Customize Your Presentation Style

WARNING: The information you are about to read will dramatically change the way you see yourself and how you relate to other people!

In his book, Men are from Mars, Women are from Venus, author John Gray asserts the idea that men and women are so basically unlike one another in their emotional needs and communication styles, it's as if they were born on different planets. In my opinion, the gender-based approach to explaining personality differences is grossly inaccurate and tremendously misleading. In other words, if you attempt to adjust your sales presentation based strictly on your prospect's gender, you'll more than likely miss the sale!

If men and women are so basically different in their communication styles, why is it that they use the same nonverbal communication gestures to express emotions? The answer is simple... gender, like skin color, doesn't have anything to do with personality traits. It's human nature for people to attempt to categorize others based upon factors such as race and/or gender. Unfortunately, this shortsighted and overly simplistic approach only serves to foster stereotyping and limits our understanding of an individual's personality style.

Twenty-four hundred years ago, Hippocrates the father of medicine, was the firs to theorize that our personality style was not controlled by external factors such as astrological signs or birth order, but rather genetically influenced from birth. Through his observations, Hippocrates proposed that we are born into one of four primary temperament styles: Choleric, Sanguine, Phlegmatic, and Melancholy. Over the past twenty-four centuries, there have been many temperament theories advanced and a wide variety of evaluation instruments, but essentially they have maintained the four temperament styles that Hippocrates identified.

Hippocrates determined that our temperament style is revealed through our energy level, appearance, preferences, and general outlook on life. Just ask any parent and they'll be quick to tell you that their children have maintained their temperament style from day one. A Choleric is born aggressive/impatient, a Sanguine expressive/emotional, a Phlegmatic passive/harmonious, and a Melancholy analytical/worrisome. Each of these temperament styles requires a different marketing approach and presentation style.

Selling to the Choleric:

• They ask "what" questions. Keywords: results, speed, and control
• Warm up quickly and use a bottom line, just the facts approach
• They may intimidate you with outbursts of anger
• Give them options so they can be in control
• Stay big picture and avoid details - pie chart
• Expect a quick decision

Selling to the Sanguine:

• They ask "who" questions. Keywords: exciting, fun, and enthusiastic
• Warm up quickly and use an entertaining, fast-paced approach
• They may become emotional or talk too much
• Give them compliments and ask for their opinion
• Stay big picture and avoid details - pie chart
• Expect a quick decision

Selling to the Phlegmatic:

• They ask "how" questions. Keywords: family, service, and harmony
• Warm up slowly and use low-key, harmonious approach
• They may withdraw if they feel "sales pressure"
• Give them respect and show interest in family members
• Use a step-by-step, detailed presentation - spreadsheet
• Expect them to procrastinate because they dislike change

Selling to the Melancholy:

• They ask "why" questions. Keywords: logical, safety, and quality
• Warm up slowly and use and analytical, detailed approach
• They may become aloof or sarcastic
• Give them accurate and detailed information
• Use a step-by-step, detailed presentation - spreadsheet
• Expect them to want to "think it over" because they are frugal and would rather research than make a mistake and appear incompetent

Taken from ChangingMinds.com   Written by John Boe

Six Sloppy Speech Habits

You may look good on paper or in your suit, but if you're looking to nail your big interview, looks aren't everything. How you sound is often more important. But many job seekers let careless speech habits sink their chances of landing a great new job. Here are six common language mistakes and how to keep them from sabotaging your interview.

