, creating more ready buyers, and early dismissal of those who would never buy). They’d prefer to maintain failure? Build and compensate sales forces on 4-6% close rates? Lose market share, hire 9x more sales staff with high turnover, pay more in training and travel? Yet the sales industry is doing what all systems do: eschew greater success to maintain ‘good enough’ and the ‘known’. That’s right. Like the sales industry, my clients preferred lower revenues than change.

HERE’S THE REAL DEAL

Here are the underlying ‘givens’ that we ignore using the sales/Solution-Placement approach alone:

  • Buyers only buy when all of the idiosyncratic change management and people issues buy in and reach consensus. Buyers MUST do this anyway – with you or without you. It might as well be with you; you just need an additional skill as a sales is inadequate here.
  • Buyers don’t want to buy anything; they just want to resolve a problem. They’ll buy something only when all else fails.
  • Buyers buy using their own buying patterns, not a seller’s selling patterns. If the sales approach goes against the grain, buyers will choose a different vendor or solution.
  • A buying decision is a change management problem: the Current State must shift in unknown ways to adopt something new, or face offending the entire system that will then resist.
  • There is no way to ‘gather information’ from one person when it’s not clear that s/he is speaking on behalf of a complete Buying Decision Team who have determined how a solution would need to match their buying criteria (only a small part of which is a solution).
  • Conventional information gathering is biased by the needs of the seller to ultimately place their solution and overlooks important data about decision making, buying patterns, group assembly.
  • Buying involves a 13-step series of idiosyncratic, sequential, systemic, personal change decisions that an outsider can never be privy to but can facilitate. Selling and buying are confined to steps 10-13 and with that focus, there is no need for buyers to invite us in earlier. I’ve written extensively about this. www.dirtylittlesecretsbook.com
  • The length of the sales cycle is the time it takes buyers to get buy-in for organizational, job, and personal change and fallout. It’s got nothing to do with a purchase, or a price tag, or even a need. Maintaining systems congruence is sacrosanct.
  • When we get to an appointment to gather data and introduce ourselves, and only one or two people are present, we have no idea what stage of decision making they’re at or what they’ll do with our information after we’ve left. And we often pitch something the Buying Decision Team hasn’t agreed they need yet. Not to mention only those in steps 10-13 will see us and by then sellers are in a competitive situation.
  • Making Step 1 ‘Getting the appointment’ discards about 40% of buyers who will buy once their change issues have been sorted out.

Believe it or not, there is only one issue causing the entire set of problems above. Only one. Sales pushes solution data at the wrong time, starting at the end of the Buying Decision Path, and finds only that group, that person, that shows up at that time, with everyone else ignoring or resisting. You would never buy a computer without doing research, talking to friends to help you gather and recognize all necessary criteria. Lots of personal decisions. As a team member in a company, you would never bring in training without the team’s input, or an attempt to try to fix the problem on your own first, or talking to current vendors, or getting referrals from colleagues. Lots of group decisions.

Research is showing the deterrent to sales success is our difficulty getting in to The Pre-Sales Process. While sales has attempted to resolve this issue by creating clever ways to get in from the outside (Buyer Personas being one) and is trying new tools to lead customers through to their buy cycle, it’s all taking place with a Solution-Placement bias. So long as the intent is to sell, an outsider will get resistance: there’s no way an outsider can ‘understand’ prospects during their change/decision/systems activities as they lie deep within the buyer’s culture. Before any purchase, buyers must figure out how to manage the resultant change and disruption congruently and until they do, theyre just not ready to attend to our needs to sell.

But as outsiders, we can still understand how systems change and serve by helping prospects discover their own steps to Excellence; if what you’re selling matches their buying criteria once they’re ready (much more quickly than if they do this on their own), you’ve made a very quick sale with little competition. Think about it. You don’t buy the way you sell. The sales model is a solution placement model never meant to facilitate consensus, buyer readiness, or systemic change.

It’s fixable once we stop colluding and perpetuating the myth of success; instead of redefining failure to convince ourselves that what we’re doing is optimal, let’s just concede that what we’re doing is Failure and do something different. Put together a strategy to add some sort of leadership/coaching/consulting practice based on facilitating change (not based on manipulating a sale). Do this consistently in marketing and content, cold calls, prospecting, telemarking, presentation meetings, and your large sales. The question is: Do you want to sell? Or have someone buy? We need both for success; they each demand a different skill set.

____________

Sharon Drew Morgen is the developer of Buying Facilitation® that includes a unique form of systemic, non-biased question (Facilitative Questions), a new form of listening (Listening for Systems), and a coded change sequence that incorporates all levels of change. Morgen has trained this model to global corporations for solutions of all sizes. She is a NYTimes Business Bestselling author of 7 books on the topic of facilitating buying decisions, including Selling with Integrity and Dirty Little Secrets; she is the author of What? Did you really say what I think I heard? and trains collaborative communication and unbiased listening to sellers, coaches, and leadersMorgen consults, coaches, speaks, and trains; her blog ranked one of the top 10 sales/marketing blogs.

Contact Sharon Drew with questions: sharondrew@sharondrewmorgen.com 512 771 1117

July 1st, 2019

Posted In: Listening, Sales

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Customer buying decision pathI moved to London in 1983 to start up a tech company after spending years as a successful sales person. After years of  ‘understanding’ and ‘qualifying’ prospects, getting appointments and networking, presenting and following up, I thought I understood buyers well-enough to become one. But I was wrong. My new role taught me the differences between selling and buying: I hadn’t realized how the complexity of my Pre-Sales activity determined whether or not I’d buy:

As a sales professional my ultimate job was to place solutions; as a buyer, my main focus was to create and maintain Excellence.

