PPT - ELITE Consulting Skills ref POV v7 - SUPPORT (Voice ... · Handout –Slide Deck © Total...

Handout – Slide Deck

© Total Inter Action 1

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CONSULTING SKILLSREFERENCING THE NETAPP POV

FOR SUPPORT

ELITE


About Total Inter Action

GLOBALLY CONSISTENT - CULTURALLY APPROPRIATE




GETTING STARTED


BUSI

NES

S VA

LUE

“We do one thing well”

“Manage More With Less”

20101995 TODAY

* From The NetApp POV

“Empowering customers to change the world with

data”*

Enable New Customer

Touchpoints Protect

Secure Data

Create Innovative Business

OpportunitiesOptimize Operations

Why the ProgramThe Evolution of NetApp




• We need to up-level conversations from technical to business value

• We need to understand our customer’s business needs as well as their technical requirements

• Elite Consulting Skills is built around The NetApp POV

• You will learn thinking, skills & tools required to make you, NetApp and our customers more successful.

A Message from the Exec

Tom SchroederVP, Americas PS


YOUR OBJECTIVES




EFFECTIVE CONSULTATIVEBEHAVIORS


Elite Consulting Model

Plan how you achieve your communication objectives

THINK

Uncover needs associated with your offerings

Prove you will address their needs




THINKING –YOURS & OTHERS


Thinking Yours & Others - Objective

At the end of this session you will:

• Understand the impact of preferred and least preferred thinking styles

• Recognize others’ thinking & communication preferences & adjust when required

• Take a ‘whole brain’ approach to consultative conversations.




DIVERSITYThe Game


A Thinking Preference Profile

Example

Very Strong

Strong

Intermediate

Low




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

Analyzing 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

Organizing and keeping track of data

Developing detailed plans and procedures

Articulating plans in an orderly way

B LOWER LEFT

Recognizing 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”

Recognizing 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 DUPPER RIGHT D


Buying a Car

Likes data on performance

Looks at energy efficiency

Looks at cost of vehicle, trade-in value comparison with other vehicles

Ease of maintenance

Wants to know how it works

Likes power and precision handling

A UPPER LEFT

Interested in safety features and durability

The practicality of size, number of doors, storage space, stain resistance materials,

features such as interior trunk / gas unlock

Looks at maintenance requirements

Has done research and know what they want

B LOWER LEFT

The “feel and comfort” of the vehicle is important, user friendliness of controls

Wants to “love” the car

Impacted by friendliness of sales and service organization

“Knows” it is the right choice

Will buy based on a friend’s recommendations

LOWER RIGHT C

Looks at the aesthetic qualities: sportiness, colour, form, “cutting edge” qualities

Wants it to fit the dream personal image, long range plans

More willing to experiment and take some risk

1st model buyer, early innovator

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




Recognizing Preferences

Words Used:What is the issue?Deconstruct itI have analyzedNeed a definitive timeframeFinancial impact.

Tone:Short, to the point, unemotional.

A UPPER LEFT

B LOWER LEFT LOWER RIGHT C

UPPER RIGHT D

Words Used:Why…?Give me the ‘big picture’“I’ve tried lots of things”Analogies, metaphors (“It’s like…”)“What if we did this…”“Yep, I get it, let’s move on”.

Tone:Modulated, fast-paced, impatient.

Words Used:Step by stepTell me how…Didn’t want to risk…Detailed description of activity“I’ve always done it like this”Action steps & timeframes.

Tone:Slow-paced / considered.

Words Used:“Help me out here”Tell me who…I feel…My gut says…Impact to the user / people.

ToneModulated / emotionalPassionate / dramatic.


Example 1

I have systems to

organize 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 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




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 organization

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 humor 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 - Objective

At the end of this session you will:

Learn to use whole-brain communication models to uncover, influence and respond to stakeholder needs.


