How You Can Become a Conversation Rockstar

So much about life revolves around effective communication.

As a primary research expert, I am always looking to for ways to motivate others to share. You need to understand what makes them comfortable to share.

Traci Brown Persuasion PointI recently read Traci Brown’s book, Persuasion Point: Body Language and Speech for Influence. While the book focuses on closing sales deals, the same tactics will work to promote sharing when conducting competitive intelligence collection or win/loss interviews. I will focus on speech, since we are often conducting these interviews over the telephone, so we don’t have the benefit of seeing the other person, although we can surely sense beyond their words.

One quick and easy way to start the connection is to match their speed and tone of speech. This also pushes you over to their side by being flexible, and forgetting about yourself.

Traci describes four communication preferences:

  • Visual
  • Auditory
  • Kinesthetic
  • Auditory Digital

First, figure out your own communication preference, so you learn how to modify your language, tone and pace to match the other person’s communication preference. If you don’t, you’re apt to lose them in your conversation.

Visual people are quick as they are often competent and confident. They think and speak quickly. If you slow down, their mind will wander. They require less detail to process information, and when they change the subject you know they are ready for the next topic. They are interested in how things look or will look. They often focus on the future and have a big picture, strategic focus. They can easily think other are idiots. They are judgmental, very observant and don’t automatically like you or your ideas until you prove yourself.

Words/phrases to use: see, look, appear, show, dawn, view. “I see what you’re saying. It’s unclear. How does this look to you?”

Auditory people learn by listening, and are interested in how things sound. They are easily distracted by noise. Tone of voice is important, and they can be hurt by the wrong tone. They like sequence and order and to be told how they’re doing. They are less interested in how things look, and live in the here and now. Structure kills them as they like freedom. A plus is they automatically like you and your idea.

Words/phrases to use: hear, listen, sound, harmonize, music. “I hear you. That rings a bell. How does this sound? Clear as a bell.”

Kinesthetic people tend to speak slowly, in long phrases and breathe deeply. Slow your speech if you’re a fast talker and be patient as conversations tend to be longer. Listen for their deep feelings to emerge slowly. They’re often in occupations that use their hands: carpenter, chef, mechanic, artist.

They need more extensive detail to process information, and respond to touch. They tend to like you and your ideas, a plus. Like Auditories, they live in the here and now.

Words/phrases to use: feel, touch, grasp, get a hold of, slip through. “Does it feel right? Do you grasp this idea?”

Auditory Digital people like detail, structure and order. They are often lawyers, computer programmers, engineers or financial professionals. They often exhibit characteristics of the other three communication preferences.

They tend to be smart, curious and know a little about most things. They can operate in their own head, are often judgmental and don’t necessarily like you or your ideas, until you objectively prove yourself.

Words/phrases to use: think, learn, process, understand, learn. “So does this make sense to you? This is a great way to learn. Do you think this is a good idea?”

In reality, many people jump among these communication preferences depending on what you’re talking about. Sometimes you can’t detect a communication style quickly enough in a telephone conversation. So pepper words of each of the communication preferences, and note what they seem to resonate most by listening to their tone and words.

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Motivation: Treat Them the Way They Want to Be Treated

I have been conducting primary research collection interviews for over 25 years. I am most fascinated by what motivates people to share, and how to figure this out quickly, especially during a telephone conversation where you don’t have the benefit of body language. Contrary to what I have been taught: “Do not treat others like you want to be treated.” Treat them the way THEY want to be treated. Give or ask for information in a way that they are comfortable hearing the message.

For years, I relied mostly on the Myers Briggs personality types to gauge how people were motivated. However, I think that DiSC Behavioral Styles as developed by Dr. William Marston, are a better indicator of how you should best communicate with people in conversation. There are 4 personality types: Dominant (driver), Influencer (socializer), Steady (relater) Compliant (thinker). The focus of DISC is to understand the behavior, fear and motivation people exhibit in communication.