As a sales professional I struggled to say/offer the right thing, at the right time, to the right prospects, in order to close; as an entrepreneur and potential buyer I had to continually manage change using the most efficient, integrous, and least disruptive route to success to maintain happy employees and clients, and a great product.

As a sales professional, I sought to influence those who needed my solution; as a buyer, I couldn’t fully define my needs, make adjustments, or resolve problems, until all voices and impediments to change were factored in.

Selling and buying were different: different goals, different behaviors, different communication and thinking patterns. And before becoming a buyer myself, I hadn’t fully appreciated how severely the sales model limits itself to seeking and finding only the low hanging fruit – those who have gone through their internal systems checks and realized they cannot fix their problem themselves and know, precisely, the sort of solution that would be acceptable and cost effective.

As a buyer, the very last thing I needed was to buy. But when I did buy, it was based on my ability to manage change without disruption, not on my need.  Even though I had needs, my vendors didn’t close me until almost a year after they met me; if they had entered to first help me address my change I could have closed/bought months earlier.

THE JOB OF A BUYER

As a buyer, my problem was not having needs but in addressing any disruption I’d face in addressing the needs: before bringing in anything new in, I had to first enable congruent change along a murky path between the status quo, and Excellence and respect

  • the rules and brand of the company,
  • the well-being of the employees and staff,
  • the integrity of the product or service provided,
  • the congruence and integrity of the status quo,
  • the needs of the customers.

The challenge was to be better without losing what worked successfully, to ensure

– everyone involved agreed to a common solution,
– I had consensus and a route through to congruent change,
– I was absolutely certain I couldn’t fix the problem with something convenient or familiar,
– I managed a range of idiosyncratic decision factors that involved my investors, my Board, my staff,
– I had all my ducks in a row and considered any needs in terms of systems congruence, and
– I made sure any change or purchase maintained our status quo or created a new one congruently.

Even though I was the Managing Director/Founder, it wasn’t totally up to me how, if, or when to resolve problems. I had a well-oiled machine to consider, one that had a few problems, but did a lot successfully; I didn’t want to throw the baby out with the bathwater. I had to discern how to reach Excellence in the most efficient way and create the least disruption to the employees, company and investors. And the last thing – the very last thing – I needed was to buy anything.

– Who did I need to get agreement from? And how would their combined voices shift the thoughts on the needs, the outcome, and the process? What was the fallout if I forgot some of the voices?
– What would be the inflection point between the risk of change and the reward of Excellence?
– How could we fix the problem ourselves? At what point would we realize we couldn’t?
– How could we be certain that the people, policies, rules, and goals we had in place would fit comfortably – would buy-in – with anything new we might do?  And was it possible to know the downside?

Once I realized that my needs were not the driving factors, and the change issue was a problem of Systems Congruence (I had to maintain what worked and find a way to expand the status quo to adopt the new) I used my Asperger’s systems-thinking brain to code the 13 steps from problems to Excellence and design a change facilitation model (Buying Facilitation®) so my sales staff could sell more:

  • Assemble all the right people – decision makers and influencers of all types – to get consensus for any change at all. This proved to be challenging and not obvious to discern all – all – of the people who had to be included;
  • Enable a route of discovery through collaboration so all voices, all concerns, were added into the mix and get approved for action by a consensus. This was a systems-change issue, not a solution-choice issue;
  • Find out if there was a cheap, easy, risk-free way to fix problems with groups, policies, technology we already had in place;
  • Discover the risks of change and how we’d handle them;
  • Realize the point where there was no route to Excellence without bringing in a new/different solution;
  • Manage the fallout of change when bringing something new in from outside, and determine how to congruently integrate a purchase into our status quo.

The change process we all went through was idiosyncratic and iterative (My book Dirty Little Secrets describes the process.). No outsider would ever understand what was involved during our change process; even I didn’t understand what would be involved when I began. What surprised me most was that only the last 4 steps were involved with making a purchase. And my journey to a purchase was defined by my Buying Decision Path. Indeed, I coined this entire process the Buyer’s Journey.

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A WALK THROUGH THE BUYER’S JOURNEY

Initially, like all buyers, I didn’t know what I didn’t know: I didn’t know WHO really needed to be involved (It wasn’t obvious due to the hidden influence from some of the folks peripherally involved.); I couldn’t know if we could FIX THE PROBLEM OURSELVES (Once we reached consensus as to the nature of the problem, we needed to attempt to use our most familiar resolutions.); I didn’t know IF I needed to buy anything (I merely wanted excellence. A purchase is disruptive and couldn’t be considered until all else was proven lacking.); and it wasn’t until there were no other options, did we consider seeking an outside solution.

In other words, even though we had needs, buying anything was not the objective nor the first thought. When I had an idea of something that needed improvement I needed to hear from the appropriate folks to flush out their issues before we’d have a complete fact pattern; we all had to agree to the goals, direction, outcomes, results, risks, and path to change – confusing because every voice and job title had different priorities, needs, and problems. It was a delicate process, and there was no clear path forward until we were almost at the end of the path. Every buyer goes through some form of this; they never begin at the end where sales enters.

This is where buyers go when they’re silent. They’re not dragging their heels or seeking lower prices; they need to traverse their entire Buying Journey to get to the point of even becoming a buyer. And the process of navigating through the people and policies within the status quo to garner consensus for a potentially disruptive change is a confusing process. It certainly can’t be driven by knowing about, or considering, an external solution.