• Non words. Filler words such as "um," "ah," "you know," "OK," or "like" tell the interviewer you're not prepared and make you sound like a Valley Girl (or Boy). A better strategy is to think before you speak, taking pauses and breaths when you lose your train of thought. Everybody utters an occasional "um," but don't let it start every sentence.
• Up-talk. A singsong or rising inflection at the end of every sentence creates a tentative impression and makes it sound as though you're asking a question instead of making a definitive statement. You need to speak with conviction when selling yourself in an interview. Bring your intonation down when ending a sentence to avoid talking up.
• Grammatical errors. The interviewer may question your education when you use incorrect grammar or slang. Expressions such as "ain't," "she don't," "me and my friend," and "so I go," aren't appropriate. Be sure you speak in complete sentences and that tenses agree. The interview is not the venue for regional expression or informality.
• Sloppy speech. Slurring words together or dropping their endings impairs the clarity of your message. To avoid slurring and increase understanding, speak slowly during an interview. Make a list of commonly mispronounced words and practice saying them into a tape recorder before the interview.
• Speed talking. While everybody is a bit anxious during an interview, you don't want your information to fly like a speeding bullet. A rapid speaking rate is difficult to follow, and speed talkers are seen as nervous. Slow down your racing heart by doing some breathing exercises before the interview. To avoid rushing, listen to the question, and then count two beats in your head before continuing. Don't be afraid of silence. Pausing is an effective communication technique. The interviewer needs a few seconds to process what you just said anyway.
• Weak speak. Wimpy words modify or water down your conviction and in the end, your position. When you pepper a conversation with "hopefully," "perhaps," "I feel," "kind of," and "sort of," the message you convey is a lack of confidence. Use power words such as "I am confident that," "My track record shows," "I take the position that," "I recommend," or "my goal is." The language you use gives the listener an impression about your level of confidence and conviction.
• The bottom line. You don't have to study elocution to speak well. Simply slow down, take time to pronounce all the syllables and leave slang at home. Companies want job candidates who are well spoken and articulate, and recruiters won't represent a job candidate if they don't match the client's profile.

Taken from FullColl.edu

Common Courtesy

It's amazing and somewhat sad, but in today's world, if you use common courtesy when dealing with prospective employers, you'll more than likely give yourself an edge over the many other candidates who fail to do so. I realize this seemingly obvious concept is somewhat hard to believe, but it's true. So as you deal with prospective employers, do the right thing - and make yourself stand out from the crowd - by demonstrating your class.

• Thank employers for their interest. According to one estimate, only about 10% of job seekers bother to send thank-you notes to prospective employers after the interview. You've asked for and received someone's time and energy, so the least you can do is say "thank you." When you do, you'll be seen as one of the few candidates who shows care for others - not a bad message to send.
• Be respectful to everyone you meet. The administrative assistant you see when you first show up for an interview is just as important and deserving of your respect as the CEO and everyone else in between. So be polite. Make small talk with the assistant and be genuine about it. If he asks you if you want a cup of coffee, say "Yes, please." Impress the assistant with your uncommon graciousness, and your stock will rise in the company's eyes.
• Respect people's time. Most everyone has too much to do and too little time. So if you've scheduled an interview, be on time. Arrive exactly five minutes ahead of time. Meanwhile, if you call an employer, ask, "Do you have a moment to talk right now?" before launching into what you want to say. Give the person a chance to reschedule the conversation if he's in the middle of something more important. He'll appreciate that you honor his time.
• Be flexible. Most things in life don't go exactly according to plan, especially in the work world. The interviewer who shows up 10 minutes late for your interview, for examples, probably had to "put out a fire" and didn't intend to keep you waiting. So demonstrate that you're willing to cut people some slack. If the plan changes at the last minute, roll with it. Employers know that the people who succeed in business are the ones who are flexible and can deal with the daily curve balls that life tends to throw.

Taken from FullColl.edu

Ethics in the Workplace

Workplace ethics is a subject that we have all heard of. In fact, the subject of ethics in general is something that most people are familiar with. And, what is commonly understood about ethics is there are ethics and then there are workplace ethics. What most people don't realize, however, is that there is no such thing as workplace ethics; ethics are the same (or, should be) whether in the workplace or in personal life.

