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Suggest You - Eliminate Misunderstandings -- Outcome-Based Conversations Save The Day
Regardless of all the statements and talk about what is the oldest profession in the world, drafting is the only profession that historically can be documented.Drafting can be defined as a descriptive way to deliver an idea through the use of illustrations and drawings that show in detail the process of turning the idea into reality. This process dates back to thousands of years ago when primitive drafters illustrated on the walls of caves the processes by which they lived, hunted, worshipped, and died.Since that time, this process has changed little except for the drafting supplies and tools used to draw, paint, and preserve the illustrations. The greatest changes are noted during th
Eliminate Misunderstandings Page 3
Summary of Outcome-Based Conversation:
1. Stop and think. What do you really want to happen? Who is involved? What is their situation, and what will they need from you? How can you make their life easier? What other options are available, that will help you achieve your goal?
2. Keep the focus and tone positive. If your employee hasn't delivered on time in the past, help that person set interim deadlines, and create a support structure so they can deliver this time.
3. What is in it for your employee? A little verbal appreciation goes a long way.
4. Set deadlines and checkpoints, both for yourself, and your team members. This way, you will
The festivities of the holiday season manifest even in the most focused of workplaces. Most workplaces have their own holiday traditions: formal holiday parties, lunchtime cookie swaps, Secret Santa exchanges or all of the above. But for those companies looking for a special way to celebrate the spirit of the season, why not consider adopting a family for the holidays?There are a number of compelling reasons to incorporate the Adopt-a-Family tradition into your workplace's holiday festivities. For one, it's truly a feel-good endeavor. What could be a better way to celebrate the holidays than by assuring that less fortunate children are able to have a wonderful day, too? Beyond that, ad
Because she knew she had good people in the positions, we helped her look at her part in project leadership and conveying a vision to her team.
She already successfully uses "outcome-based strategy" for project planning. This involves the following steps: Think through the outcome you want and the benefits you'll receive. Then think through the outcome the customer or employee receives, including what they want, and the benefits to them.
The missing piece of this puzzle is "Outcome-Based Conversations". The same key issues Mary knew so well from her strategy or sales processes can also be applied to her communication process...not just with customers, but also co-workers, employees, and family members!
Build the Outcome
Let's say you need to ask a co-worker to help you with a project. Take five minutes to think about the end result you want--what is the ideal outcome? What is the worst-case outcome? What would it mean to you to achieve either one?
Let's go back to our example:
Mary needs her marketing department to develop some material for a crucial presentation to their client. In the past, Mary would make a quick phone call, or catch the marketing person in the hallway, briefly give the requirements...and run off to the next meeting (time is valuable, after all!). The marketing person, recognizing that his time is valuable, tosses the request on top of his stack of other "urgent requests" and moves on to his top priority (which at this point isn’t Mary, understandably).
Eliminate Misunderstandings Page 2
This time, Mary takes an "Outcome Based Conversation" approach. First, she pictures exactly what she would like to have the outcome to be. In this case, she will have a brochure that describes the new product, some pictures, a sample, all the prices, and a PowerPoint presentation. She sees herself giving the presentation, and realizes that she missed including the manufacturing division, so she includes that person in the process. Now she goes back to the visualization. The presentation goes smoothly, the customer loves the product, Mary makes the sale, and can now afford to go on vacation.
She lists everything she needs and who will be needed to provide it. To guide her thinking, she asks herself these questions: What will this sale mean to the employees involved? How will they benefit? What's in it for them? Why is her request more important than all the other work that is piling up? Can they possibly fit hers request into their schedule? If they can't get it in, what other options can Mary choose to get her presentation ready?
She then creates a timeline, which includes interim deadlines and checkpoints.
Now she again thinks through what this means to the others involved, and why they will make the time to get her project done. How can she recognize the others for doing their job? Is simple "thanks" enough, or would a little verbal appreciation be appropriate. When she closes the sale, maybe she'll send a treat basket or bring in a pizza for everyone involved.
Finally, Mary thinks through the phrasing she'll use. She knows, "Get this done or else!" won't work, and she also knows the team members are quite busy. With this in mind, Mary approaches the conversation with a friendly tone, "I need your help--can you find ten minutes today to talk about a project that will help us reach our numbers?"
This way, her team member can enter the deadlines on the calendar, fully understand the scope and importance of the project, and Mary can even offer to make a quick reminder call to the team member before the deadline.
Mary reported that, at first, this process seemed unnecessary and unwieldy, but she quickly discovered that the preparation resulted in a smooth delivery of the needed materials. In fact, it went so smoothly that Mary's results started to climb after years of stagnation. She now has time to focus on the big picture instead of rushing around just before a deadline.