DISC Styles

In intelligence, we think about Johari’s Window as a model for knowledge acquisition as we gather data by talking to individuals. We consider what we do and don’t know as we seek to fill the gaps of our knowledge: what we know with certainty; what knowledge we have that needs to be verified; what we don’t know that will be hard to find; and what is simply the vast unknown.

I have applied this model to classifying those we talk to in the collection process. It’s helpful to be aware of their pre-disposition towards sharing versus what they know.

1. Egocentric: They are “know it alls,” who really don’t know that much, but have this need to let us know they are an expert and are always right. These are dangerous sources, and often want to linger on the telephone conversation. I guess they aren’t listened to enough or respected by their co-workers.

2. Deeply Knowledgeable: They are experts with deep knowledge about our research topic. They don’t have the need to be “right” like Egocentrics. They just know and pull information from their brain. They recognize the value of what they know, so might be reluctant to share when you probe deeply, especially if they feel you are querying about proprietary, sensitive information. People in the legal field and finance are often this way.

3. Intellectual: They are knowledgeable, but unlike the Deeply Knowledgeable, they don’t recognize the value of what they know and will share freely. They may suffer from low self esteem, which motivates sharing or they may not realize the value of they know, since this is what they do and they assume everyone knows what they know. Technical and scientific people often fall into this category, as they are highly focused in what they know and love to talk about it. They often have passion for what they do, and are happy to talk with anyone who will listen. They are often proud of their knowledge and might seek recognition from you during the conversation. But beware, you better know something about their expertise and their professional vocabulary or they will not open up much. Although not thought of as Intellectual, people in sales and marketing tend to be chatty, and often know a lot about products, how they’re marketed and sold, and about future products.

4. Helper: Many in America want to help, even if they don’t know. Helpers will try to answer your questions, but their knowledge is shallow, and what they share is incomplete and inaccurate. When you probe more deeply, you find this out. I tend to have shorter conversations with Helpers, but I do leave them feeling good about themselves. If I sense they are open, I will ask if they can refer me to a more knowledgeable source, especially when they admit, “I really don’t know,” when I probe more deeply. They sometimes give great referrals since they feel guilty that they couldn’t have helped more. They can be anywhere in the company.

Armed with elicitation skills–and an awareness of the person’s DiSC behavior and their pre-disposition towards sharing versus what they know– is very empowering for you whether interviewing people at trade shows, through cold calls or win loss interviews.

Competitive Intelligence Software Integrated into Salesforce.com

Compelligence recently introcompelligenceuced the Compelligence App which is competitive and market intelligence software that integrates seamlessly within Salesforce.com. It builds off the strengths of Salesforce.com in that it helps sales close more deals since it extends the reach of Salesforce.com to include data from the competitive marketplace.  Armed with this information at their fingertips, account reps have even more time to sell. Typically, sales people and others populate the fields at various points in the sales cycle, most notably at the conclusion of the sale in conjunction with reporting results in the Salesforce.com world. This information is shared with the sales force, but can also arm marketing and competitive intelligence personnel with current information about customers, competitors, suppliers and partners as well as market trends. The Compelligence solution enables sales teams to win competitive deals faster by providing them with on-demand, customized sales strategies that are tailored to each deal.

The Compelligence App is the only app on the market that can provide sales people with customized competitive sales strategies directly within Salesforce.com.  By simply specifying the products or services that a customer is considering, the sales person is given guidance that includes:

  • Detailed competitive product or service comparisons
  • Highlighted strengths and weaknesses
  • Competitive sales positioning guidance
  • Access to relevant content and news

When I interviewed Mitch Emerson, Compelligence President and Co-Founder, he said, “We really believe our strongest unique capability is Dynamic Comparison, where we can determine relative strengths/weaknesses between sets of specified products or between products and the rest of the industry in general.  We are building this into a feature that will allow the system to create customized silver bullet lists for each sale.” Anyone who has sold or supported sales knows that silver bullets are what sales people crave, and they do help them close deals.