As a seller I recommended my prospects include the ‘right’ people; I even attempted to help them make good decisions. But I was an outsider. And I was biased by my directive of wanting to sell, or understanding how my solution would fit; no one from outside the system could ever understand the internal politics and relationship issues to be managed. As an entrepreneur there was no one to guide me through this; not schooled in systems thinking, I had to figure out how to navigate this minefield on my own.

This is the Buyer’s Journey – the route from the problem recognition, to the assembling of the appropriate people (idiosyncratic; not obvious), to the research and trials and workarounds to fix the problem with known resources, to the change management issues, to the point of defining the type of solution that will resolve the problem with least disruption.

The act of selling, I realized, does not create buying. But with a different hat on, by entering first as Change Facilitators, sellers could enter the Buyer’s Journey at the beginning and efficiently help prospects navigate through the confusion first, to enable those who will buy, end contact immediately with those who cannot, and then gather data, pitch, and sell with very specific data and a familiar buyer.

NAVIGATING THROUGH THE ENTIRE JOURNEY: THE JOB OF BUYING FACILITATION®

My own sellers used Buying Facilitation® as their first tool even when prospects would call in to us, to guide buyers through their own 13 steps, and then sell to the ones who had all their ducks in a row (We had an eight-fold increase in sales). The time it takes buyers to navigate these steps is the length of the sales cycle. And buyers must do this anyway – so it might as well be with us. Sellers wait (and wait) while buyers do this and then hopefully be there to pick off the low-hanging-fruit. Might as well start at the beginning, be Servant Leaders, and find/close more buyers.

As part of Buying Facilitation® I coined the terms Buyer’s Journey, Buy Cycle, Buying Decision Path, Buying Patterns, Buying Decision Team, and Helping Buyers Buy between 1985 and 1993:

Buying Decision Path represents the set of 13 steps from problem recognition and garnering consensus, through to recognizing and managing change in a way that enhances the status quo – all before getting to the stage of purchasing anything. It’s possible to facilitate and discover those who could buy and efficiently help them navigate the steps to purchase and get into the Buying Decision Team. A buying decision is a change management process.

Buy Cycle represents the time it takes from recognition to Excellence, from seeking internal solutions to making a purchase. It’s a change management process, not a solution choice process.

Buying Patterns explains the unique and idiosyncratic actions each buyer takes along their journey to Excellence.

Buyer’s Journey includes the full fact pattern and set of decision and change issues between discovery and decision to buy anything and manage change. This is not merely a journey to a purchase. It’s a journey to Excellence.

Buying Facilitation® is a generic change facilitation model for influencers (sellers, coaches, leaders, managers) that helps buyers traverse and uncover their hidden path to change with Systems Congruence and consensus. It includes a unique set of tools that includes Listening for Systems, a Choice Model, and Facilitative Questions. Buying Facilitation® demands a systems thinking brain and eschews trying to sell anything until or unless the buyer knows exactly what they need and how they need to buy – the first 9 steps of their Buying Journey. After all, you’ve got nothing to sell until they have something to buy. And all the information you share isn’t relevant until then.

All buyers – even individuals buying a toothbrush, as well as complex sales – go through some sort of internal change management before they’re set up to buy. It’s about the buying, not about the selling – two different activities. Do you want to sell? or have someone buy? By putting on a consulting/coaching/facilitation hat, it’s possible to discover and enable real buyers quickly.

BUYING FACILITATION® FACILITATES THE BUYER’S JOURNEY

Here’s what we don’t know as sellers when we first reach out to buyers to understand need or find a prospect:

  1. Where buyers are along their decision path.
  2. How many, or if, the requisite Buying Decision Team is in place, and ALL appropriate voices have been heard so a full evaluation of the upsides and downsides to change can be considered.
  3. Until ALL voices have been heard, there is no way to recognize or define ‘need.’
  4. Who is a real buyer: only those who know how to manage change, and get consensus that they cannot fix the problem internally are buyers. Need doesn’t determine ability to buy.
  5. The fallout of the risk factors, and the ability for any group to withstand change.
  6. The types of change management issues that a new solution would entail.

The sales model does a great job placing solutions, but expends too much energy seeking those few who have completed their completed Buyer’s Journey and are at the point of being ready/able to buy. Sales believes a prospect is someone who SHOULD buy; Buying Facilitation® believes a prospect is someone who CAN buy and has the tools to invest in efficiently facilitating the Buyer’s Journey from the first moment of the first call, and THEN selling. to those who are indeed buyers.

For less time and resource, we can actually lead buyers down their own change route and recognize who will, or won’t, be a buyer. In one conversation we can help them discern who they need to include on their Buying Decision Team; if we wish an appointment, the entire Decision Team will be eagerly awaiting us. On the first call we can find buyers at different stages along their journey who need our solutions but aren’t yet ready to buy. We just can’t use the sales model until after it’s established who is actually a buyer.

The differentiating factor is that we start out not trying to sell, or qualify, or determine needs (You’re now only closing less than 5%, so obviously that approach isn’t so successful.) but as Change Facilitators, with the goal to help Buyers manage their OWN Buying Decision Path; we trust that our buyers have their own answers, and our solutions may be a part of their solution. We’re outsiders; we can never know the intricate politics and history of a buyer’s environment.