Eliminate Misunderstandings Page 3
Summary of Outcome-Based Conversation:
1. Stop and think. What do you really want to happen? Who is involved? What is their situation, and what will they need from you? How can you make their life easier? What other options are available, that will help you achieve your goal?
2. Keep the focus and tone positive. If your employee hasn't delivered on time in the past, help that person set interim deadlines, and create a support structure so they can deliver this time.
3. What is in it for your employee? A little verbal appreciation goes a long way.
4. Set deadlines and checkpoints, both for yourself, and your team members. This way, you will
Giving business cards is an art, not only because they are needed to be considered successful or because, in fact, they represent your corporate or professional identity, but also as an opportunity to impact your existing or prospective customers, and stay in touch with them, helping you to deal confidently.The scope of business etiquette includes considerations that many professional ignore, or simply do not pay enough attention in the belief that a business card is just a small paper rectangle with a name and phone numbers to introduce yourself.Color business cards demonstrate that there is something else beyond a simple paper cut; otherwise, they simply would not exist. Certainly,
Build the Outcome
Let's say you need to ask a co-worker to help you with a project. Take five minutes to think about the end result you want--what is the ideal outcome? What is the worst-case outcome? What would it mean to you to achieve either one?
Let's go back to our example:
Mary needs her marketing department to develop some material for a crucial presentation to their client. In the past, Mary would make a quick phone call, or catch the marketing person in the hallway, briefly give the requirements...and run off to the next meeting (time is valuable, after all!). The marketing person, recognizing that his time is valuable, tosses the request on top of his stack of other "urgent requests" and moves on to his top priority (which at this point isn’t Mary, understandably).
Eliminate Misunderstandings Page 2
This time, Mary takes an "Outcome Based Conversation" approach. First, she pictures exactly what she would like to have the outcome to be. In this case, she will have a brochure that describes the new product, some pictures, a sample, all the prices, and a PowerPoint presentation. She sees herself giving the presentation, and realizes that she missed including the manufacturing division, so she includes that person in the process. Now she goes back to the visualization. The presentation goes smoothly, the customer loves the product, Mary makes the sale, and can now afford to go on vacation.
She lists everything she needs and who will be needed to provide it. To guide her thinking, she asks herself these questions: What will this sale mean to the employees involved? How will they benefit? What's in it for them? Why is her request more important than all the other work that is piling up? Can they possibly fit hers request into their schedule? If they can't get it in, what other options can Mary choose to get her presentation ready?
She then creates a timeline, which includes interim deadlines and checkpoints.
Now she again thinks through what this means to the others involved, and why they will make the time to get her project done. How can she recognize the others for doing their job? Is simple "thanks" enough, or would a little verbal appreciation be appropriate. When she closes the sale, maybe she'll send a treat basket or bring in a pizza for everyone involved.
Finally, Mary thinks through the phrasing she'll use. She knows, "Get this done or else!" won't work, and she also knows the team members are quite busy. With this in mind, Mary approaches the conversation with a friendly tone, "I need your help--can you find ten minutes today to talk about a project that will help us reach our numbers?"
This way, her team member can enter the deadlines on the calendar, fully understand the scope and importance of the project, and Mary can even offer to make a quick reminder call to the team member before the deadline.
Mary reported that, at first, this process seemed unnecessary and unwieldy, but she quickly discovered that the preparation resulted in a smooth delivery of the needed materials. In fact, it went so smoothly that Mary's results started to climb after years of stagnation. She now has time to focus on the big picture instead of rushing around just before a deadline.
Eliminate Misunderstandings Page 3
Summary of Outcome-Based Conversation:
1. Stop and think. What do you really want to happen? Who is involved? What is their situation, and what will they need from you? How can you make their life easier? What other options are available, that will help you achieve your goal?
2. Keep the focus and tone positive. If your employee hasn't delivered on time in the past, help that person set interim deadlines, and create a support structure so they can deliver this time.
3. What is in it for your employee? A little verbal appreciation goes a long way.
4. Set deadlines and checkpoints, both for yourself, and your team members. This way, you will
I address this article to businesses, associations, non-profits and public entity managers seeking a direct connection between the money they're planning to spend on public relations, and the achievement of their organizational objectives.We can save a lot of time - you and I - if we can agree on one point: I believe that deep down - and I mean DEEP down - most chief executives understand that doing something about the behaviors of their most significant external audiences can rank in importance right up there with increased sales and earnings. Whether they do anything about it or not is another question. But I believe many sense - as do legislators who know they cannot govern w
She lists everything she needs and who will be needed to provide it. To guide her thinking, she asks herself these questions: What will this sale mean to the employees involved? How will they benefit? What's in it for them? Why is her request more important than all the other work that is piling up? Can they possibly fit hers request into their schedule? If they can't get it in, what other options can Mary choose to get her presentation ready?
She then creates a timeline, which includes interim deadlines and checkpoints.
