Navigating A Career Pivot With Shelley Paxton

Navigating A Career Pivot With Shelley Paxton

Navigating A Career Pivot With Shelly Paxton

Chris Michael Harris, Executive Producer

8/9/2020

Shelly Paxton spent 26 years in the corporate world. She was an advertising and marketing executive who had the honor and privilege of working with some of the most iconic brands on the planet from McDonald’s to Visa, to AOL, to Harley Davidson.

She reached the position of a chief marketing officer of Harley Davidson. She realized that she made it all the way to the peak of her career.

All of the success boxes are already ticked, but Shelly was genuinely feeling empty on the inside. She was feeling out of alignment with her truth. It was a wake-up call through a nightmare while working at Harley that really woke her up to the idea that she was neglecting her soul. And that made her realize that she’s not living her truth. But the challenge was she didn’t know what her truth was at that time.

Soulbbatical is the term created by Shelly. This is a journey which made her understand the meaning of her nightmare, she christened herself chief sole off of serving her life because she knew giving herself a big title would give her the responsibility to listen to this. This journey give some people something to hang on to because, no one understood why she was leaving the coolest job in the world.

Shelly’s drug was numbing in every way possible— staying so busy so that emotions will run out and she won’t have to listen to the little voice inside. Busy-ness is an addiction and she lived it 100% and created a habit of drinking a bottle or more wine a night to numb the voices. This enabled her to sleep and try to find peace instead of sitting and listening. 

But remember…

• Catch yourself when you’re about to reach for that glass of wine.

• Catch yourself when you’re caught in that hamster wheel of busy-ness .

Find some stillness because the stillness is like a snow globe when you shake a snow globe, you can’t see the scene in flight. That’s how we live our lives for the most part. 

When we sit in stillness, even if it’s 15 minutes a day, we start to practice letting the snow settle. Then we can see, hear and reconnect. Shelly calls it, finding your soul signal. That’s when she thinks you really know when you listen deeply. Many of us are trying to outrun that little voice because it’s telling us some pretty inconvenient truths.

Early on in her coaching career, she kept describing herself as a new coach, and her coach Rich Liban taught her a concept—transcend and include. It was this idea that you are cutting yourself off from your past. You have to leave behind this incredible experience that has created the person who you are today. 

Shelly has been a leader of teams of 200 people all around the world. She was calling it leadership and coaching. As a leader, one of her gifts was shining a spotlight on other people’s talents, helping them develop that talent, and then giving them the runway to fly.

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Marketing Analytics & Sales Growth with Dr. Denise Gosnell

Marketing Analytics & Sales Growth with Dr. Denise Gosnell

Marketing Analytics & Sales Growth
with Dr. Denise Gosnell

Chris Michael Harris, Executive Producer

8/29/2020

There are so many buzz words, trending about data science, machine learning, artificial intelligence. Those people on your team who are capable of analyzing large digests of data and telling you of a specific behavior in your site. It’s those types of individuals you need to have employed to look at your data.

If you will tell Dr. Gosnell about your conversion rates, she would ask you historically what type of customers you have who were successful?

As a data person, what she is asking you about in that question is whether you have been labeling or tracking an event you care about historically because that tells her a lot when she’s conversing with people whose conversions aren’t running well.

Let’s look at your historical conversions, and maybe historically, you never even had that event set up. Dr. Gosnell pointed that it’s a chicken and egg problem because if that’s kind of where we go.

It’s the same as making a decision and put something out there that you think your audience is going to resonate with and ensure that you also have the systems up and running to measure it to the event you care about. 

For the people trying to dabble into machine learning, we would call this a labeled event or supervised learning. It’s giving you your training data.

It’s that line in the sand where you wonder if your people even get there and cross over it or not. Without having that line that you’re measuring and tracking, it’d be tough to talk you through and look at your data and say where it’s not working. 

Make sure that you can start to model and understand what the data is going to tell you about your best guess. If you already have it up, look at it historically. And find the groups of your customers who successfully get over that line and inspect what they did and why they were successful getting through that conversion funnel.

