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ASPIRE AIG Sales Excellence & Coaching Program Slide Deck –Kick off

© Total Inter Action 1

© Total Inter Action Pty Ltd. All rights reserved.

AIG SALES EXCELLENCE AND COACHING PROGRAM

KICK OFF – FOUNDATION SESSION

ASPIRE


The Goal

Become our client’s most valued insurer &

grow profitable business




About Total Inter Action

GLOBALLY KNOWLEDGE – LOCAL APPLICATION


GETTING STARTED




The Reality - Broker Feedback

Be clear on the business you willwrite

Show you have understood to the broker and their client’s needs

Show how you can add value to the client (and broker)

Be there when we need you or at least respond in a timely manner

Communicate (face to face).


The Goal






ACHIEVING SALES OBJECTIVESTHROUGH PEOPLE


YOUR OBJECTIVES?




ASPIRE – Kick Off Agenda

1. Consultative Sales Model

2. Herrmann Brain Dominance Instrument

3. Understanding and Adjusting your Style

4. Whole Brain Planning and Communication.


CONSULTATIVE SELLING BEHAVIOUR




Consultative Selling Behaviours

1 THINK

Where are there opportunities to help?

Uncover Stakeholder needs

Present solutions that add value by addressing those needs

Objective: Proactively build profitable relationships to establish mutual value


THINK




Card GameDIVERSITY


Understand Thinking

Learning Outcomes:

Understand thinking preferences

Understand the HBDI® model

Recognise others’ thinking preferences




A Thinking Preference Profile

Very Strong

Strong

Intermediate

Low

Example


Understand Your Thinking

LEFT Hemisphere

RIGHTHemisphere

Thinking preference: Detail Thinking preference: GlobalCorpus Callosum

Sperry’s Left / Right Brain Model





UPPER MODECerebral Cortex (Our Thinking Brain)

Thinking Preference: Intellectual, thinking in abstract conceptual modes

LOWER MODELimbic System (Our Feeling Brain)

Thinking Preference: Grounded, emotional, instinctive

McLean’s Triune (evolutionary) Brain Model



Imaginative ArtisticHolisticImprovizational

Emotional InterpersonalExpressiveTalker

LogicalAnalytical

Fact-basedQuantitative

PlannedOrganized

AdministerDetailed

UPPER MODE (Thinking)

LOWER MODE (Feeling)

LE

FT

BR

AIN

(D

etai

l)

RIG

HT

BR

AIN

(G

lob

al)




The Whole Brain Model

LogicalAnalytical

Fact BasedQuantitative

HolisticIntuitiveIntegratingSynthesizing

OrganizedSequential

PlannedDetailed

InterpersonalFeeling BasedKinestheticEmotional


Strengths

Gathering facts

Analysing issues

Arguing rationally

Forming theories

Problem solving logically

Financial analysis and decision making

Understanding technical elements

Critical analysis

Working with numbers, statistics, data and precision

A UPPER LEFT

Finding overlooked flaws

Approaching problems practically

Standing firm on issues

Maintaining a standard of consistency

Providing a stable leadership and supervision

Reading fine print in documents/contracts

Organising and keeping track of data

Developing detailed plans and procedures

Articulating plans in an orderly way

B LOWER LEFT

Recognising interpersonal difficulties

Anticipating how others will feel

Intuitively understanding how others feel

Picking up on non-verbal cues of interpersonal stress

Engendering enthusiasm

Persuading, conciliating

Sharing

Understanding emotional elements

Considering values

LOWER RIGHT C

Seeing “the big picture”

Recognising new possibilities

Tolerating ambiguity

Integrating ideas and concepts

Challenging established policies

Synthesizing unlike elements into a new whole

Inventing innovative solutions to problems

Problem solving in intuitive ways

Simultaneous processing of different input

UPPER RIGHT D




HBDI – Guess Your Profile

LOGICALANALYTICALFACT BASED

QUANTITATIVE

ORGANIZEDSEQUENTIAL

PLANNEDDETAILED

HOLISTICINTUITIVEINTEGRATINGSYNTHESIZING

INTERPERSONALFEELING BASEDKINESTHETICEMOTIONAL

Very Strong

Strong

Intermediate

Low





HBDISummary Sheet


HBDI® –Understanding Others




Recognising Preferences

© TOTAL INTER ACTION

1. Utilitarian, charts

2. “Effective”, “strategic”

