Have you ever noticed that people can draw very different conclusions from the same information? Ask ten people to watch a movie and you'll get everything from "what a load of tosh" to "best thing since The Godfather". It's all a question of perspective.
Do you know why your customers like you? Have you ever actually stopped for a minute and asked them? You might be surprised at the responses.
"We have the best products in our price band."
"Our response times for call outs are the best in the industry."
"We run a 24 hour support line."
These are your opinions, not theirs.
Ask your customers and it might be that Bill the delivery man always stops for a chat and a coffee. Or that Sonia who answers the phone is really polite and cheerful. Or that the packages the materials arrive in can be re-cycled or re-used for storing stationery.
Too often we assume we know why people like us but we get the wrong end of the stick. There's a simple answer - ASK!
And of course the clients will love you more for caring.
Friday, 27 March 2009
Test your pitch
We tried an interesting exercise the other day in the Skills Forum. You'll be familiar with the 'stand up and introduce yourselves' section of a networking meeting. It's often used to sell the value of attending such events - "you get the chance to promote what you do and who you are". We did the same thing the other day - each person on each table of 3 had their 30 seconds of fame. But then we asked each table to agree between themselves what people on another table actually did. They ought to know - after all, they'd just been told!
Of course the trouble is when you're waiting your turn for your 30 second pitch you're mostly thinking about what you're going to say. You don't really hear the other contributions - unless they're really good and truly grab your attention. It was especially revealing when we also asked the OWNER of each business to rate out of 10 how well the others had understood what they actually DID do.
It's effectively a test both of people's listening skills, but also of how well people get across the core elements of what they do. That's what your elevator pitch has to do. Problem is, many business owners haven't actually figured it out themselves yet! And if you don't know, how can you expect others to get it?
Of course the trouble is when you're waiting your turn for your 30 second pitch you're mostly thinking about what you're going to say. You don't really hear the other contributions - unless they're really good and truly grab your attention. It was especially revealing when we also asked the OWNER of each business to rate out of 10 how well the others had understood what they actually DID do.
It's effectively a test both of people's listening skills, but also of how well people get across the core elements of what they do. That's what your elevator pitch has to do. Problem is, many business owners haven't actually figured it out themselves yet! And if you don't know, how can you expect others to get it?
Monday, 23 March 2009
Body language rules
If you're really interested in making a good impression with people, a must-read is 'The Definitive Book of Body Language' by Allan and Barbara Pease. According to the experts, the messages we deliver during face-to-face interactions have much less to do with WHAT is said than HOW it is said, and more particularly what our bodies are doing when we say it!
The truth is, we don't always articulate what we're thinking. If we did - all the time - we'd probably end up with very few friends and very possibly in jail! Remember Jim Carrey in 'Liar, Liar' or Woody Allen and Diane Keaton in their scene on a balcony in 'Annie Hall' (subtitles reveal what each is actually thinking when they speak). To make social interactions work, we learn to mask certain things.
But it's really useful to be able to read the 'sub-text' in situations where we want to get what we want (in a sales situation, or a dating scenario). The Peases reveal the secrets of body language in a fascinating study of non-verbal mannerisms. They point out that the real keys to understanding are the 3 C's:
Clusters
Body movements come in clusters (if you spot just one signal you might mis-judge something, but when it comes with other supporting gestures, you're probably on the right lines).
Congruence
Look for movements that don't match what is being said. If there's a lack of congruence between the words and the body language, they're probably lying!
Context
You must understand the circumstances in which body language is being exhibited. Crossed arms often denote a defensive attitude but if they're shivering at a cold bus stop they're probably just keeping warm!
Most parts of the body (!) are studied in the book, revealing insights like:
audiences don't respond well to speakers who point, but put the thumb and forefinger together and you become insightful.
Those parts of the body that are furthest from the brain are harder for us to control - hence foot tapping!
A false smile only involves the muscles that pull the corners of the mouth up, a real smile ALSO involves the eyes and produces crows feet.