Many people want to overapply the world of machine learning, and working with all of these data points to throw everything out their data.

When the super simple techniques of defining and measuring goals, and looking at a percentage of people who meet that goal or not are some of the most empowering ways that you can get started with using data to inform your business decisions. So absolutely keep it simple. 

When it comes down to the connected data components of how people keep it simple—this one is also hard because we’re out of phase of trying to figure out what crawling, walking and running means for the community. We already interact all day with very powerful ways that people are using connected data.

Your whole world’s probably using Netflix or your favorite streaming device these days. And they’re also using all the connections of who watched what movies to recommend more content to you.

We’re already used to the power of what it feels like to be running with connected data. If you want to apply this to your business, it’s really hard to recognize that you’ve got to crawl and walk before you can get to recommendations with connections and data. 

Teaching people to be patient and do the simple items is where we need to be no matter where you are on your data journey with connected or with just regular non-connected data.

It’s going to be an exciting tug of war because data essentially is our new oil, it’s our new economy of how people are exchanging value on the internet. It’s your information. 

And let’s think about this entire conversation. We’ve been talking about the power of what you can do when you capture your customer’s data. You can now use that to drive more business, but that’s what our business hat on.

When you put your consumer hat on, that feels different because it feels like you’re being forced into this world that you don’t know if you want to opt-in or opt-out. 

Over the next 10 to 15 years, Dr. Gosnell sees this as a very interesting struggle between those of us who want to help inform our businesses with data and are consumers of these services. Those two worlds are kind of at an impasse on how we’re going to be moving together because one world wants to use your data to increase business.

And the other is wanting to is essentially start to bring more of your personal details back inside because you don’t want to be involved.

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Best Microphone For Podcasting?

Best Microphone For Podcasting?

Best Mic For Podcasting? Shure SM7B vs Rode NT

Chris Michael Harris, Executive Producer

9/5/2020

Which microphone for podcasting is better: The legendary Shure SM7B or the Rode NT?

ProTip: I recommend Audio Technica for entry-level and Rode and Shure for the next level up. 

SM7B is legendary for a reason. It is everything you’d want it to be.  It just looks very professional and it sounds professional. However, It doesn’t go with cables, stand or filter that you get with Rode. There’s not even a stand with SMB.

So if you don’t have a mic arm or some stand, you have to buy in excess of the mic SM7B itself, and they don’t send it with XLR cables. Meaning you can’t use it unless you buy additional things. There’s nothing you can do with it other than have it look nice unless you buy other things. 

Note that if you’re going to go direct XLR, you will need a recording device. Meaning you can’t just take an XLR and go directly into your computer. Some allow you to go directly to your camera and record, but many podcasters do not include video content just yet. 

SM7B is kind of is what it is. And the reason being is because it is running from the microphone to an XLR cable. One cable is called a cloud lifter—this is a gain monster. Meaning you have to raise it higher, and the cloud lifter helps balance things out a little bit, but it does mean that you will have an in-between.

So you have cable, cloud lifter, another cable out, and that cable has to go to a recording device. If you have a RODECaster Pro recording device, you can do all of the advanced settings can change based on the tone of your voice and how loud you talk.

If you have a deep voice, high pitched voice, you can do a lot of really cool things, and there’s a big record button so you can’t miss that.

So you can record, then you’ve got a backup file. If you’re recording something on zoom with a remote guest and it crashes, sometimes you might have it or not as far as your actual recording.

So at least with locally, if there are issues that you might experience recording with remote guests, you’ve got the local file. It records into a mini SD card. 

You can easily sync that file to your computer quickly. But it’s an extra step, and it is an extra expense, it’ $500-$600 range for the RODECaster Pro in addition to the cost of the microphone, the cables, cloud lifter, and the mic arm.

So you’re literally probably looking over a thousand dollars. Sometimes, people get confused because they see an SM7B for $375 to $425 range.

You can have the best mic on the market, but you’re not getting all those other things that come with it too. It’s not truly out of the box. 