What It's About

Ethics are about making choices that may not always feel good or seem like they benefit you but are the "right" choices to make. They are the choices that are examples of "model citizens" and examples of the golden rules. We've all heard the golden rules: Don't hurt, don't steal, don't lie, or one of the most famous, "Do unto others as you would have done to you." These are not just catchy phrases; these are words of wisdom that any productive member of society should strive to live by.

In our personal lives, most people try to do exactly that. Ethics are thought of by many people as something that is related to the private side of life and not to the business side. In many businesses, having ethics is frowned upon or thought of a a negative subject. This is because business is usually about doing what's best for number one, not about what's really the right thing to do. You probably are already feeling uneasy just reading this.

A Good Example

Take ENRON, for example. Were the actions of ENRON's CEO's a good example of ethics? No. But, what they WERE was a CLASSIC example of two things: One, those actions displayed how ethics were not used in any way. Two, their actions painted a grim and realistic picture of what can happen when ethics are neglected. Had ethics been considered in the first place by the leaders of the company, there would have been no scandal. If ethics were used on a daily basis in every company, there would never be scandals.

A New Way

Ethics are making a comeback. To begin with, more and more corporations and businessmen and women are now realizing that ethics aren't checked at the door when entering the workplace. Ethics have every bit as much a place in the public as they do the private. How is it there should be separate sets of ethics, depending upon whether it is your personal life or work life? The answer is that there shouldn't be a separate set. In light of recent events that we see on our television sets as of late, more and more companies are realizing this fact.

Some companies are incorporating ethics into their training. It is a subject that can go hand-in-hand with business and when employees and CEO's alike understand what ethics are about, business can improve. Not only will the community take note of the ethical nature of a business but also so will customers.

Periodic reevaluations are suggested in ethics training as well, since times change many things that some would never consider ethical or non-ethical. For instance, when the first computer hacker to send a work into a university computer system crippled the entire network that the system was a part of, including that of public utilities - simply because he could do it - a question of ethics is hard to pose. Computers were new, at the time. And, no one had ever been able to do such a thing before. With new times come new technology and new ways of doing things. Ethics will still play a part of it all and refreshing ethics training only re-strengthens what has already been learned, when new ages come about.

In the end, it's all about what a person understands about ethics. Many university curricula are now heavily applying the teaching of ethics and for good reason. Young minds will take this information into the workforce and understand that ethics need to be applied there as well we in the private sector. Corporations will be able to avoid embarrassing scandals that are presented all over national news. Small business will be able to keep and attract more clients and customers. Negotiations between businesses could be accomplished with more consideration for the other company in mind, which would only help both.

Above all, a high level of ethics in your business should be in place at least for the customers. If anything, it is the customer that should be considered the most when it comes to ethical business practices. In the long run, a company with reap great profits from a customer base that feels it is being treated fairly and truthfully.

Taken from ezinearticles.com, Written by Myron Curry.

Simple Definition of Professionalism

Dress

Dressing well can have a positive effect on your image, and will help people associate with a professional demeanor. Professional dress depends on the work environment - while some workplaces encourage casual clothing, others demand more traditional outfits of suits and ties.

With that in mind, dressing professionally includes dressing in a manner that is appropriate for your workplace. It also includes, however, dressing well for clients and superiors - if you are meeting with a client, for example, you should wear a conservative, traditional outfit, like a light business suit. This demonstrates that you take your work and your client seriously.

Conversation

Professionals are courteous and mindful of others in conversation. They listen well, display compassion and refrain from passing judgment. They also respect boundaries - professional behavior dictates that people do not pry into the lives and private business of others. You should also be careful to address people with the proper amount of respect. For example, you should refer to someone by "Mr.," "Mrs.," or "Ms." with the last name until you are given permission to address them otherwise.

Enthusiasm

Professional behavior does not mandate complete restraint - as a professional, you should also be enthusiastic about your work. You should take pride in what you do, without allowing mistakes. Volunteer for assignments, learn as much as you can about your responsibilities and offer help to coworkers who need it. Displaying pride and a willingness to learn is a hallmark of professional behavior.