3. Short, to the point

A UPPER LEFT

1. Neat, organised

2. “Process”, “proven”

3. Detailed, considered

B LOWER LEFT

1. Pictures of people

2. People, “love to…”

3. Friendly, emotional

LOWER RIGHT C

1. ‘Visual filing’

2. Analogous “It’s like…”

3. Modulated

UPPER RIGHT D

1. Environment? 2. Words Used? 3. Tone?


Recognizing Preferences

A D

CB

A D

CB

A D

CB

A D

CB




Example 1

I have systems to organise my work

and home. A place for

everything and everything in its

place!


Example 2

Analysis of the facts drive my decisions not

emotions.




Example 3

Success is all about having a

clear vision of how it will look, then trying things out and being willing

to fail.


Example 4

Our people are our greatest asset. We need to listen to them, involve

them, show them we care.




Recognizing Preferences

A D

CB

A D

CB

A D

CB

A D

CB


Recognising Preferences - Environment

A D

CB

A D

CB

A D

CB

A D

CB

Graph




Recognising Preferences - Environment

A D

CB

A D

CB

A D

CB

A D

CB


People Close to You

DArtisticHolisticFlexible

ImaginativeSynthesizing

CMusicalSpiritualTalkativeEmotional

Empathetic

BDetailedOrdered

SequentialControlled

Conservative

AFactualLogicalRational

TheoreticalMathematical

Boss

Parent

Partner

Self

Work Colleague

Customer

Other

David David

Cathy

Dad

Sue

Dad

Sue

Cathy




The Things People Do – Exercise

A UPPER LEFT

B LOWER LEFT LOWER RIGHT C

UPPER RIGHT D

• Is very dramatic

• Always socialising with others

• Dresses comfortably…

• Asks how people feel about…

• Has a saying: “a place for everything and everything in its place”.

• Spreadsheets holiday activities then enters expenses as he goes


Frustrations by Quadrant

Inarticulate, off-the-track communication

Excessive ‘chatter’

Vague, ambiguous instructions

Illogical comments

Inefficient use of time

Lack of facts or data

Inappropriate informality

Overt sharing of personal feelings

Impression of not knowing the right answer

Fear of challenge or debate

A UPPER LEFT

Unknown or absence of a clear agenda

Lack of organisation

Hopping around from subject to subject

Too many ideas at once

Unpredictability

Being too fast paced

Unclear instructions or language

Too much beating around the bush

Incomplete sentences

Lack of closure

B LOWER LEFT

Lack of interaction

Lack of eye contact

Impersonal approach or examples

Dry or cold, unenthusiastic interaction

Insensitive comments

Lack of time for personal sharing

All data, no nonsense

Lack of respect for feelings

Overly direct or brusque dialogue

Critical attitude

LOWER RIGHT C

Repetition

Being too slow paced

Playing it safe or by the book

Overt structure, predictability

Absence of humour and fun

Lack of flexibility, too much rigidity

Inability to get concepts or metaphors

Being drowned in detail

Too many numbers

Dry, boring topic or style

UPPER RIGHT D




WHOLE BRAIN INTERACTIONS


Whole Brain Interactions

Learning Outcomes:

Introduction to Whole Brain communication models used throughout the program

Better uncover needs

Respond more persuasively




Whole Brain Questioning

A UPPER LEFT

B LOWER LEFT LOWER RIGHT C

UPPER RIGHT D

CHALLENGES

SITUATIONAL

OUTCOMES

PEOPLE/PERSONAL

What are the challenge/s?

How does that impact

you?

What outcomes

do you want?

What’s the current

situation?