If you’re just getting started with a podcast and you don’t have all the setup already in place, or you’re not expecting to have that kind of investment, you might feel a little misled, and you might wonder why you need all this stuff for. Yes, the audio is fantastic; you’re going to sound like radio quality. Know what you’re getting yourself into. 

Photo by Neil Godding on Unsplash

Rode NT comes with a pretty basic, just plastic stand, but it is effective, especially when traveling. It has a screen filter in front that comes with the microphone. Both the front and the back looked pretty similar, but there’s a little silver in front that indicates that it is the front of the microphone. 

One thing that you’ll see on this microphone, that’s not on the SM7B is you do have your settings controls on the microphone. You can change the levels and the input if you’re going to wear headphones, which you’re going to need for interviews.

With SM7B, there are no buttons or inputs. When you use monitoring headphones, you’ll be hearing what you are saying, but you can also hear what the guests are saying, and you can hear it through my microphone, and if your monitoring headphones have a different input than what you normally see on a basic auxiliary cable.

You have to make another purchase with this microphone. With Rode NT you could plug in your Apple headphones because it’s just a basic auxiliary, where you can just wear anything. 

I would recommend using noise-canceling headphones because you have to consider, if somebody says something loud, your microphone might pick back up the feedback of what they’re saying through your headphones. And it sounds like there’s an echo of their voice in the interview. 

One thing I would recommend if you’re going to go with the Rode NT and you’re going to use a mic arm, a Rode PSA mic arm is fantastic.

One thing you want to add, and this comes specifically with the Rode NT is the actual shock mount that comes with it. You take the mic off the stand and mount it right onto the shock mount. So, you’ve got your pop filter in front of you. Recommend this because the Rode NT does not have one. 

The SM7B comes with a pop filter on top of the microphone itself. It also has your DS that through your RODECaster, which your Rode NT does not have because you’re losing a lot of those bonus settings that you do get through a mixer.

The Rode NT does come with a screen in front of it, but it will pick up the p-pops because there is no pop filter on top of this microphone. So you’re going to want the screens, whether it’s with your stand or whether it’s with the actual shock mount itself. 

Rode NT is very easy to setup. You have to plug it in the bottom and plug it into your computer and hit record. One thing you’re going to find with SM7B is you will spend hours trying to perfect the microphone for your specific voice because that’s what it requires.

It’s an advanced microphone. That means that there’s a lot of things that you can do versus something like Rode NT or a lot of the other plug and play mics that are USB that are made for just a wide range where they are what they are.

They still look sleek and is still a fantastic product. You’re going to spend almost $200 on this Rode NT. So it’s not cheap. 

You are going to experience some issues with travel. So when you use the Rode NT, let’s say you’re going to record with a remote guest one on one face to face setting with the H4n or XHN actual recording device, that’s XLR. That’s kind of easier to do because it’s built for that. You’ve got a USB plugging in your computer.

Something like GarageBand might work well, there are some challenges with USB mics and trying to record more than one person at a time because computers can work, but it’s not a recording device. 

Comparing XLR to USB is like comparing old like plugins for Nintendo where they call like analog and HDMI. So you do lose a little bit, albeit it is easy out of the box solution. 

With the SM7B, if you want an XLR mic, Blue makes an icicle product. And it basically allows you to go XLR to a USB converter into your laptop. If you wanted to get a cheaper, like an Audio Technica XLR mic, even like 2100, you could get the XLR and have a backup for when you travel.

You could get the icicle to do that conversion to go direct to your laptop instead of having a recording device, like a RODECast or H4n. Look at the cost, this out of the box, you’re going to spend 200 bucks, and you’re ready to rock and roll. 

If you’re just getting started with podcasting and have been doing it very long, you can start with an Audio Technica device and keep your investment as low as you possibly can go with a basic.

Maybe you want to really stretch and get a $60 Audio Technica mic or $70 audio Technica mic. Get that icicle, that XLR to USB converter. I think it’s 50 bucks. That’s a good guy, $120 investment. That’s going to sound tremendous.

It will be a lot more than any of your counterparts in early podcasts, and you’re going to sound fantastic. And again, you can travel with it.