Mitch Emerson

Mitch Emerson

When I first read about this Compelligence App I thought, “Finally, a nice place to park the results of win loss interviews and the analysis in a place where sales, marketing and product developers can access it right in salesforce.com, a software they already know and use.” My customers have been screaming for this capability. Compelligence captures so much more, such as data from suppliers, partners and how the various players are positioning themselves in the competitive marketplace. Not only will Sales win more deals and improve retention rates with existing customers: product developers, marketing and competitive intelligence people will be armed with a real-time flow of data from customers and sales people that previously was not shared dynamically at best, and in many cases not shared at all.

The Compelligence solution is being used at Hill-Rom, a leading worldwide manufacturer and provider of medical technologies and related services for the health care industry. Another customer is electronics manufacturer, Jabil. The product is in beta trial at a major financial services company as well.

Compelligence’s CI software is available as through the Salesforce1 App exchange. You can walk through the demo and take it for a test drive.

Put your request here for a more detailed walk through with the Compelligence team. Mitch Emerson or one of his staff will provide the demo and answer your questions right on the spot.

Benefit from Analog Communication aka Conversation

When you rely solely on the Internet and social media as sources of intelligence, you just have your interpretation of what you think is going on. You perpetuate your blind spots, which we all have. That’s why I like to engage in conversation with others when I seek information for important things in my life, such as where I will attend school. I have almost completed my health study at the Institute for integrative Nutrition (IIN) to become a certified health coach. I am so pleased with how much I have learned in just a year’s time. IIN is the largest nutrition school in the world and I found them on the Internet.

health coaching IINBeing a long time researcher, I was skeptical that I could learn enough in one year to be an effective health coach. I found other programs on the Internet including a couple in Colorado not too far from home that were 2 years programs. I spoke to people at one of the programs, and since the other didn’t respond to my call, they were disqualified. I interviewed people at out of state health programs. When I spoke to people at IIN, they answered my questions thoroughly and were professional. A former student is assigned to you when you telephone IIN. She ended our call by telling me that I would have a transformational year if I attended IIN as that was her experience. “Yah right,” I thought. I did, but that’s a conversation for another time.

The point is while I found the program on the Internet, this was an important decision for me, so I reached out to several people before I settled on IIN. At my age, I also favored a one year program, since I was anxious to get my new coaching business launched, Naylor Wellness, which will focus on corporate wellness programs.

It’s a relief to me that leadership in America is stressing the importance of conversation. Perhaps there is some correction from the imbalance and overreliance of digital connections to provide us with the answers we seek in our personal and business lives.

Here is what a couple of leaders have shared about conversation versus email communication:
According to Diego Rodriguez, Partner at IDEO, “Here’s the truth: when it comes to making stuff happen, email can’t hold a candle to talking. The root issue is that email makes it difficult to recognize critical communication signals such as humor, fear, anger, defensiveness, kindness, curiosity… Empathy gets stymied. The generative give-and-take of an in-person conversation devolves into a disjointed, inefficient volley of keyboard strokes.

There’s a productivity hack that riffs on that age-old military saying, “never stand when you can sit”:

* Never email when you can call
* Never call when you can video chat
* Never video chat when you can face-to-face

Whenever possible, talk. Listen. Talk some more. Digest. And then talk again.

Yes, plain old talking is the ultimate productivity hack in situations involving anything beyond your quotidian routine. Why? Because crafting solutions to new problems demands the highest fidelity communications possible. Success comes from grappling with the most important issues via the energetic collaboration of warm-blooded human beings, each a wonderful mélange of hopes, fear, talents, and foibles.” (Excerpt from LinkedIn’s Productivity Hacks: More Talk Less Type.)