BUSI

NES

S VA

LUE



20101995 TODAY



data”*

Enable New Customer

Touchpoints Protect

Secure Data



Revisit: Why the ProgramThe Evolution of NetApp




A Whole Brain Evolution

Solutions to customer needs

EFFECTIVE / BOTTOM LINE

DEPENDABLE / SAFE

FUTURE BIG PICTURE

EMPATHY / PEOPLE


“Manage more with less”

“Change the World with Data”


MEETING STRUCTURE




Whole Brain Beginnings

Objectives for Discovery meeting set up:

• Satisfy all thinking preferences (Who - What - Why - How)

• Gain buy-in to having a ‘bigger picture’ conversation

• Gain their ‘permission’ for you to ask questions


Whole Brain Beginnings

WHO Establish credibility as an outcome-oriented solutions provider

WHAT State main subject area you wish to ask questions

WHY Explain how answering these questions will benefit the listener

HOW Provide an overview of sub-areas to cover

Objective:Gain buy-in to having a ‘bigger picture’ conversation

Objective:Gain ‘permission’ to ask questions




WHOLE BRAIN QUESTIONING


Issues, problems or challenges being experienced now, or roadblocks to achieving desired outcomes.

Desired expectations, outcomes and results relating to the area of discussion.

Current or historical facts relating to the area of discussion.

General Area

Situation

Outcome

Trial Impact of challenges to the bottom line, processes, people or future aspirations.Hypothetical ideas / solutions to

uncovered needs communicated to the stakeholder as “What if you ...?”

Challenge

Impact

What are you currently doingin this area?

Ideally, what outcomes would you like / do you need?

What are the roadblocks to achieving these outcomes?

What is the impact ofthis challenge?

What if you were able to …would that work?

Open Qs – ‘Learn’Closed Questions – ‘Confirm’ (use only if required)

SOCIT Questioning Model - Overview




Your wallet-sized reminder

SOCIT Cards


SOCIT Questioning Game

Purpose of Game

1. Try out the SOCIT model

2. Capture the information uncovered

3. Winning team:Captures the most Outcomes & Challenges NetApp Addresses




Out comes Challenges

Wr it e her e r esult s t hey say t hey want

Wr it e her e pr oblems t hey say t hey have or may have achieving out comes

Outcomes Challenges 1. Group read Brief

2. Decide on who will play the Stakeholder (Customer)

3. Decide on primary interviewer

4. Decide on person who captures Stakeholder needs Write Outcome & Challenge columns on Flipchart

5. Any additional people can assist interviewer.

Preparation - Roles



Out comes Challenges

Wr it e her e r esult s t hey say t hey want

Wr it e her e pr oblems t hey say t hey have or may have achieving out comes

1. Person playing Stakeholder reads Stakeholder Needs Analysis Sheet

2. Remaining group decide on General Area to SOCIT(Make it appropriate to that stakeholder’s role / interest).

Preparation - Planning





General Area

Situation

Outcome

Trial

Challenge

Impact

SOCIT Questioning Game (S-O-C)

Issues, problems or challenges experienced now, or roadblocks to achieving desired outcomes.



What is currently happening in your business?




General Area

Situation

Outcome



Challenge

Impact



SOCIT Questioning Game (I-T)




SOCIT Questioning Game (Part 2)

You are going to plan impact Qs:

1. Draw this flipchart

2. Pick an uncovered Challenge you want to expand (one that relates to new NetApp POV)

3. Write challenge in centre

4. Write examples of impact questions in quadrants.

AA

CCBB

DD

Challenge stakeholder stated that NetApp can

address

IMPACT Qs

Instructions (Impact Qs)



AA

CCBB

DDIMPACT Qs

When directed, you will test these Qs out

Use tips to create Impact questions…

Vision

Big Picture

Ability to adapt

Innovation

Future Plans

How others feel

Satisfaction

Retention

Personally

Morale

Records

Stability

Consistency

Continuity

Risk Level

Profit

Financials

Strategy

Competitive Advantage

Efficiencies

Challenge stakeholder stated that NetApp can

address




General Area

Situation

Outcome



Challenge

Impact





WHOLE BRAIN RESPONDING




Whole Brain Responding© Chat-About


Whole Brain Responding – Tips




Whole Brain Responding – Exercise

Exercise:• You are going to

‘chat about’ NetApp’s New Point of View/Offerings

• For one minute…

• From your area of lowest thinking preference

• (Ref: ‘Tips’ Page)


HBDI Wallet Cards




Summary – Day 1

• The New NetApp POV in action requires whole brain communication

• Thinking and communicating in your area of least preference may not come naturally

• Whole brain communication models help compensate.