In dating, women initiate flirtation encounters 90% of the time, but do so subtly through eye, body and facial signals to their target. But men are mostly bad at picking them up and believe that THEY are the ones making the first move!
An understanding of body language is crucial in sales. If you're meeting someone at a networking event, putting forward a sales proposition or speaking to an audience, your ability to convey positive body language (and read theirs) is extremely useful.
Take an interest, get curious!
The truth is, we don't always articulate what we're thinking. If we did - all the time - we'd probably end up with very few friends and very possibly in jail! Remember Jim Carrey in 'Liar, Liar' or Woody Allen and Diane Keaton in their scene on a balcony in 'Annie Hall' (subtitles reveal what each is actually thinking when they speak). To make social interactions work, we learn to mask certain things.
But it's really useful to be able to read the 'sub-text' in situations where we want to get what we want (in a sales situation, or a dating scenario). The Peases reveal the secrets of body language in a fascinating study of non-verbal mannerisms. They point out that the real keys to understanding are the 3 C's:
Clusters
Body movements come in clusters (if you spot just one signal you might mis-judge something, but when it comes with other supporting gestures, you're probably on the right lines).
Congruence
Look for movements that don't match what is being said. If there's a lack of congruence between the words and the body language, they're probably lying!
Context
You must understand the circumstances in which body language is being exhibited. Crossed arms often denote a defensive attitude but if they're shivering at a cold bus stop they're probably just keeping warm!
Most parts of the body (!) are studied in the book, revealing insights like:
audiences don't respond well to speakers who point, but put the thumb and forefinger together and you become insightful.
Those parts of the body that are furthest from the brain are harder for us to control - hence foot tapping!
A false smile only involves the muscles that pull the corners of the mouth up, a real smile ALSO involves the eyes and produces crows feet.
In dating, women initiate flirtation encounters 90% of the time, but do so subtly through eye, body and facial signals to their target. But men are mostly bad at picking them up and believe that THEY are the ones making the first move!
An understanding of body language is crucial in sales. If you're meeting someone at a networking event, putting forward a sales proposition or speaking to an audience, your ability to convey positive body language (and read theirs) is extremely useful.
Take an interest, get curious!
Friday, 20 March 2009
Leave a great legacy every day
In his influential book 'Seven habits of highly effective people', Stephen Covey talks about the kind of eulogy you'd want to be delivered at your own funeral. What would you want people to say about you? Most of us would want to have achieved something valuable, to have left some legacy or perhaps to have made a positive difference to other people's lives.
But you can use this principle to help steer everyday interactions too. Think of the short term legacies you leave behind every time you interact with people. What sort of impression would you want to leave? How would you want people to think of you?
After an interaction with someone, do you leave them feeling:
deflated, annoyed, irritated, pessimistic, nervous, uncertain, resentful, depressed, heavy?
Maybe we should aim for these instead:
uplifted, inspired, excited, confident, enlightened, curious, intrigued, lighter?
Use this as a measure of how you behave when you communicate with others. Leave behind a short term legacy that makes people glad they'd had that interaction with you and you'll become what sociologists call a 'pull person'. In other words, you become the sort of person people WANT to be around. Now as a manager or a business-owner or a parent, that's worth investing in!
But you can use this principle to help steer everyday interactions too. Think of the short term legacies you leave behind every time you interact with people. What sort of impression would you want to leave? How would you want people to think of you?
After an interaction with someone, do you leave them feeling:
deflated, annoyed, irritated, pessimistic, nervous, uncertain, resentful, depressed, heavy?
Maybe we should aim for these instead:
uplifted, inspired, excited, confident, enlightened, curious, intrigued, lighter?
Use this as a measure of how you behave when you communicate with others. Leave behind a short term legacy that makes people glad they'd had that interaction with you and you'll become what sociologists call a 'pull person'. In other words, you become the sort of person people WANT to be around. Now as a manager or a business-owner or a parent, that's worth investing in!