Another LinkedIn influencer, Ilya Pozin, Founder of OpenMe and Ciplex recommends that people skip social media and pick up the phone as a way to improve productivity and reduce distractions. “Let’s be honest, sometimes the quickest route to information is to actually just pick up the phone. The typical employee sends about 43 emails per day and receives a whopping 130 messages. Instead of wading through a never-ending deluge of emails, picking up the phone can be a much faster and more personal way of getting the information you need. Not only will you be building connections with your coworkers, you’ll be cutting down on your distraction-filled inbox.” (Excerpt from LinkedIn Productivity Hacks: 6 Ways to Fight Distractions).

I have certainly found the conversation to be a useful conduit to great information in my competitive intelligence practice, and wonder what others think.

How to Incent Sales to Share Competitive Intelligence

Last week I read Using Your Sales Force’s Competitive Intelligence Wisely. The source of this sales intelligence is business customers, and the reps who are the most likely to receive it are those who have formed strong customer relationships and focus on long-term customer satisfaction and placing the customer’s needs first while developing solutions to help the customer to reach their goals. These are the sales people that go above and beyond to help the customer.

Armed with this competitive information, a flexible rep will adapt their selling style and work on better solutions for the customer. Low-adaptive sellers often fail to use customer information to more strongly position a product to meet the customer’s needs, so the customer gets a negative impression of the company’s products, and also don’t see the value of sharing so they stop.

The value of good intelligence through the sales channel is precious to those in product development, strategic planning, marketing and customer service. However, it can be challenging to get sales to share with marketing, the obvious conduit to push good data to other sources in the company. The article suggested that engaging sales in collaboration to develop the company’s strategy can promote communication.

SharingLearningTogetherThe key to success in communication to and from sales is to understand your company’s sales culture, and what might be fun and engaging for them to be cooperative in sharing what they learn in a timely manner. Sales has a shorter term focus than most in the company, and they keep score so you need to give to get. At the very least, you need to thank them publicly within the company, and show them how better decisions for product development or marketing strategy were modified for the better, thanks to an individual sales person’s contribution. They also love publicity about a big sale that was made. Perhaps a competitive tidbit that they learned or shared, helped make the sale.

Go to where sales is to get them to engage. Sales managers communicate at least weekly through a teleconference or digitally on what’s happening. Become a part of this process by contributing content that sales values. Most value news about their customers that you dig up. That gives them an excuse to make another sales call and look knowledgeable. Sales people like to look good and be in the know. They also value information from their peers. Maybe you can facilitate more sharing among peers, even informally.

Most companies have annual or quarterly sales meetings. Insert yourself as a speaker, a panelist, an attendee, however you can best serve them.

Many sales people travel extensively, so they have time in the car or airplane to write, tape or text about what they’re learning. This is when they learn the good stuff: make communication easy for them. Some companies let them call in and leave a recording of what they learn or maybe even a human being answers the telephone and engages in conversation to promote even more real-time intelligence sharing. Others use a text bulletin board.

Many do sharing through their sales force management software since sales uses this extensively in the course of doing business. While this sharing might not be in-depth, it is usually enough for the intuitive person to probe deeper with select sales people and detect patterns that sales alone might not have put together. Their job is to make the sale, not to put all the marketing pieces together. This is something you can share back with sales and sales management. If you get sales management on your side, good sales people will often cooperate.

Exercise your creativity to incent sales to share. A colleague had a PC bag designed that was truly classy. She would give them out sparingly to sales people who gave her excellent leads. They became a status symbol and it was common for the sales person to display the bag in his office rather than use it.

You can have a contest each quarter and give the winner gift certificates on Amazon, dinner for 2, a sporting event, something that you know they will enjoy. You cannot compete with the money they make on the commission plan, but they appreciate the recognition and the treat.

When I worked with sales, they most appreciated that I was responsive to them when they were in touch for competitive data, since many others were not. In return, they supplied me with incredible competitive information. However, this took a couple of years to develop as it takes time to build relationships and you have to earn their trust.