Photo by Ravi Palwe on Unsplash

Maybe later, you will upgrade into one of the Rode devices, whether that’s the Rode Podmic, the Rode Procaster, Rode Podcast, or the Rode NT.

Eventually, when podcasting is really working for you, it’s growing your business, and it’s time to make that final upgrade, then consider something like the XLR, knowing that all those additional components are going to be required. And it’s not something you can take out of the box and use on your own. 

So the last thing is to test everything. Test all the microphones. So if you need to buy some stuff, buy five or six microphones and then return them based on what sounds best.

Again, those are three brands that I recommend cannot go wrong for podcasting. You decide, look at your price point with any of those, look at where you’re at. Also, think about your sunk costs.

Think about where you’re at with your business. What is tangible and feasible for you to be investing in at that point of your podcasting journey?

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How To Get Projects Done On Time With Clint Padgett

How To Get Projects Done On Time With Clint Padgett

How To Get Projects Done On Time With Clint Padgett

Chris Michael Harris, Executive Producer

9/4/2020

Meetings are a problem and an issue. People have more work than they could possibly get done as it is. So you don’t want to add overhead onto it, but you want to make the meetings productive.

What is so challenging for leaders and for the teams to execute and hit their deadlines in their companies?

It’s tough, especially when you are remote. This challenge existed in Clint’s office six months ago because people sit at their desk and would shoot an email or send a text message or post on Slack and not get up and walk three doors down the hallway and stick their head in the door and talk to you. That’s so it’s just exacerbated now with the remote. 

When you work remotely, the challenges you have are, it’s very easy to get off on a tangent and do something that’s not remotely close to what should be done at the moment.

For instance, what happens is, each person communicates to the next person, that person hears the message through their filter, biases, and their understanding of language that they experienced in life. They then communicate that message as they understand it to the next person who puts their spin on it.

So it’s not surprising that what comes out of person number five mouth isn’t remotely close to what person number one said.

The thing that happens today in a remote environment is you hear something in an email or a text message. You’ve put your own spin on it, and you’re off to the races. And now you’re doing the wrong thing. 

What we should do when we are working remotely, is we should have conversations and ask clarifying questions. And then the message that comes out of person number five mouth is the same thing that went into person number one, and the same thing when you parlayed into teams. 

If I’m a leader, I want to make sure that the message I said was heard and understood how I wanted it to be heard. And I want to make sure the team is clear on the message and who has to do a certain task, and that all comes through having conversations.

What are some of the pressures you’ve seen that cause you not to take the short-term sacrifice or bypass the short-term gains for long-term prosperity?

I think your time is limited as an entrepreneur. So, you’re focusing on the things that you feel are the most important that you need to get done right. The problem is a perfect time that you’ll ever coach never comes. It’s like saying, you’re going to have kids when you’re ready. But you are never going to be ready. You just have him and learn as you go.

The same thing happens here. So maybe, you strike a balance and say, you’re going to take the short-term sacrifice, but longterm, you’re going to choose a trusted person to stick by your side while you do it. So that next time your team can do it, and you can just coach them a little bit, and it’ll be more efficient that way.

I like to call a spade, a spade. I think people don’t like to hear the truth because it’s ugly. We have a saying in the South, “Your baby is ugly.”

Nobody wants to tell the senior vice president or the owner of the company that their baby is ugly. They try to sugar coat it, and they try to put it nicely or downplay it. 

As a leader, if you have what you think is a brilliant idea, you have to accept your team’s feedback.

If you don’t accept any form of feedback, people will keep quiet because they don’t want to risk their job or their relationship with you as the owner. And this will eventually hurt the company and the leader in the end because of that kind of mentality.

Are you a big proponent of multiple meetings? How do you make sure things get done without spending significant time in meetings?

Meetings are a problem and an issue. People have more work than they could possibly get done as it is. So you don’t want to add overhead onto it, but you want to make the meetings productive.

It’s about having an agenda, keeping it short to the point. You wouldn’t want to be succinct and have an agenda that you stick to. In the world that Clint lives in is project work. The meetings all have value because it’s about adding new stuff to the schedule, understanding the challenges. 