Thursday, 19 March 2009
Developing Better Habits
I came across a piece in the IOD (Institute of Directors) magazine this morning. It concerned the way senior managers were steering their ships through the choppy waters of the current recession. The piece made an interesting point in relation to management style. While the engagement and involvement of staff at ALL levels was essential for riding out the storm, too many managers resort to type under such pressure and lapse back into a 'command and control' mentality.
It reminded me of situations in my sport of golf where players who feel pressure (the classic is 1st tee nerves) revert to their dominant habit, despite weeks of practising a new move! It underlines how much discipline it takes to replace an old habit with a new one. The title of sales guru David Sandler's book 'You can't teach a kid to ride a bike at a seminar' sums it up for me. When you're trying to develop new behaviours, they're only really bedded in when the new one dominates under pressure. And that takes time, motivation, disciplined repetition and a lot of support. But then success becomes, literally, effortless!
It reminded me of situations in my sport of golf where players who feel pressure (the classic is 1st tee nerves) revert to their dominant habit, despite weeks of practising a new move! It underlines how much discipline it takes to replace an old habit with a new one. The title of sales guru David Sandler's book 'You can't teach a kid to ride a bike at a seminar' sums it up for me. When you're trying to develop new behaviours, they're only really bedded in when the new one dominates under pressure. And that takes time, motivation, disciplined repetition and a lot of support. But then success becomes, literally, effortless!
Monday, 16 March 2009
Interpreting failure
The observations of Carol Craig, a child psychologist, were picked up by the media today (Independent 'Opinion & Debate' 16 March 2009) as she warned a headteachers' conference of an alarming outbreak of high self-esteem amongst students! Schools had been "well intentioned" by teaching social and emotional skills, but she was concerned that kids were missing out by not learning from failure. It seems 'the system' is intent on shielding them from failure, lest it damage their fragile psyche. Other educationalists have confirmed the presence of an extraordinary level of over-confidence in some students - in one case, when some mistakes were identified in one student's work, he countered that he, "preferred it my way thanks."
You can draw many things from this - the Independent article itself refers to the trend of viewing students as 'customers' in the educational system, with the obvious nod to the 'customer always being right'. Surely, the writer maintains, the customers are in fact the employers who have to assess the merits of the 'end product?
But it also raises the issue of how we view failure and adversity. Many psychologists point to the fact that human beings are 'hard-wired' for learning. As a child, we learn to walk after persistently falling over. If we're trying to throw a ball into a basket, when we miss with the first one we adjust our aim for the next. The 'failure' gives us a useful reference marker for future success.
Adversity too can be the making of us. It all depends on how we respond to it. Positives will undoubtedly come out of the current economic gloom.
For more on this take a look at Daniel Goleman's work on Emotional Intelligence and dip into the fascinating world of NLP (Neuro Linguistic Programming).
You can draw many things from this - the Independent article itself refers to the trend of viewing students as 'customers' in the educational system, with the obvious nod to the 'customer always being right'. Surely, the writer maintains, the customers are in fact the employers who have to assess the merits of the 'end product?
But it also raises the issue of how we view failure and adversity. Many psychologists point to the fact that human beings are 'hard-wired' for learning. As a child, we learn to walk after persistently falling over. If we're trying to throw a ball into a basket, when we miss with the first one we adjust our aim for the next. The 'failure' gives us a useful reference marker for future success.
Adversity too can be the making of us. It all depends on how we respond to it. Positives will undoubtedly come out of the current economic gloom.
For more on this take a look at Daniel Goleman's work on Emotional Intelligence and dip into the fascinating world of NLP (Neuro Linguistic Programming).
Sunday, 15 March 2009
Detachment leads to clarity
I love this story by Myles Downey from his book 'Effective Coaching'. He describes being on the top deck of a bus travelling through heavy London traffic. As the bus approached a junction he could see from the window that a logjam was forming up ahead. Four cars had got themselves into a tight spot from which none was going anywhere. But Myles could see from his elevated position that if the car at the front just moved a few feet, the car behind could manoeuver...and so forth - the problem would be solved. But of course the driver of the front car couldn't see this from his position and simply got hot under the collar.