Be creative in how you communicate with sales. Change up your ideas and keep them fresh. Recognize how many touch points you can have with sales, and where you can be the most useful. I guarantee they will open up over time.

Improve Your Win Loss Analysis Skills: IntelCollab Webinar

Ellen Naylor & Arik Johnson

Ellen Naylor & Arik Johnson

I have been doing competitive intelligence since 1985. Win/loss interviews and analysis, are still one of my favorite tactical collection techniques. This is a low cost form of primary collection which always provides a high return for improving your company’s bottom line. Who better than your customers and those who decided on a competitor to tell you what you are doing well and what you need to change?  I have noticed that actions taken from win loss analysis are particularly effective at improving customer retention. Retaining customers is more economic than obtaining new ones.

Yet many companies still don’t include win loss analysis as part of their sales process:

  • They think they are conducting win/loss interviews, and they aren’t. Sales fills out a few reason codes for the win or loss, and that passes for win loss analysis…NOT
  • Sales doesn’t want any part of this process since it challenges their egos and they fear this customer connection by an outsider will jeopardize their customer relationship
  • The company doesn’t want to change how it’s doing business. Win/loss analysis provides ammunition around behaviors, product features, and so much more, which if changed will improve sales results
  • Ignorance. Some companies have no idea how much valuable information their customers/non customers will share, if only they ask.

What are the traits of someone who masterfully conducts win loss interviews?

#1 Be organized. Make sure you have all the relevant facts around the sale or lost business, before you dial. Share your process for conducting win loss interviews with those in marketing and sales who need to know. They need to understand why you are calling their customers, how this process works, and that this form of communication is not a threat to their livelihood. On a cooperative note, include their good ideas in win loss interviews to their customers/prospects.

#2 Be grounded before you dial. I take some deep breaths, and think, “I want this person to feel better about themself at the end of our call than they do when they pick up the telephone.” Intention is powerful and people sense this immediately, and tend to engage unless they’re really tied up.

#3 Be sensitive to those you’re calling. Make sure you are calling at a good time. I can always tell without asking since they’re usually agitated when the time is bad. Be punctual and stick to the prearranged length for the call unless you sense they are in the sharing mode, and you don’t want to interrupt their flow. Often they are venting, and I would rather they vent to me than to their sales rep.

#4 Find that balance between professional, curious and somewhat playful. This is a fine line. People enjoy sharing with people who are interested in them, and at the same time don’t take themselves too seriously. Most people like a little humor. I find that just smiling as I am speaking on the telephone leads to more sharing on the other end.

#5 Be persistent. We conduct these interviews over the telephone, and many people view telephone conversation as an unwelcome interruption to their work flow. You need to figure out the best way to get that person to pick up their phone and engage with you. I start by creating a compelling email to get their attention, and then follow up with those who don’t respond, however it best makes sense. It’s different with everyone, so follow your intuition. In some cases, they don’t want to connect, so let it go. In other cases, they will say they have very little time, and once they start talking, you almost have to cut them off.

#6 Be a good listener, but guide the conversation. This is a most important trait for all collection conversations. Lay aside your ego, and let them broadcast theirs.

If you want to learn more about the value of conducting win loss analysis; how to do it; and what you can expect to learn, please join host, Arik Johnson, Founder of Aurora WDC, and me, President of The Business Intelligence Source, on September 4 for a webinar at Noon Eastern US time.  It’s free to attend. Details including sign-up here. I will speak for a half hour, then we will open up the discussion to you.

Get your free copy of the most comprehensive list of competitive intelligence books with links to purchasing them. One of my favorite books on win loss analysis is Win Loss Reviews: A New Knowledge Model for Competitive Intelligence by Rick Marcet.

Be notified when our book, Win/Loss Analysis: How to Capture and Keep the Business You Want is published.