Insight to Action




HomeworkTomorrow we will run discoveryrole-plays - First time meetings with customers

1. You will play the allocated customer –Read the Stakeholder Needs Analysis Sheet so you can answer questions

2. You will play yourself meeting a customer –Read the Briefing Sheet about that customer and plan how you would run that meeting

Complete the Whole Brain Beginnings Sheet (Page 24) for your meeting tomorrow



FOR SUPPORT

ELITE

DAY 2




UNDERSTANDINGSTAKEHOLDERNEEDS


Defining Effective Discovery Meetings

What is an effective discovery meeting?




Understanding Need

More Active Needs Verbalized = More Urgency + More Professionalism

No NeedInformation only

Passive NeedProblems or dissatisfaction Eg. “We’re considering…”“We’re interested in…”

Active NeedStrong wants or desires Eg. “I want”, “I must”, “I need to...”


Understanding Need – Quiz

Statement No Need

Passive Need

Active Need

Data storage requirements are growing by 50% a year

Increased hosting equipment costs are frustrating

We have a large storage footprint

I need faster response times from storage

Lifecycle costs unknown

We’re interested in a cloud solution

We must reduce deployment times

I am experiencing issues around service

Listen for triggers e.g. “must”, “need to”, “got to”




No Need Passive Need Active Need



No Need Passive Need Active NeedGeneral Area

Situation

Outcome

Trial

Challenge

Impact

Understanding Need – SOCIT Exercise


Exercise:Circle the type of need/s you are trying to uncover with these areas


UNDERSTANDINGBEYOND WORDS




EFFECTIVE LISTENING


Listening Exercise – Part 1

Objective: ‘Listener’ to replicate partner’s drawing (its size, position, etc) by just listening

1. In pairs – sit back to back. Allocate Talker & Listener

2. Talker – draw a simple picture on page

3. Talker will describe their picture but cannot say what it is or use describing words eg. “You live in it” or “it shines”

4. Listener draws in silence

5. Once talker is finished describing, take a look

6. Swap roles and repeat.

Listening Exercise




Listening Exercise – Part 2

Objective: ‘Listener’ to replicate drawing (its size, position, etc) but can ask questions

1. In pairs – sit back to back.

2. Talker – draw a simple picture on new page

3. Talker cannot say what the object is, nor can they use describing words

4. Listener can ask questions about the drawing eg. “is it 5cm from the corner” (but not, what it is)

5. Once finished take a look

6. Swap roles and repeat.

Listening Exercise


Listening

Active listening

Listen for meaning -where the listener checks with the speaker to see that a statement has been correctly understood.




Listening – 5 Levels

Acknowledgement

Repetition

Follow-on questions

Summarising Paraphrazing

Empathic Listening

“Ah ha”, ”Mmm”

“3 hours is a long time”

“If I heard you right, you need to get back up and running in

24 hrs to avoid impact to trading. Correct?”

“I hear your frustration”

“Can you give me an example?”


Discovery Role Play Prep

• Set up your meeting Who - What - Why - How

• SOCIT Questions




Issues, problems or challenges being experienced now, or roadblocks to achieving desired outcomes.



General Area

Situation

Outcome



Challenge

Impact

What are you currently doingin this area?





Open Qs – ‘Learn’Closed Questions – ‘Confirm’ (use only if required)

Discovery Role Plays


Summary – Day 2

• Seek to understand before being understood

• Focus on uncovering outcomes & challenges

• Listen actively for needs you can address

• Ask impact questions on challenges.




Insight to Action


Homework

1. Watch your video (critique)

2. Tomorrow you will present a 7 minute response to the stakeholder you met with

3. Get the Stakeholder Needs Analysis Sheet from your partner

4. Prepare the “presentation”.





FOR SUPPORT

ELITE

DAY 3


RESPONDING TO STAKEHOLDER NEEDS




Responding – Objective

At the end of this session you will be able to:

• Plan and communicate persuasive responses

• Be perceived as a more credible and confident communicator.


Defining Effective Responding

What is an effective response?




Stakeholder Needs Analysis

Business problems?

Technical Issues?

Impact to the business or bottom line?

CHALLENGES

Current approach?

Budget & timing?

Impacts on the process?

SITUATIONAL

Communication preferences?

What’s keeping them awake at night?

Impact on them?

PERSONAL

Quantifiable business outcomes?