Let’s enter earlier with a change consultant hat on, to actually facilitate buyers to the point where they could be ready to buy – and THEN sell. We will find 8x more prospects, immediately recognize those who can never buy, and be true Servant Leaders. Otherwise we’re merely wasting over 95% of our time and resource seeking the low hanging fruit, and missing a vital opportunity to find, and close, those who WILL buy.And more will buy, and quicker.

I know that some of the recognized sales models (Challenger) talk about ‘buying’. But they are using ‘buyer-based’ terms in service to placing solutions, of finding ways to influence, persuade, or manipulate buying. But buyers don’t buy that way. They first need to navigate through their entire Buyer’s Journey. Help them. Then sell.

____________

Sharon Drew Morgen is the the original thinker and visionary behind Buying Facilitation®. She has trained the model globally to over 100,000 people world-wide in sales, coaching, leadership, and change management. Sharon Drew is the author of the NYTimes Business Bestseller Selling with Integrityand the Amazon bestseller Dirty Little Secrets, and other books on how buyers buy. She is also the author of the game changer What? Did you really say what I think I heard? and teaches listening and communication to ensure we all hear each other accurately. Sharon Drew is a speaker, trainer, consultant, coach, and author. sharondrew@sharondrewmorgen.com

June 17th, 2019

Posted In: Listening, Sales

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time for changeWhy do people prefer behaviors that obviously lead to less-than-stellar results, especially when our sage advice, rational evidence, well-considered recommendations, and expert knowledge can offer them more successful choices?

Whether we’re parents of kids who sometimes need guidance, sellers with great pitches to offer folks who need our solution, coaches helping a client make changes, or doctors offering lifesaving wisdom, we too often sit by helplessly while folks who need our important data ignore us; our brilliant direction, ideas, and advice fall on deaf ears and we fail over and over again to get through to them.

It’s actually our own fault. We’re entering the wrong way, at the wrong time, with the wrong vehicles. Advice, thoughts, recommendations, persuasions – I’ll refer to external data as ‘Information’ – is the very last thing needed. Our communication partners have no idea how to apply it, how to hear it, or what it means to them. To make matters worse our attempts to facilitate change from our own biases and professional beliefs potentially cause resistance and non-compliance where we seek to promote excellence. But let’s start at the beginning.

HOW DO BEHAVIORS CHANGE?

Permanent, congruent change is rarely initiated through the route of changing deficient behaviors. Behaviors are merely the expression of the underlying structure that created and normalized them over time; they can only change once the underlying structure that created and maintains them change in a way that maintains Systems Congruence. It’s a systems problem, as you’ll see. Indeed, actual behavior change is the final element in the change equation.

To help think about this, let’s parallel behaviors with the functionality – the ‘doing’ – of a software app. The functionality of any app is a result of the internal coding; the programming uses lines of code to spell out the specific rules that define and enable specific functionality. To get a function to behave differently – to ‘do’ something different – the underlying programming must change its coding. It cannot change otherwise. Even programs such as Alexa can only behave within the limits of their programming. (And yes, I wish Alexa could wash my windows.)

It’s the same with human behaviors. Behaviors are the ‘function’, the output, the expression, of our mostly unconscious system of beliefs, history, internal rules, culture, goals, etc. – the lines of code – that define our Identity. All of our behaviors have been ‘coded’ by the system to express who we are, just like the function of an app expresses the internal coding. So what we do, how we behave, the choices we make, are defined, regulated, and governed by our system to demonstrate that idiosyncratic set of elements – our personalities, our politics, our job choices, our ethical standards. It’s our Identity. We’re all ‘doing’ who we ‘are’, even when incongruent. Behaviors are how we show up in the world. And it’s impossible to change the functionality via the function.

WHAT IS A MALFUNCTION?

Any problems in our behaviors – our functionality – must be changed by the system that created/maintains them – the programming. When we believe there to be a malfunction in another’s functionality and a behavior change might be optimal, it can’t be fixed by trying to change the place where it’s broken (Hello, Einstein.). Trying to change someone’s behavior, regardless of the need or efficacy of the solution, is a waste of time and in some instances might cause trust issues.

For those of us who influence Others – sales folks, managers, doctors, coaches, consultants – we’ve got to redefine our jobs. Our job as influencers isn’t to push the change we think is needed, but to enable Others to find their own route to their own idiosyncratic, internal congruent change and change their own internal coding.

For that to happen, the internal coding – the entire set of rules that created the current programming malfunction and set of suboptimal behaviors – must shift to reorganize, reprogram itself around a new set of rules that will create a new set of behaviors to match. The problem is that much of this is unconscious and hidden (like in an app), certainly too unique for an Outsider to fully comprehend.

Therein lies the rub: while we may notice (and potentially bias the explanation of) another’s behavioral glitches, it’s not possible to see or understand the underlying coding that caused them or the systemic change issues that would have to be addressed for them to change their programming. I cannot say this enough: It’s not possible to change another’s behavior from the outside; an internal coding change is required from within the person’s system to design different rules that would carry a different expression. We can’t change behaviors: behaviors will change themselves once the program has changed.

How, then, can we, as outsiders, empower Others to make their own changes? Indeed, it’s a both a systems problem and a spiritual one. We can never change another person, but we can serve them in a way to enable them to create congruent change for themselves, using their own brand of Excellence.

OUR INFORMATION CANNOT CAUSE CHANGE

So now we know that Others cannot change their behaviors merely because we (or even they) merely think they should (i.e. the problem with diets, smoking cessation, etc). How, then, can we reconcile the approach we’ve used to effect change? Until now, we’ve used information as our major tool. We offer what seems the most relevant data (a biased process) using our own personal, intuitive approach to influence (a biased process) where we believe the Other needs to be (again, biased by our own beliefs) and wonder why we get push back or noncompliance.