Self-Respect

Professionals respect not only their coworkers, but themselves, as well. Part of this is in dress, but just as important is cleanliness and organization. You demonstrate respect for yourself and your own needs when you keep a tidy workspace - a cluttered, messy workspace is indicative of an unprofessional. Similarly, you should take care of your personal appearance. Go to work clean and shaven, with your teeth brushed and your hair combed.

Punctuality

A professional is always on time for her appointments. Clients, supervisors and even coworkers should never be kept waiting, especially if it is avoidable. By missing appointments and running late, you disrespect someone else's time and demonstrate that you are unreliable - two things indicative of an unprofessional person.

Taken from Ehow.com. Written by Tom Ryan

Brainstorming

Brainstorming is a popular tool that helps you generate creative solutions to a problem. It is particularly useful when you want to break out of stale, established patterns of thinking, so that you can develop new ways of looking at things. It also helps you overcome many of the issues that can make group problem-solving a sterile and unsatisfactory process.

Used with your team, it helps you bring the diverse experience of all team members into play during problem solving. This increases the richness of ideas explored, meaning that you can find better solutions to the problems you face.

It can also help you get buy in from team members for the solution chosen - after all, there were involved in developing it. What's more, because brainstorming is fun, it helps team members bond with one another as they solve problems in a positive, rewarding environment.

What is Brainstorming?

Brainstorming combines a relaxed, informal approach to problem-solving with lateral thinking. It asks that people come up with ideas and thoughts that can at first seem to be a bit crazy. The idea here is that some of these ideas can be crafted into original, creative solutions to the problem you're trying to solve, while others can spark still more ideas. This approach aims to get people unstuck, by "jolting" them out of their normal ways of thinking.

During brainstorming sessions there should therefore be no criticism of ideas. You are trying to open up possibilities and break down wrong assumptions about the limits of the problem. Judgments and analysis at this stage stunt idea generation.

Ideas should only be evaluated at the end of a brainstorming session - this is the time to explore solutions further using conventional approaches.

Individual Brainstorming

While group brainstorming is often more effective at generating ideas than normal group problem solving, study after study has shown that when individuals brainstorm on their own, they come up with more ideas (and often better quality ideas) than groups of people who brainstorm together.

Partly this occurs because, in groups, people aren't always strict in following the rules of brainstorming, and bad group behaviors creep in. Mostly, though, this occurs because people are paying so much attention to other people's ideas that they're not generating ideas of their own - or they're forgetting these ideas while they wait for their turn to speak. This is called "blocking."

When you brainstorm on your own, you'll tend to product a wider range of ideas then with group brainstorming - you do not have to worry about other people's egos or opinions, and can therefore be more freely creative. For example, you might find that an idea you'd be hesitant to bring up in a group session develops into something quite special when you explore it with individual brainstorming. Nor do you have to wait for others to stop speaking before you contribute your own ideas.

You may not, however, develop ideas as fully when you brainstorm on your own, as you do not have the wider experience of other members of a group to help you.

Group Brainstorming

When it works, group brainstorming can be very effective for bringing the full experience and creativity of all members of the group to bear on an issue. When individual group members get stuck with an idea, another member's creativity and experience can take the idea to the next stage. Group brainstorming can therefore develop ideas in more depth than individual brainstorming.

Another advantage of group brainstorming is that is helps everyone involved to feel that they've contributed to the end solution, and it reminds people that other people have creative ideas to offer. What's more, brainstorming is fun, and it can be great for team-building.

Brainstorming in a group can be risky for individuals. Valuable but strange suggestions may appear stupid at first sight. Because of this, you need to chair sessions tightly so that ideas are not crushed, and so that the usual issues with group problem-solving don't stifle creativity.