It's a nice analogy about the power of stepping out and gaining clarity. The driver had become the problem - but he didn't (couldn't) know it.
It's a nice analogy about the power of stepping out and gaining clarity. The driver had become the problem - but he didn't (couldn't) know it.
The secret of success - wearing the right shoes
Is there ONE secret to success in business? Well read Dale Carnegie's classic 'How to Win Friends and Influence People. The book did just what it says in the title - it won many admirers and changed the behaviours and attitudes of many managers, trainers and workers.
For me the central theme is this - put yourself in the other person's shoes!
If you can understand (truly understand) the other person's point of view when you're interacting with them in some way, you've got every chance of getting them to do what you want them to do.
For me the central theme is this - put yourself in the other person's shoes!
If you can understand (truly understand) the other person's point of view when you're interacting with them in some way, you've got every chance of getting them to do what you want them to do.
Saturday, 14 March 2009
Top 10 movies with a business theme
In no particular order and totally a personal choice. Any other offers?
Wall Street
Glengarry Glen Ross
The Pursuit of Happyness
Jerry MacGuire
Matchstick Men
The Insider
It's a Wonderful Life
Citizen Kane
Trading Places
See also this blog about Teaching and Learning with Films.
And for those looking for some inspiration on presentation skills, take a look at this movie speeches site - in my humble opinion you can't do much better than Jimmy Stewart taking on Lionel Barrymore in It's a Wonderful Life.
Wall Street
Glengarry Glen Ross
The Pursuit of Happyness
Jerry MacGuire
Matchstick Men
The Insider
It's a Wonderful Life
Citizen Kane
Trading Places
See also this blog about Teaching and Learning with Films.
And for those looking for some inspiration on presentation skills, take a look at this movie speeches site - in my humble opinion you can't do much better than Jimmy Stewart taking on Lionel Barrymore in It's a Wonderful Life.
Headlines make money
Headlines sell.
Some of the best copywriters will tell you that at least half of your effort should go into writing your headline. The problem is, as WRITERS we're probably more interested in the content below. But who are we writing for? Us or the reader?
Fact
8 out of 10 people will read the headline copy
only 2 will read the rest
Ideally the headline will make an emotional connection with the reader, suggesting urgency, something fresh, stimulating a desire to read on. Generally speaking, people are more motivated by a desire NOT to LOSE something they already have, as opposed to pursuing something of value which they don't currently have. Therefore a headline like this might get results:
HOW POOR PEOPLE SKILLS COST ONE SALESMAN £2,000 A MONTH - AND HIS JOB
More on headline writing
here and here.
Some of the best copywriters will tell you that at least half of your effort should go into writing your headline. The problem is, as WRITERS we're probably more interested in the content below. But who are we writing for? Us or the reader?
Fact
8 out of 10 people will read the headline copy
only 2 will read the rest
Ideally the headline will make an emotional connection with the reader, suggesting urgency, something fresh, stimulating a desire to read on. Generally speaking, people are more motivated by a desire NOT to LOSE something they already have, as opposed to pursuing something of value which they don't currently have. Therefore a headline like this might get results:
HOW POOR PEOPLE SKILLS COST ONE SALESMAN £2,000 A MONTH - AND HIS JOB
More on headline writing
here and here.
Knowledge is Power
We're all familiar with the saying, but how can it help you to be more successful in relationship building?
Imagine you're the type of person who keeps up to speed with world affairs, knows 'what's on' in your local area, accumulates plenty of acquiantances (not close friends, just people you know a bit about), reads books and magazines and generally takes an interest in the world around you. Well the good news is you're well placed for making friends in business.