Now she again thinks through what this means to the others involved, and why they will make the time to get her project done. How can she recognize the others for doing their job? Is simple "thanks" enough, or would a little verbal appreciation be appropriate. When she closes the sale, maybe she'll send a treat basket or bring in a pizza for everyone involved.
Finally, Mary thinks through the phrasing she'll use. She knows, "Get this done or else!" won't work, and she also knows the team members are quite busy. With this in mind, Mary approaches the conversation with a friendly tone, "I need your help--can you find ten minutes today to talk about a project that will help us reach our numbers?"
This way, her team member can enter the deadlines on the calendar, fully understand the scope and importance of the project, and Mary can even offer to make a quick reminder call to the team member before the deadline.
Mary reported that, at first, this process seemed unnecessary and unwieldy, but she quickly discovered that the preparation resulted in a smooth delivery of the needed materials. In fact, it went so smoothly that Mary's results started to climb after years of stagnation. She now has time to focus on the big picture instead of rushing around just before a deadline.
Eliminate Misunderstandings Page 3
Summary of Outcome-Based Conversation:
1. Stop and think. What do you really want to happen? Who is involved? What is their situation, and what will they need from you? How can you make their life easier? What other options are available, that will help you achieve your goal?
2. Keep the focus and tone positive. If your employee hasn't delivered on time in the past, help that person set interim deadlines, and create a support structure so they can deliver this time.
3. What is in it for your employee? A little verbal appreciation goes a long way.
4. Set deadlines and checkpoints, both for yourself, and your team members. This way, you will
Finding the right mortgage lead company to work with these days can be quite a task for mortgage brokers and loan officers.When looking for the right mortgage lead company, you are basically looking for the right mortgage lead, the kind of mortgage lead that produces applications.We all want mortgage leads yesterday, but to find the mortgage lead that will produce an application takes time and research.There are a million mortgage lead companies to choose from these days so take the time to read their web sites and call them and speak with someone in customer service or sales.To find the mortgage leads that produce, you first want to find where the mortgage lead companie
Finally, Mary thinks through the phrasing she'll use. She knows, "Get this done or else!" won't work, and she also knows the team members are quite busy. With this in mind, Mary approaches the conversation with a friendly tone, "I need your help--can you find ten minutes today to talk about a project that will help us reach our numbers?"
This way, her team member can enter the deadlines on the calendar, fully understand the scope and importance of the project, and Mary can even offer to make a quick reminder call to the team member before the deadline.
Mary reported that, at first, this process seemed unnecessary and unwieldy, but she quickly discovered that the preparation resulted in a smooth delivery of the needed materials. In fact, it went so smoothly that Mary's results started to climb after years of stagnation. She now has time to focus on the big picture instead of rushing around just before a deadline.
Eliminate Misunderstandings Page 3
Summary of Outcome-Based Conversation:
1. Stop and think. What do you really want to happen? Who is involved? What is their situation, and what will they need from you? How can you make their life easier? What other options are available, that will help you achieve your goal?
2. Keep the focus and tone positive. If your employee hasn't delivered on time in the past, help that person set interim deadlines, and create a support structure so they can deliver this time.
3. What is in it for your employee? A little verbal appreciation goes a long way.
4. Set deadlines and checkpoints, both for yourself, and your team members. This way, you will
Some say the secret to being a good presenter is to visualize the audience naked. I say if you really want to be a great speaker, it’s the speaker who must strip for the audience.Great speakers and presenters are not afraid to bare their souls to the audiences. They strip away their masks and illusions allowing audiences and prospects to see them for whom they are. Audiences walk away not only with increased knowledge but some insight into the presenter as a person.Whether our goal is to sell, educate, or inform every speech or presentation has a goal, and key to reaching that goal is generating trust. In order to trust us, people must know us, like us, and believe we are credible
Eliminate Misunderstandings Page 3
Summary of Outcome-Based Conversation:
1. Stop and think. What do you really want to happen? Who is involved? What is their situation, and what will they need from you? How can you make their life easier? What other options are available, that will help you achieve your goal?
2. Keep the focus and tone positive. If your employee hasn't delivered on time in the past, help that person set interim deadlines, and create a support structure so they can deliver this time.
3. What is in it for your employee? A little verbal appreciation goes a long way.
4. Set deadlines and checkpoints, both for yourself, and your team members. This way, you will be relaxed and on top of things, instead of scrambling at the last minute.
5. Think through your phrasing, and ask your employee to explain what they heard you say. This technique allows you to correct any misconceptions before they become problems. Keep it light and fun. You'll be delighted with your results!
A man who does not think and plan long ahead
will find trouble right at his door.
Confucius
BC 551-479 Chinese Ethical Teacher Philosopher
For every minute spent in organizing, an hour is earned.
Unknown
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