Cooperative Intelligence: Kindness in Competitive Intelligence

George Saunders

George Saunders

Earlier this month several sources including Tom Peters and The NY Times publicized What I regret most in my life are failures of kindness. This was author, George Saunders‘ key point in his graduation remarks to students at Syracuse University. There is some validity to Huffington Post Mitch Joel’s remark, “We go to work and turn from kind loving family members, friends and community citizens into military generals who use warring terms to get through the work day (“let’s crush the competition!”).

There has been a lively discussion on the Association for Strategic Planning’s-ASP-LinkedIn Group around the conflict between the profit motivation in business and kindness based on Mitch’s article, “In Business, You Can Still Be Kind.”

Jim Sinegal

Jim Sinegal

Kindness comes in many flavors. I feel Jim Sinegal, former CEO and Founder of Costco, was a kind leader with a longer term outlook for financial profitability, growth and relationships. He put into place kind practices to employees and customers, which over time have benefited stockholders. Costco takes good care of its employees financially and has more of a big brother culture. They pay employees well above the minimum wage that the competition pays, and provide decent health benefits. Recent customer surveys place Costco among the top companies in America.

No, I don’t think there needs to be a conflict between kindness and good financial results. That more gruff, “I gotta win at your expense mentality,” does proliferate many business deals and corporate cultures, but it doesn’t need to.

That’s how I came up with the idea of cooperative intelligence almost 10 years ago. I heard colleagues in the competitive intelligence world complain that senior managers would not listen to what they shared. They ignored their good advice around the competition, the competitive landscape, disruptive technologies—all the good stuff they collected.

Cooperative Intelligence: Leadership

Many had not figured out how to give executives the information and tools they needed to make the decisions at hand or perhaps in a format that executives could devour. It’s back to having an attitude of kindness. Rather than pushing out what you think is “good stuff”, have conversations with executives to find out what they need, when they need it and why they need it. Sounds simple, but it’s not especially in large companies, since everyone else is vying for senior management’s attention.

So you need to be patient, and serve those people in your organization who more readily appreciate and understand competitive intelligence. Don’t worry, over time, the executives will find out about your good work.

Cooperative intelligence is kindness: you give without an expectation of something in return. People realize that you genuinely want to help them in their work. After all, competitive intelligence is a support function. You need to keep giving, and eventually those you support will provide you with great tidbits on the competitive environment since your giving is infectious, and they just can’t help themselves. This has been my experience in setting up competitive intelligence programs since 1985. People are attracted to you by your good example of producing the goods they need and your giving attitude.

Cooperative Intelligence: Connection

Part of cooperative intelligence is realizing than anyone you meet can be a valuable contact, and you make each person feel that way. You make them feel like they’re the only person in the room that matters as you listen to them intently and ask good reflective questions so they know you’ve heard. This is a great way to build your network, and it works well provided you have the discipline to stay in closer touch with those who are immediately relevant to your work.

Cooperative Intelligence: Communication

Cooperative intelligence also includes good communication skills. The most important communication skill is the ability to listen with an open heart without judgment and to be entirely present. In conversation, many of us interrupt others as they are speaking, and can’t wait to make our point. The other person is painfully aware from seeing or feeling our impatience as we eagerly await our turn to speak.

If we listen fully to what others say, we often notice things they haven’t shared in words, and their body expression tells us more. Good listeners wait patiently for the other person to finish what they are saying. They trust and truly receive the words of others, and realize that sometimes people don’t require a reply, they just need to be heard. They listen intuitively and kindly.

A second cooperative communication skill is to share what you learn with those in your company in the format and frequency they are comfortable with. This encourages them to open up and respond to your emails or whatever form of communication you agree on. You also need the judgment to realize when something is so important that you need to break the rules and get it to the person as expeditiously as possible.

While competitive intelligence is not a kind business function, it is a forward looking and necessary discipline, and we can be kind people when we bring cooperative intelligence practices into our work.

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