How to Use the Tool

You can often get the best results by combining individual and group brainstorming, and by managing the process carefully and according to the "rules" below. That way, you get people to focus on the issue without interruption (this comes from having everyone in a dedicated group meeting), you maximize the number of ideas you can generate, and you get that great feeling of team bonding that comes with a well-run brainstorming session.

To run a group brainstorming session effectively, do the following:

1. Find a comfortable envrironment, and set it up ready for the session.
2. Appoint one person to record the ideas that come from the session. These should be noted in a format that everyone can see and refer to. Depending on the approach you want to use, you may want to record ideas on flip charts, whiteboards, or computers with data projectors.
3. If people aren't already used to working together, consider using an appropriate warm up exercise or ice-breaker.
4. Define the problem you want solved clearly, and lay out any criteria to be met. Make it clear that the objective of the meeting is to generate as many ideas as possible.
5. Give people plenty of time on their own at the start of the session to generate as many ideas as possible.
6. Ask people to give their ideas, making sure that you give everyone a fair opportunity to contribute.
7. Encourage an enthusiastic, uncritical attitude among members of the group. Try to get everyone to contribute and develop ideas, including the quietest of the members of the group.
8. Ensure that no one criticizes or evaluates ideas during the session. Criticism introduces an element of risk for group members when putting forward an idea. This stifles creativity and cripples the free running nature of a good brainstorming session.
9. Let people have fun brainstorming. Encourage them to come up with as many ideas as possible, from solidly practical ones to wildly impractical ones. Welcome creativity.
10. Ensure that no train of thought is followed for too long. Make sure that you generate a sufficient number of different ideas, as well as exploring individual ideas in detail.
11. In a long session, take plenty of breaks so that people can continue to concentrate.

Where possible, participants in the brainstorming process should come from as wide a range of disciplines as possible. This brings a broad range of experience to the session and helps to make it more creative. However, don't make the group too big - as with other types of teamwork, groups between 5 and 7 people are often most efficient.

Taken from MindTools.com

Kotter's 8-Step Change Model

What was true more than two thousand years ago is just as true today. We live in a world where "business as usual" IS change. New initiatives, project-based working, technology improvements, staying ahead of the competition - these things come together to drive ongoing changes in the way we work.

Whether you're considering a small change to one or two processes, or a systemwide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge.

You know that the change needs to happen, but you don't really know how to go about doing it. Where do you start? Whom do you involve? How do you see it through to the end?

There are many theories about how to "do" change. Many originate with leadership and change management guru, John Kotter. A professor at Harvard Business School and world-renowned change expert, Kotter introduced his eight-step change process in his 1995 book, "Leading Change." We look at his eight steps for leading change below.

Step One: Create Urgency

For change to happen, it helps if the whole company really wants it. Develop a sense of urgency around the need for change. This may help you spark the initial motivation to get things moving.

This isn't simply a matter of showing people poor sales statistics or talking about increased competition. Open an honest and convincing dialogue about what's happening in the marketplace and with your competition. If many people start talking about the change you propose, the urgency can build and feed on itself.

What you can do:

• Identify potential threats, and develop scenarios showing what could happen in the future
• Examine opportunities that should be, or could be, exploited
• Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking
• Request support from customers, outside stake holders and industry people to strengthen your argument.

Step Two: Form a Powerful Coalition

Convince people that change is necessary. This often takes strong leadership and visible support from key people within your organization. Managing change isn't enough - you have to lead it.

You can find effective change leaders throughout your organization - they don't necessarily follow the traditional company hierarchy. To lead change, you need to bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance.

Once formed, your "change coalition" needs to work as a team, continuing to build urgency and momentum around the need for change.

What you can do:

• Identify the true leaders in your organization
• ask for an emotional commitment from these key people
• Work on team building within your change coalition
• Check your team for weak areas, and ensure that you have a good mix of people from different departments and different levels within your company

Step Three: Create a Vision for Change

When you first start thinking about change, there will probably be many great ideas an solutions floating around. Link these concepts to an overall vision that people can grasp easily and remember.