Somehow we believe that if we offer the right data, at the right time, in the right way, it will encourage action. We’ve developed entire professions based on outside ‘experts’ spouting ‘important’ ‘relevant’ ‘rational’ ‘necessary’ data, assuming these brilliant words and rational, sometimes scientific, arguments, carry ‘the answers’. But the information we offer pushes against the status quo, telling the status quo that it’s ‘wrong’, and

  • causes resistance and a tightened grip on the behaviors that continue to express the coded, accepted, and maintained, functionality (even when it’s problematic),
  • threatens habitual behaviors that have functioned ‘well enough’,
  • leaves a breach in functionality,
  • offers no new programming/coding to replace the beliefs, rules, etc. that capture the current ‘code’,
  • cannot shift the unconscious rules that caused the current functionality.

The information we offer cannot even be understood, heard, or fully utilized used by those we’re intending it for, regardless of our intent or the efficacy of our solution, until the underlying rules, beliefs – status quo – are ready, willing, able to change congruently and be assured there will be no systems failure as a result of the change (Systems Congruence). This is why people don’t take their meds, or buy a solution they might need, or sabotage an important implementation. We’re asking them to do stuff that may (unconsciously) run counter to their systemic configuration, and not providing a route through to their systemic change, hoping that they’ll behave according to our vision of what their change should look like, rather than their own.

As outside influencers, we must facilitate Others to find their own Excellence by changing their own system; we must stop trying to change, influence, persuade, sway, manipulate, etc. Others using our own biased beliefs to inspire them. [Personal Note: My biggest gripe with sales, coaching, training, management, leadership, etc. is that there is a baseline belief that they have the ‘right’ information that the Other needs in order to be Excellent. I reject that; we can only understand what Others are telling us through our own biases. Not to mention trying to ‘fix’ another is disrespectful and goes against every spiritual law.]. Indeed, as we see by our failures and the low adoption rate, it’s not even possible.

There are two reasons for this: because we filter everything we hear from Others as per our own programming and listening filters (biases, habits, assumptions, triggers, neural pathways, etc.), we can’t be certain that what we think is needed is actually what’s needed; Others can’t understand what we’re trying to share due to their own filters and programming.

Indeed, when we share information before the system has already shifted its internal rules and programming to include a possibility of congruent, alternate choices, it will be resisted and rejected (and possibly shut down the system) as the system has no choice but to defend itself from possible disruption.

THE STEPS OF CHANGE

I have Asperger’s, and part of my life’s journey has included making the personal changes necessary to fit in, to have relationships, to work in conventional business environments without being too inappropriate. To this end, and in the absence of the type of information available now (i.e. neuroscience, brain studies, etc.) I’ve spent decades coding how to change my own brain, and then scaling the process for others to learn. [Personal note: After working with one inside sales group in Bethlehem Steel for two years, I was introduced to the head of another group I’d be working with. Behind me, I heard the new director say to my client: ‘Is she ALWAYS like this??’ to which Dan replied, ‘Yes. And you’ll learn to love her.’ So apparently, I am still a bit odd, although it seems normal to me.]

The steps of change I’ve coded are systemic (i.e. points of activity, not content-based) and are involved in any human change (see below). Each stage is unique, and designate the touchpoints into the unconscious that enables the brain to discern for itself where, if, or how to reexamine itself for congruency. I know there is no referent for it in conventional thinking. But I’ve trained this material, with simultaneous control groups, in global corporations, to 100,000 people and know it’s viable, scalable, highly successful, and useful in any industry or conversations that encourage change. This includes sales, coaching, management, marketing, health care, family relationships and communication, negotiation, leadership.

I start with understanding that I have no answers for Another, as I’ll never live the life they’ve lived; if it’s a group or company, I’ll never understand how the internal system has been historically designed to design the output that shows up. But I trust that when systems recognize an incongruence, they will change (A ‘rule’ of systems is that they prefer to be congruent.). My job as a change agent is to teach a system how to recognize an incongruence and use its own rules to fix itself. I use this thinking to facilitate buyers through their Pre-Sales change management issues, enable coaching clients to determine how to recognize their own systemic elements to change, help leaders obtain buy-in and Systems Congruence (and notice all potential fallout points) before a project.

There are 13 steps to systemic change, all of which must be traversed before a systems is willing/able to change. Here are the 3 main categories of the steps [Personal Note: I explain each step and the navigation of change in Dirty Little Secrets: why buyers can’t buy and sellers can’t sell]:

1. Where am I; what’s missing. The system must recognize all – all – elements that have created and maintain its status quo so it can determine if/where there are incongruences. Until or unless ALL of the elements are included, there’s no ability to recognize where any incongruence might lie: when you’re standing in front of a tree, you can clearly see the leaves and veins on any particular leaf. But you cannot see the fire 2 acres away. Until the system has an ability to go into Witness/Observer, it cannot assemble the full set of relevant elements, and therefore cannot see the full fact pattern and will continue doing what it’s always done.

RULE: for any change to occur, the system must have a view of the entire landscape of ‘givens’ involved without restriction. To do that it’s necessary for both Influencer and Other to be in Observer – with no biased attachment.

2. How can I fix this myself? Systems are complete as they are and don’t judge ‘right’ or ‘wrong’. They show up every day and re-create yesterday as a way to maintain Systems Congruence. When there is a recognition of an incongruence (as per #1), all systems attempt to fix the problem themselves rather than allow anything new (and by definition incongruent) into the system.