The real world happens, and so you have a beautiful plan that you built with your team that doesn’t survive longer than about 24 hours.

Something we need to change, and we can’t be changing everything every five minutes. We want to have one collective change. Then a week later, two weeks, you’d have another change.

According to Clint, if you have these one-hour meetings about a project every two weeks. That’s not adding a ton of overhead, but it’s about being clear to your point. 

If the nature of the project only survives 24 hours and you’re waiting two weeks between meetings, that’s where people have the disconnect because there’s so much to catch up on because it has been so far removed from their last meeting time.

So, we’re in this perpetual state of trying to catch up going long on meetings, over divulging or covering too much. That’s where the disconnect is. Is this statement true?  

That experience is correct. It’s all a balance. So if you ask, in a perfect world, what would we do? We’d probably meet weekly, because to that point, if we go every two weeks, then that’s 14 days worth of bad stuff to catch up on. But the reality is, most people work on ten projects. So we have weekly meetings. And since the overhead is just too great, we’re forced to go to every other week. Suppose we have a meeting every two weeks.

Let’s say we had the meeting yesterday. If I have a problem today, I’m not going to wait 13 more days to tell you about it. I’m going to call and inform you what the problem is, and we can make the snap decision to get a small core team together just for 20 minutes to fix it. Or we could say, that’s okay, go do your thing. And we’ll bring everybody up to speed in the next meeting.

 

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Strategic Planning Hacks With Sean Castrina

Strategic Planning Hacks With Sean Castrina

Strategic Planning Hacks With Sean Castrina

Chris Michael Harris, Executive Producer

9/03/2020

If you are given a million dollars and many lands, you would not run the home Depot or Lowe’s and start buying wood and nailing up a house. You do a blueprint.

If you are given a free vacation worth $10,000, you will not get in your car, go to the airport. You would ask if you want a winter vacation or summer vacation.

In other words, put the same amount of time you put into a vacation or your dream house for your business. So you’re not running in 10 different directions. It’ll save you a ton of money.

Extreme focus is critical. Sean doesn’t manage his time. He manages his energy. When he was 20-30 years old, he could go 20 hours a day. And that was great. Now at 57, that’s not necessarily the case. So the key to him is he knows he got three windows in a day.

In the morning, he writes and researches because he knows that’s his window. Then he has a two-hour office time a day when people can book any meetings they want.

He can meet with my partners. And then he has two hours that he can decide whether he’ll do a podcast or something like that. And with that, each quarter of the year, he focuses on one initiative.

He has one thing that moves the needle. It’s the one domino. It’s the one thing I want to knock down that will not over ten other dominoes. So Sean breaks his year in four chunks of three months with one key initiative.

A great John Maxwell quote on leadership is focusing on about 1%. You do one thing well, 99 other things you don’t do well. So, Sean realized that his skill set is extremely narrow, but he’s really good at the things that he is good at.

So, early on, you need to realize that it’s impossible to be great in a lot of things. And that applies to a company. Can you name three models of a Honda? They have three. You got a Honda accord, a Honda civic, and an Odyssey. You know, they don’t spread out over 20 different things. And more is not better.

Sean has his marketing and meeting days. He tells his staff if anybody wants to meet with him. There needs to be a schedule and a duration. And then he has days when he wants to write and research more. He likes to know the activities every week if I can have a Monday, a Tuesday, Wednesday theme day because everybody knows what direction they will go.

He breaks his day out into what does he have to get today that has a consequence. What can he do today that moves him financially forward? At the end of the day, we all pay bills.

Mark Cuban reads three hours a day. He’s a billionaire. Warren Buffet reads 8-10 hours a day. He’s worth $60 billion. They all have the time to do that.

You might only be able to read a half-hour a day for 15 hours a day because you got to work. You can have good habits, but one of those habits is you probably should do something every day that generates money for your business and for you. And that’s where a lot of people spend a lot of time thinking too much, too creative.