A clear vision can help everyone understand why you're asking them to do something. When people see for themselves what you're trying to achieve, then the directives they're given tend to make more sense.

What you can do:

• Determine the values that are central to the change
• Develop a short summary that captures what you "see" as the future of your organization
• Create a strategy to execute that vision
• Ensure that your change coalition can describe the vision in five minutes or less
• Practice your "vision speech" often

Step Four: Communicate the Vision

What you do with your vision after you create it will determine your success. Your message will probably have strong competition from other day-to-day communications within the company. so you need to communicate it frequently and powerfully, and embed it within everything that you do.

Don't just call special meetings to communicate your vision. Instead, talk about it every chance you get. Use the vision daily to make decisions and solve problems. When you keep it fresh on everyone's minds, they'll remember it and respond to it.

It's also important to "walk the talk." What you do is far more important - and believable - that what you say. Demonstrate the kind of behavior that you want from others.

What you can do:

• Talk often about your change vision
• Openly and honestly address peoples' concerns and anxieties
• Apply your vision to all aspects of operations - from training to performance reviews. Tie everything back to the vision
• Lead by example

Step Five: Remove Obstacles

If you follow these steps and reach this point in the change process, you've been talking about your vision and building buy-in from all levels of the organization. Hopefully, your staff wants to get busy and achieve the benefits that you've been promoting.

But is anyone resisting the change? And are there processes or structures that are getting in its way?

Put in place the structure for change, and continually check for barriers to it. Removing obstacles can empower the people you need to execute your vision, and it can help the change move forward.

What you can do:

• Identify, or hire, change teachers whose main roles are to deliver the change. 
• Look at your organizational structure, job descriptions, and performance and compensation systems to ensure they're in line with your vision.
• Recognize and reward people for making change happen
• Identify people who are resisting the change, and help them see what's needed
• Take action to quickly remove barriers

Step Six: Create Short-term Wins

Nothing motivates more than success. Give your company a taste of victory early in the change process. Within a short time frame, depending on the type of change, you'll want to have results that your staff can see. Without this, critics and negative thinkers might hurt your progress.

Create short-term targets - not just one long-term goal. You want each smaller target to be achievable, with little room for failure. Your change team may have to work very hard to come up with these targets, but each "win" that you produce can further motivate the entire staff.

What you can do:

• Look for sure-fire projects that you can implement without help from any strong critics of the change
• Don't choose early targets that are expensive. You want to be able to justify the investment in each project.
• Thoroughly analyze the potential pros and cons of your targets. If you don't succeed with an early goal, it can hurt your entire change initiative.
• Reward the people who help you meet the targets

Step Seven: Build on the Change

Kotter argues that many change projects fail because victory is declared too early. Real change runs deep. Quick wins are only the beginning of what needs to be done to achieve long-term change.

Launching one new product using a new system is great. But if you can launch 10 products, that means the new system is working. To reach that 10th success, you need to keep looking for improvements.

Each success provides an opportunity to build on what went right and identify what you can improve.

What you can do:

• After every win, analyze what went right and what needs improving
• Set goals to continue building on the momentum you've achieved
• Learn about kaizen, the idea of continuous improvement
• Keep ideas fresh by bringing in new change agents and leaders for your change coalition

Step Eight: Anchor the Changes in Corporate Culture

Finally, to make any change stick, it should become part of the core of your organization. Your corporate culture often determines what gets done, so the values behind your vision must show in day-to-day work.

Make continuous efforts to ensure that the change is seen in every aspect of your organization. This will help give that feeling that change a solid place in your organization's culture.

It's also important that your company's leasers continue to support the change. This includes existing staff and new leaders who are brought in. If you lose the support of these people, you might end up back where you started.

What you can do:

• Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear
• Include the change deals and values when hiring and training new staff
• Publicly recognize key members of your original change coalition, and make sure the rest of the staff - new and old - remembers their contributions
• Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.

Taken from MindTools.com