RULE: it is only when a system recognizes it cannot fix an incongruence by itself is it willing to accept the possibility of bringing in an external, foreign solution (i.e. information, advice, new product). First it MUST first figure out how to maintain Systems Congruence and get buy-in from the elements that will be effected.

3. How can I change congruently without disrupting the functionality of the system? What elements need to shift, how do they need to shift, and what needs to happen so the system ends up congruent after change? Using the programming metaphor, the system must understand how it will still end up as a CRM app, or a toaster, if some of the coding needs to change.

RULE: until all elements that will be effected buy-in to any proposed change, the system will continue its current behaviors regardless of its problematic output (After all, that’s the way it ‘is’.)

Once you understand the steps to congruent change, you realize the inefficiency of trying to create change through information sharing, or the impossibility of trying to shift behaviors from outside.

CHANGE FACILITATION

The model I developed is a Change Facilitation model (registered decades ago as Buying Facilitation®) that teaches Others to traverse the steps of change so each element is assembled and handled sequentially. While I often teach it (and write books about it) in the field of sales to enable sellers to facilitate buyers through their ‘Pre-Sales’ steps to change management, the model is generic.

It includes a few unique skill sets that enable Others to recognize unconscious incongruence, and change themselves congruently using their own internal system. They’re different from what’s conventionally used, and need training to learn as we’ve not been taught to think this way. Indeed, there is no referent for these in conventional thinking, and like anything that threatens the status quo, often misunderstood or rejected. I can teach these skills through self-learning (Guided Study for complete knowledge, or Learning Accelerators for spot skills), group or personal training or coaching. I offer a caveat to those who try to add my ideas to their current thinking: when you add any of my ideas on top of what you’re already doing, you’ll end up with more bias, continuing the failure you’re experiencing. Here’s a description of the skills, with links to articles that offer a further explanation:

1. Systems listening: Without listening for systems, and using the conventional listened we’re trained from birth, we can only notice/listen for the content we want to hear. But everything we hear, leading to the assumptions we make, is biased. Indeed, we all speak and listen through biased filters. Always. (When I wrote/researched my book What? Did you really say what I think I heard? I was horrified to realize how little it’s possible to truly hear what others mean due to the way our filters cause us protect our status quo for stability.) Without getting into Witness/Observer to listen for systems, our listening is restricted to our own beliefs and we cannot expand the scope of what’s being said outside of our own systemic belief systems.

2. Facilitative Questions: This is not a conventional question. It does NOT gather data, or use the biases of the questioner, but point the Other’s conscious mind to the specific memory channels that direct the Other to where the most appropriate answers are stored. So:

How would you know if it were time to reconsider your hairstyle? Uses ‘how’ ‘know’ ‘if’ ‘time’ ‘reconsider’ as routes to specific memory channels, create a step back – a Witness overview – that enables the full view of givens and an unbiased scrutiny of the system.

These questions use specific words, in a specific order, to cause the Other to traverse down the steps of unconscious change by putting them into Observer and enabling them to peruse the entire landscape of givens in the order their brains won’t feel pushed or manipulated. It takes my clients about a month to learn how to formulate these. And to do so, it’s necessary to listen differently, since bias is an enemy.

3. Presumptive Summaries: These are one route to enable Others to get into the Witness/Observer stance. Used carefully, they bring our communication partners outside of their own unconscious thinking.

Patient: I just stopped taking my meds.

Doctor (Using a Presumptive Summary): Sounds like you’ve decided that either you’re no longer sick and are now healthy, or you’ve chosen to maintain your status quo regardless of the outcome.

Different from “Why do you do that?” or “But you’ll get sick again.” comments that enlist resistance or defensiveness, Presumptive Summaries just offer a mirror and allow the Other to make conscious what might have been unconscious. These must be used with knowledge and care or they can become manipulative, and will break trust.

4. Traversing the route to change: I pose Facilitative Questions down the steps of change (iteratively, sequentially) so the brain can recognize how, what, when, why, if to change, have no resistance, notice incongruences without defense, and get the buy-in and route design, for congruent change.

All of these require the influencer to have a goal of facilitating their own congruent, systemic change without the biases we usually impart (and get resistance).

I know that most change agents truly want to enable congruent, permanent change. But it’s a crap shoot if you’re using your ‘intuition’ (biased judgment), line of questions (restricting the range of possible answers), biased listening, or ‘professional’ knowledge (biased by the scope of the academic culture) to the change you believe is necessary. It’s truly possible to help Others find their own route to Excellence. It just can’t happen any other way.

If you’re interested in learning how to facilitate congruent change in others – for sales, coaching, therapy, leadership, healthcare, etc. – please let me know. I’d love to help you learn. As I face the aging process, I’m quite keen on handing over this material, developing new apps that use it, designing training, or coaching. Please contact me at sharondrew@sharondrewmorgen.com

If you wish further reading: Practical Decision MakingQuestioning QuestionsTrust – what is it an how to initiate itResistance to GuidanceInfluencers vs Facilitators.