Provided you've really bought into the idea that helping others is the best guarantee of your OWN success (the Law of Reciprocity), and provided your questioning and listening skills are in good shape, you'll be able to spot opportunities to help people. Not necessarily through delivering your own product or service to them, but simply by being helpful. Examples?
"Have you tried the XXX networking group? They meet on the first Tuesday of every month and you'll meet the right kind of people for your service."
"I know a chap who can help you with that. I've used him before when I had a similar problem."
"I came across a web-site/article/blog that's really relevant to what you're saying. It might give you a few ideas."
Result? They'll warm to you and more likely than not reciprocate in some way in the future. But don't ask them to, don't expect it. Just give, give, give and it magically flows back!
Imagine you're the type of person who keeps up to speed with world affairs, knows 'what's on' in your local area, accumulates plenty of acquiantances (not close friends, just people you know a bit about), reads books and magazines and generally takes an interest in the world around you. Well the good news is you're well placed for making friends in business.
Provided you've really bought into the idea that helping others is the best guarantee of your OWN success (the Law of Reciprocity), and provided your questioning and listening skills are in good shape, you'll be able to spot opportunities to help people. Not necessarily through delivering your own product or service to them, but simply by being helpful. Examples?
"Have you tried the XXX networking group? They meet on the first Tuesday of every month and you'll meet the right kind of people for your service."
"I know a chap who can help you with that. I've used him before when I had a similar problem."
"I came across a web-site/article/blog that's really relevant to what you're saying. It might give you a few ideas."
Result? They'll warm to you and more likely than not reciprocate in some way in the future. But don't ask them to, don't expect it. Just give, give, give and it magically flows back!
Wednesday, 11 March 2009
Obama - Salesman of the Year 2008
Was he the 'Salesman of the Year' 2008? Well he didn't do bad did he? In the 'Know, Like, Trust' stakes he's been incredibly successful with parts 1 and 2, and the American public have put their trust in him to deliver.Obama used innovative techniques to get known - the internet, twitter, etc. He built up momentum. He built up a FOLLOWING.
People liked his message but they also warmed to HIM. After the Bush years it was refreshing to listen to a highly articulate man who made sense and appeared to empathise with his audience.
The trust bit will be tricky. The American people have huge (probably unrealistic expectations) of him, and we have to remember he doesn't have X-ray vision and a big red cape!
But in business, we should always strive to over-deliver rather than fall short of expectations. Good service won't generate referrals - we expect good. It's 'exceptional' that really sells. Look to build solid, long-term relationships. Be a problem solver. Go that extra mile to make your client's life better. It's a great investment and ensures re-election!
Tuesday, 10 March 2009
The Tom Peters Story - "In Search of Excellence"
The story of ex-McKinsey consultant Tom Peters and how he came up with Search is a fascinating story, outlined in this excellent interview. It's a series of confessions surrounding the publication of the one of most influential management books of 20th century.Intruigingly, he now confesses that he's no longer interested in "searching for excellence" - what turns the great man on now? "I'm interested in interesting".
For more on Peters, click here.
Elevator pitch
During one of the early Business Skills Forums we discussed the importance of the Elevator Pitch, that brief window of opportunity for you to answer the question, "what do you do?". Take a look at this excellent blog entry by Nick Morgan, an expert on successful communication.
He exhorts us to be fun and memorable with our pitch, getting the WIIFM (what's in it for me?) in there early. Do YOU have an elevator pitch? Could you improve it? Remember the first 2 stages of the sales process, AIDA:
He exhorts us to be fun and memorable with our pitch, getting the WIIFM (what's in it for me?) in there early. Do YOU have an elevator pitch? Could you improve it? Remember the first 2 stages of the sales process, AIDA:
- Attention
- Interest
Saturday, 7 March 2009
Hidden faces
Take a look at this picture. A human face? In fact it's a mosaic made up of hundreds of smaller faces.Think of this as a metaphor for effective business networking. Amateurs try to sell to those in the room. If they don't see a sale looming, they'll lose interest and move on to the next person. Pros always see the 'bigger picture'. Each of us knows a great many people (some 'connectors' have several hundred friends, associates, clients and loose ties). And it's these extended networks you really want to connect with. They're the hidden faces behind the person in front of you. How do you get to them? Through the person in front of you of course!