2


Whole Brain Questioning in Business

Business objectives

Business challenges

Impact challengeshave on business

A UPPER LEFT

Logistical requirements

Current situation

Book of business

Client base

B LOWER LEFT

Personal aspirations and challenges

Core drivers/motivators

The impact issues have on them personally

LOWER RIGHT C

Desired clients/business

Desired business outcomes

The impact challenges have on long-term goals

UPPER RIGHT D

CHALLENGES

SITUATION

OUTCOMES

PEOPLE/PERSONAL




Cross Selling Opportunities

Outcome you can address



Outcome you can’t address

Who else at AIG could help address that outcome?


Whole Brain Responding

Style is brief, clear, direct

Content is objective, accurate

Uses numbers

Style is expansive, excited

Content in colorful, visual, conceptual

Uses metaphors, phrases

Style is step-by-step, orderly

Content is detailed, complete

Uses sequence, structure

Style is friendly, informal

Content is subjective, personal

Uses feelings, stories

© Chat-About Cue Card

SUBJECTS

A. Writing a business email

B. Improving business relationships

C. Dealing with a frustrated client

D. Best business plan




Whole Brain Responding - Tips

Explain the communication objective

Link solution to customer challenges

Develop business cases based on ROI

Take a logical approach (problem-solution)

Use expert and statistical evidence

A UPPER LEFT

Upfront explanation of how you will cover information

Keep on time

Provide detailed handouts

Ensure next steps are included and clear

Use product demonstrations as evidence

B LOWER LEFT

Use appropriate eye contact

Show you are passionate about the subject

Address the people issues

Gain buy-in by interacting with the audience

Use stories as evidence

LOWER RIGHT C

Explain why the subject is important to the listener

Simplify complex concepts

Link solutions to customer’s desired outcomes

Use analogies and hypotheticals as evidence

UPPER RIGHT D

WHAT

HOW

WHY

WHO

Cards


Whole Brain Conflict Resolution

Learning Outcomes:

Benchmark current approach to handling conflict

Use a Whole Brain model to handle unhappy, frustrated, angry (important) stakeholders




Whole Brain Conflict ResolutionCurrent Approach

Individual Exercise:

1. Think of situation when you had a frustrated Stakeholder

2. Write on Post-Its what you did / said in that situation...

3. One activity only per Post-It.


1. Go to your flip chart

2. Read the criteria

3. Populate quadrants with your Post-Its

4. How whole brained is your approach?.

UNDERSTAND FACTS RELATING

TO ISSUE

CONFIRM SATISFACTORY

RESULT

EMPATHISECHECK & REDUCE ‘TEMPERATURE’

ANALYSE & SOLVE PROBLEM

PROBLEM

DETAIL

RESULT

PERSON

Whole Brain Conflict ResolutionCurrent Approach




01:40

Whole Brain Conflict ResolutionIt’s Not About The Nail


UNDERSTAND FACTS RELATING

TO ISSUE

CONFIRM SATISFACTORY

RESULT

12

34

EMPATHISECHECK & REDUCE ‘TEMPERATURE’

ANALYSE & SOLVE PROBLEM

Handling Tough Customers

PROBLEM

DETAIL

RESULT

PERSON

“What’s the end result you are looking for?”

“At the end of the day what do you need to do”

“That would be frustrating”

“I’m going to personally take responsibility to address this”

“When..?”

“Where..?”

“How long..?”

“How many..?”

“What I want you to try is…”

“What I’m going to do is…”

Whole Brain Conflict ResolutionRecommended Approach




Summary – Kick Off

Become more aware of others’ preferences and when to adjust your natural approach

Thinking and communicating in your area of least preference can be challenging so…

Use whole Brain models to help you compensateand minimize risk.


Mapping My role – For the Future

B PLANNED / PROCESS RELATIONSHIP / PEOPLE C

FUTURE / STRATEGIC DA ANALYTICAL / FINANCIAL






AIG SALES EXCELLENCE AND COACHING PROGRAM

ASPIRE

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