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Sharon Drew Morgen is a Change Facilitator, specializing in buy-in and change management. She is well known for her original thinking in sales (Buying Facilitation®) and listening (www.didihearyou.com). She currently designs scripts, programs, and materials, and coaches teams, for several industries to enable true buy-in and collaboration. Sharon Drew is the author of 9 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 has worked with dozens of global corporations as a consultant, trainer, coach, and speaker. She can be reached at sharondrew@sharondrewmorgen.com 512 771 1117

June 10th, 2019

Posted In: Change Management, Communication, Listening

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disconnectOur jobs as influencers is to help Others achieve their own brand of excellence, using their own unique values and standards. Sadly, too many of us – coaches, leaders, sellers, consultants, doctors, parents – try to get Others to accede to our viewpoints and suggestions, believing we have information or solutions that offer ‘better’ choices than the ones they’ve made. We’re telling them, net, net, that we’re smarter, that we think our ideas are better than their own.

And the results aren’t pretty: we end up restricting possibility and creating resistance, conflict, antagonism, or disregard, regardless of the efficacy of what we have to offer. In this article I’ll explain why and how we end up creating the very resistance we hope to avoid, and introduce new skills to enable us to truly serve.

WE CONNECT THROUGH OUR OWN SUBJECTIVITY

Regardless of the situation, when we try to effect change using our own viewpoint or beliefs, our biases and expectations cause us to inadvertently alienate those who might need us. As a result, we ultimately influence only a percentage of those who need our help – those who already basically agree with us. Here’s how we restrict our interactions:

Biased listening: We each listen to Others unconsciously, through unique and subjective filters (biases, triggers, assumptions, habitual neural pathways, memory channels), regardless of our concerted attempts to accurately hear what’s intended. As a result, through no fault of our own, what we think we hear is often an inaccurate translation of what was meant and not what the speaker intended. So our Communication Partner (CP) might say ABC but we actually ‘hear’ ABD (And yes, we often hear something quite different than what was said although it shows up as ‘real’. Read article on how this happens.) and our brains don’t tell us we’re misunderstanding.

I wasn’t fully aware of the extent of this until I researched my book on how to hear others without bias. With the best will in the world we end up only accurately hearing, and thereby responding to, some percentage of the message our CPs intend. It’s outside of our conscious awareness. But it’s possible to remedy by listening with a different part of our brain. More on this later.

Fact #1. We hear Others through our subjective biases, assumptions, triggers, habituated neural pathways, and beliefs, causing us to unintentionally misinterpret the message intended, with no knowledge that what we think we’ve heard is mistaken. Obviously this effects both sides of a communication (i.e. Speakers and Listeners).

Subjective expectations: We enter into each conversation with expectations or goals (conscious or unconscious) thereby restricting or misinterpreting what’s been said, and often missing avenues of further exploration.

Fact #2. Entering conversations with goals or expectations (conscious or unconscious) unwittingly limits the outcome and full range of possibility, and impedes discovery, data gathering, and creativity.

Restricted curiosity: Curiosity is both triggered and restricted by what we already know, i.e. you can’t ask or be curious about something you have no familiarity with to begin with. Using our own goals to pose questions that are often biased, assumptive, leading, etc. we inadvertently reduce outcomes to the biases we entered the conversation with; our subjective associations, experiences, and internal references restrict our ability to recognize accurate fact patterns during data gathering or analysis.

Fact #3: We enable Others’ excellence, and our own needs for accurate data, to the extent we can overcome our own unconscious biases that restrict the range and focus of our curiosity.

Cognitive dissonance: When the content we share – information, ideas, advice, written material – goes against our CPs conscious or unconscious beliefs, we cause resistance regardless of the efficacy of the information. This is why relevant solutions in sales, marketing, coaching, implementations, doctor’s recommendations etc. often fall on deaf ears. We are unwittingly causing the very resistance we seek to avoid as we attempt to place perfectly good data into someone’s idiosyncratic, habituated belief system that runs different to our own.

Fact #4. Information doesn’t teach Others how to change behaviors; behavior change must first be initiated from beliefs, which in turn initiates buy-in.

Systems congruence: Individuals and groups think, behave, and decide from a habitual system of unconscious beliefs and rules, history and experience, that creates and maintains their status quo. We know from Systems Theory that it’s impossible to change only one piece of a system without effecting the whole. When we attempt to offer suggestions or advise that runs counter to the normalized system, we cause Others to risk systems congruence and internal disruption. Hence, resistance.

Unfortunately for those of us trying to effect change in Others, it’s important to remember we’re outsiders: as such, we can never fully comprehend the ramifications of adding our new ideas or solution, especially when every group, every person, believes it’s functioning well and their choices are normalized and habituated. Just because it seems right to us doesn’t mean it’s right for another. Sometimes maintaining the status quo is the right thing to do for reasons we can’t understand; sometimes change can occur only when internal things need to shift in ways we cannot assist with.

Net net, we pose questions biased by our own need to know, offer information and solutions that we want to be adopted/accepted, and focus on reaching a goal we want to reach, all of which cause resistance: without buy-in and a clear route to manage any fallout from the potential change that a new element would cause (regardless of the outsider’s belief that change is necessary), congruent change can’t occur.

Fact #5: Change cannot happen until there appropriate buy-in from all elements that will be touched by the change and there is a defined route to manage any disruption the change would entail.

We are indeed limiting all of our interactions to helping only those few who are entirely set up to change (the low hanging fruit) and failing with those who might need us but aren’t quite ready.

INFORMATION DOESN’T FACILITATE CHANGE

As influencers, we mistakenly believe that by offering ‘good’ (relevant, accurate, instructive, empirical) information, the Other will not only interpret it the way it was intended, but know how and why to use it. But our CPs can only hear us through subjective filters and may not recognize, or will feel compromised by, what we’re trying to say. Remember: Others will not considering changing in ways that challenge their status quo.