Use great people skills to develop relationships and those hidden faces will start to appear. If you want to see them, click here.
Stealing attention vs spreading contagion
There's a concept used by management consultants called 'time theft'. You know how it works - you're in your office and you're on item 2 of your 10-point to-do list when you get interrupted by a phone call/meeting request, etc. It knocks you off course. It's not helping you deal with YOUR issues.
It reminded me of Seth Godin talking about marketeers who try to steal your attention. That's the way traditional marketing has worked - interrupt the movie with an ad, cold call, shove a mailer through the door. His contention is that it doesn't work, it cheeses people off - and it's incredibly wasteful and expensive. Why does this kind of marketing not work? Because in the age of more-choice-less-time we, as sellers, have to work harder and smarter to find people with the right problem. As Godin says, "I'm not interested in e-mail, I'm interested in ME-mail!".
What's the message?
Make your product or service really, truly remarkable ("that which is worthy of being remarked upon").
Work harder and smarter to find people with the right problem (targeting, profiling)
Make them love you.
Then it spreads.
See the Godin clip.
It reminded me of Seth Godin talking about marketeers who try to steal your attention. That's the way traditional marketing has worked - interrupt the movie with an ad, cold call, shove a mailer through the door. His contention is that it doesn't work, it cheeses people off - and it's incredibly wasteful and expensive. Why does this kind of marketing not work? Because in the age of more-choice-less-time we, as sellers, have to work harder and smarter to find people with the right problem. As Godin says, "I'm not interested in e-mail, I'm interested in ME-mail!".
What's the message?
Make your product or service really, truly remarkable ("that which is worthy of being remarked upon").
Work harder and smarter to find people with the right problem (targeting, profiling)
Make them love you.
Then it spreads.
See the Godin clip.
Turn your focus outwards
Until last Thursday I had no idea that Manchester was HQ of the Mines Advisory Group, an organisation dedicated to the removal of landmines and unexploded ordnance (UXO) in countries around the world. I was a guest of MAG International at an event at Manchester's Town Hall, celebrating 20 years of magnificent work which led to a Nobel Peace Prize, but more importantly a better future for the victims of such war-torn parts of the world.
MAG owes its existence to an ex-British army engineer from North West England. Rae McGrath was so appalled by the pain and suffering of the ordinary people of Afghanistan caused by mines and UXO that he and his brother Lou set about campaigning for their safe removal.
Why do I mention all this? Well, here's the thing:
I recall something I read in Stephen Covey's bestselling book "The 7 Habits of Highly Effective People". He asks you to imagine you're at a funeral and you're listening to the eulogy. But the twist is that it's YOUR funeral. It gets you thinking..."what would I want people to say about me?". How about that I'd made a positive difference to other people's lives? That's why the despairing character Warren Schmidt (Jack Nicholson) cried at the end of the movie About Schmidt.
Now quite apart from making you more fulfilled and a better human being (isn't that enough?), it's actually quite a good idea to adopt this 'focus-on-helping-others' attitude in business. Because what you put out there tends to flow back to you.
When you enter a networking event and you're sizing up the people, remember this: they might not want to place an order with you, but they'd ALL be grateful for your help and encouragement - in whatever form.
NB:
MAG do fantastic work around the world - give THEM your support in whatever way you can.
MAG owes its existence to an ex-British army engineer from North West England. Rae McGrath was so appalled by the pain and suffering of the ordinary people of Afghanistan caused by mines and UXO that he and his brother Lou set about campaigning for their safe removal.