Business goals?

Impact on future plans?

OUTCOMES


STRUCTURE




Basic Structure

B

M

E

DELIVER MESSAGE

ENSURE THE LISTENER IS READY TO

RECEIVE MESSAGE

ENSURE THE LISTENER HAS RECEIVED

AND UNDERSTOOD


The Flow HOUSEKEEPING

CREATIVE GRAB

SUBJECT (what and why)

AGENDA AGENDA AGENDA

SUMMARY SUMMARY SUMMARY

CONCLUSION / NEXT STEP

BODY BODY BODY

(Optional)




The Planning HOUSEKEEPING

CREATIVE GRAB

SUBJECT (what and why)

AGENDA AGENDA AGENDA

SUMMARY SUMMARY SUMMARY

CONCLUSION / NEXT STEP

BODY BODY BODY

1

2

3

4

5

6

7(Optional)


Discussion Documents




Persuasive Content


Persuasive Content




Persuasive Content

# 1 Element – Relevance to individual needs

# 2 Element – Supporting Evidence


Types of Evidence

Graphs

Expert Opinions

Statistical data

Irrefutable Facts

Demonstrations

Case studies

Testimonials

Stories

Personal Experience

Analogies

Visuals/Pictures

Hypotheticals

A D

B C




Evidence Example / Explanation

Graphs Visual of statistics – Pie chart, etc

‘Expert’ Opinions According to IDC…

Statistical data “9 out of 10 banks run…”

Irrefutable Facts “We are based in Singapore”

Demonstrations Physically demo

Case studies Situation/Challenge was… What we did… Results were…

Testimonials “CEO of XYZ Corporation said…”

Stories “John Smith had a real challenge…”

Personal Experience “It’s the same as when you experienced…”

Analogies “If you can use Google, you can use this”

Visuals/Pictures Picture of Data Center before virtualization (full) versus picture after

Hypotheticals “If you continue doing what you are doing this will be what happens versus if you took this approach, this is what would happen…”

Evidence Examples


NetApp Evidence Available*

* taken from the NetApp POV




THE HOW


Emphasis (verbal)




Emphasis

Recommendation

• Exaggerate / audibly ‘underline’ important info

• If you are working off written resources underline key sections / words


Voice – Pitch & Tone




Voice – Pitch & Tone

Recommendation

Focus on physical / things you can see help improve your pitch and tone:

– Stand up

– Smile (have a mirror)

– Use Gestures


Voice – Pausing




Why Pause?Powerful and persuasive presenters recognize the importance of the pause Alan Alda says it is the stuff between the lines that makes it a great performance my brother Robert Fripp the legendary guitarist and one of Rolling Stone magazine’s “100 Greatest Guitarists” explains “the music is between the notes not in the notes your message is not simply conveyed by your words but also by your pauses a pause isn’t a moment of “nothing used strategically it is a tool to help you build intellectual and emotional connection with your audience when you pause you give your audience time to process what you have just said pause allows your listeners to stay engaged and enables them to follow what comes next if you tend to speak rapidly it is even more important to allow adequate time for pauses imagine where you would have a comma period paragraph an exclamation point an underline or ellipses if your talk were written out use this as a guide for pauses

No pausing is like writing with no commas periods or paragraphs


Voice - Pausing




Voice – Pausing

Recommendation

• Focus on becoming comfortable with silence

• If you have a mute button, use it

• Work on deleting filler phrases or sounds


REHEARSAL




PRESENTING YOUR RESPONSE


Summary – Day 3

• Responses should address stakeholder needs

• Structure – start with the end in mind

• Keep agenda areas simple

• How you say what you say speaks louder than the words you use.




BUSI

NES

S VA

LUE



20101995 TODAY



data”*

Enable New Customer

Touchpoints Protect

Secure Data



Course SummaryThe Evolution of NetApp


Course Summary

Plan how you achieve your communication objectives

THINK

Uncover needs associated with your offerings

Prove you will address their needs




Insight to Action


Your Toolkit

For a copy of the tools and planners we’ve used over the last 3 days visit:

totalinteraction.com/elite-consulting-tool-kit/




CONSULTING SKILLS ELITE

PPT - ELITE Consulting Skills ref POV v7 - SUPPORT (Voice ... · Handout –Slide Deck © Total...

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