We can, however, shift from having the answers to helping others achieve their own type of excellence (regardless of whether or not it shows up looking like we envisioned). In other words, we can help our CPs change themselves. Indeed, by thinking we have the answers, by driving our own outcomes, we lose the opportunity to serve, enable real change, and make a difference.

Don’t take the need to maintain the status quo lightly. Even patients who sign up for prevention programs have a history of non-compliance: with new food plans, or recommendations of exercise programs that challenge the behaviors they have habituated and normalized (for good or bad), they don’t know how to remain congruent if they were to change. (Note: as long as healthcare professionals continue to push behavior change rather than facilitate belief change first, non-compliance will continue.)

It’s possible to facilitate the journey through our CPs own hierarchy of values and rules, enable buy-in and agreeable change, and avoid resistance – but not by using conventional information gathering/sharing, or listening practices as they all entail bias that will touch only those with the same biases.

To enable expanded and managed choice and to avoid resistance, we must first help Others recognize how to congruently change their own status quo. They may have buy-in issues or resource issues; maybe their hierarchy of values or goals would need to shift, or their rules. By focusing on facilitating choice/change first we can teach Others to achieve their own congruent change and then tailor our solutions and presentations to fit. Otherwise, our great content will only connect with those folks who already mirror the incoming data and overlook those who might have been able to change if they had known how to do so congruently.

THE SKILLS OF CHANGE

I’ve developed a generic Change Facilitation model, often used in sales (Buying Facilitation®) and coaching, that offers the ability to facilitate change at the core of where our status quo originates – our internal, idiosyncratic, and habituated rules and beliefs. Developed over 50 years, I’ve coded my own Asperger’s systemizing brain, refitted some of the constructs of NLP, coded the system and sequence of change, and applied some of the research in brain sciences to determine where, if, and how new choices fit.

Using it, Others can consciously self-cue – normally an unconscious process – to enable them to discover their own needs for change in the area I can serve, and in a way that’s congruent with the rules and beliefs that keep their status quo in place. I’ve trained the model globally over the past 30 years in sales, negotiation, marketing, patient relationships, leadership, coaching, etc. Below I introduce the main skills I’ve developed to enable change and choice – for me, the real kindness and integrity we have to offer. It’s possible to lead Others through

  • an examination of their unconscious beliefs and established systems
  • to discover blocks, incongruences, and endemic obstructions
  • to examine how, if, why, when they might need to change, and then
  • help them set up the steps and means (tactically) to make those changes
  • in a way that avoids system’s dysfunction
  • with buy-in, consensus, and no resistance.

For those interested in learning more, I’m happy to chat, train, and share. Or feel free to use my thoughts to inspire your own model.

Listening for Systems: from birth we’re taught to carefully listen for content and try to understand the Other’s meaning (exemplified by Active Listening) which, because of our listening filters, often misses the underlying, unspoken Metamessage the speaker intends. By teaching the brain to disassociate and listen broadly rather than specifically, Systems Listening enables hearing the intended message at the root of the message being sent and supersedes all bias on either end. For those interested, read my article on how our listening restricts our worlds.

Facilitative Questions: conventional questions, used to gather data, are biased by the Speaker and interpreted in a biased way by the Responder. The intent of Facilitative Questions (FQ) is to lead listeners through a sequential discovery process through their own (often unconscious) status quo; not information focused and not biased, they are directive, and enable our CPs to discover for themselves the full range of elements they must address to achieve excellence. Here is a simple (out of sequence) example of the differences between conventional questions and FQs. Note how the FQ teaches the Other how to think:

1.   Conventional Question: Why do you wear your hair like that? This question, meant to extract data for the Speaker’s use, is biased by the Speaker and limits choices within the Responder. Bias/Bias

2.   Facilitative Question: How would you know if it were time to reconsider your hairstyle? While conventional questions ask/pull biased data, this question sequentially leads the Other through focused scans of unconscious beliefs in the status quo. Formulating them requires Listening for Systems.

Using specific words, in a specific order, to stimulate specific thought categories, FQs lead Others down their steps of congruent change, with no bias. Now we can be part of the process with them much earlier and use our desire to influence change to positive effect. We can actually help Others help themselves.

Steps of change: There is a habitualted, idiosyncratic hierarchy of people, rules, values, systems, and history within each status quo. By helping our CPs navigate down their hierarchy they can discover and manage each point necessary to change without disruption or resistance. Until they know how to do this – and note, as outsiders we can NEVER understand this – they can take no action as their habitual functioning (their status quo) is at risk. Offering them our information is the final thing they’ll need when all of the change elements are recognized.

To me, being kind, ethical and true servants, being influencers who can make a difference, means helping Others be all they can be THEIR way, not OUR way. As true servant leaders and change agents we can facilitate real, lasting change and then, when Others know how to change congruently, our important solutions will be heard.

___________________

Sharon Drew Morgen is the developer of Buying Facilitation®, a generic change management model used to facilitate congruent change. She is the author of 9 books, including one NYTimes Business Bestseller (Selling with Integrity), an Amazon Bestseller Dirty Little Secrets: why buyers can’t buy and sellers can’t sell and her newest book What? Did You Really Say What I Think I Heard?  which unravels the gap between what’s said and what’s heard. Sharon Drew has trained Buying Facilitation® to many global Fortune 500 companies; she is a speaker, trainer, and coach. To contact Sharon Drew: sharondrew@sharondrewmorgen.com 512-771-1117 Visit her award winning blog and read original content from an original thinker with 1600 articles: www.sharondrewmorgen.com

June 7th, 2019

Posted In: Communication, Listening

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