Why do I mention all this? Well, here's the thing:
I recall something I read in Stephen Covey's bestselling book "The 7 Habits of Highly Effective People". He asks you to imagine you're at a funeral and you're listening to the eulogy. But the twist is that it's YOUR funeral. It gets you thinking..."what would I want people to say about me?". How about that I'd made a positive difference to other people's lives? That's why the despairing character Warren Schmidt (Jack Nicholson) cried at the end of the movie About Schmidt.
Now quite apart from making you more fulfilled and a better human being (isn't that enough?), it's actually quite a good idea to adopt this 'focus-on-helping-others' attitude in business. Because what you put out there tends to flow back to you.
When you enter a networking event and you're sizing up the people, remember this: they might not want to place an order with you, but they'd ALL be grateful for your help and encouragement - in whatever form.
NB:
MAG do fantastic work around the world - give THEM your support in whatever way you can.
Great networkers attract
Who would you want to meet if you were at a business networking event?
someone...
who could help you find business
who showed an interest in what you do
who was pleasant company
who you'd want to meet again for a coffee
who had an interesting story to tell
who did something that really helped people
about whom you'd talk to other people in the days following - "I met this really interesting guy/woman the other day who..."
Guess what - most other networkers have the same list.
Want to be attractive? Want to PULL people towards you?
Be that person.
someone...
who could help you find business
who showed an interest in what you do
who was pleasant company
who you'd want to meet again for a coffee
who had an interesting story to tell
who did something that really helped people
about whom you'd talk to other people in the days following - "I met this really interesting guy/woman the other day who..."
Guess what - most other networkers have the same list.
Want to be attractive? Want to PULL people towards you?
Be that person.
Wednesday, 4 March 2009
An inspirational story
We all have our problems. They often seem overwhelming. But just occasionally, we come across someone who absolutely puts our problems into true perspective. I had the honour of listening to the story of Richard McCann last night - in his own words. Please take the time to explore his story and take something from his remarkable experience.
For me, it was the ultimate example of how we, as human beings, can CHOOSE how we respond to a crisis or trauma. It sounds trite. It's not easy. It doesn't seem that way at the time, but take heart from Richard's story and take control of your destiny.
For me, it was the ultimate example of how we, as human beings, can CHOOSE how we respond to a crisis or trauma. It sounds trite. It's not easy. It doesn't seem that way at the time, but take heart from Richard's story and take control of your destiny.
Sunday, 1 March 2009
Does being popular make you rich?
According to a study by Essex University, for each additional friend a pupil had at school, their income (as shown 35 years later) was 2% higher. Although not as important a factor as education (some research has shown each extra year of education leads to a rise of 5% in earnings), it's a clear indication that social skills are an essential part of our personal tool-kit.
Take a look at the Times article that appeared today, but do take time to study Daniel Goleman's excellent book 'Emotional Intelligence' - a major work in explaining the importance of people skills in personal success.
Take a look at the Times article that appeared today, but do take time to study Daniel Goleman's excellent book 'Emotional Intelligence' - a major work in explaining the importance of people skills in personal success.
Connecting with your Audience - learn from the Master
Mention the 'Master of Suspense' and you think of the great Hitchcock - Psycho, The Birds, Vertigo. Hitch was a wonderful manipulator of audiences but he wasn't always so good. Paul Merton's excellent documentary on the great man (on BBC iPlayer if you're quick enough) recounts his earliest movies, made before his move to Hollywood. There were flashes of brilliance and some highly innovative camera-work, but he hadn't fully developed his skill for playing with the audience.I often think of his style in terms of the 'less is more' adage. A scene can be incredibly powerful without dialogue or background music. It's what's held back that makes the film work so well. When the director understands the emotional response of the audience to a scene he can play with them, lead them along, control them and release them from the tension when he's ready.
Think of this when you're talking to an audience or trying to sell an idea. Give them only so much at a time. Lead them down a path and maintain control. Get them wanting more, and more. When the pitch finally comes, it's a huge relief.
Always, always seek to understand and control the emotional response of any audience to what you're presenting. It's a sure route to success - hug that Oscar!
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