So, did you make any money this week? You got a hobby. How much money have you made last month? See if you don’t make money with it, it is a hobby. If you want to continue it as a hobby, that’s fine. But please don’t call it a business.

Sean tries to do something nearly every day when it’s business-related, that generates an income. Having financial contributions, there are a few days a week, that has to be priority A.

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How to WIN at Any Negotiation

How to WIN at Any Negotiation

How to WIN at Any Negotiation

Chris Michael Harris, Executive Producer

9/02/2020

My summary is negotiations are more about acquired skill and psychology than sheer natural talent. 

You need to focus on a growth mindset. Someone may be better than you, but it’s not because they have inherent skills that are better than yours or that they’re just naturally more talented than you are at negotiating. It’s just that you haven’t put in the time to acquire those skills.

Active listeners are better than the yammer talker people at negotiations. So if you are a little bit more of an introvert, that’s a huge prominent misnomer that people have about why they’re not good at sales is that they’re not the chatty types. Many people that are more extroverted just talk right out of a negotiation. They talk themselves right out of a sale.

If you’re an active listener, you’re going to find that it’s going to be a little bit more natural than you think, especially when you deploy some of these tactics. So that should be liberating for you. 

People are emotional and irrational. Negotiations are about building a real human relationship. We put much emphasis on logic, and Chris’ argument is that it’s an entirely emotional thing. And a lot of the book, he actually talks about ways that you do that. And to get people to bend in ways that you want them to, but you have to understand that you’re dealing with an emotional creature at its core.

The part of being an active listener is what he calls tactical empathy. So empathize with their situation and then getting them to empathize with your situation. So the first thing you want to do is break down these walls of tension in sales environments. Make them understand that you not only understand their situation, but you feel their situation as well. When people feel understood, they start to open up and then get them to reciprocate that. 

The goal is to establish trust. So when you can empathize with someone immediately, what do you do? Connection. So the next step in the process is to make sure you’re establishing trust.

The principles of psychotherapy and the importance of feeling heard by active listening. So you’re actively listening. What you need to do is understand your way into the sale and understand what someone’s truly looking for.

What’s the actual depth of the pain point that they’re trying to solve. And then do you have a solution that can rectify that? Can you introduce it in a way where they lead themselves to the sale? You can’t lead to that point until they understand that you’ve been actively listening to what their problems involve or what they’re struggling with or what their business needs. 

 Active listening will reduce defensiveness and empowers.  So immediately easing tensions, easing, defensiveness—these are all the positive things you want to focus on. And that happens with tactical empathy and active listening. So until you can demonstrate to your audience that you hear them, the sales situation will be tense. 

Don’t forget about the importance of mirroring, labeling, and active listening.

Mirroring and labeling are effectively taking on their energy and meeting them there. And then labeling it is you’d say something like it sounds like you’re thinking this right.

So to reiterate and get your customers to clarify and label as such exactly what it is. So if you talked to someone about their financial situation with their business, you would say something to the effect of, “so it sounds like right now, financially, you guys are just in a little bit of a tough spot.” Because again, you are demonstrating that you understand, you’ve been listening, you’ve been engaging, and you can empathize with their situation. 

Once people feel heard, you then need to make them feel understood. And part of that process is the labeling. When you label something, it demonstrates that you hear them, and you were actively listening and engaging. But when you labeled it, it demonstrates that you understand.

Photo by Amy Hirschi on Unsplash

That’s right, are the magic words. The whole thing of that is a lot of people making you’re right arguments. The you’re right argument is where you’re pitching at somebody. It’s, you’re preaching, and you’re selling, the customer agrees with you, but it’s not as powerful as that’s right. 

There are several types of yeses. One is a yes, but it’s really yes to get you to shut up and go away. The second one is like a yes, but it’s just a saying yes when they’re planning on saying no later on.

So there’s different forms of yeses that aren’t as good as a that’s rights. We’ve all been in those situations where we’ve been given those yeses, but we know it’s not a real yes. 

Good salespeople make sales, great salespeople, lead people to sales. And that’s right argument is exactly what does that, you’re leading people, understanding, and uses tactical empathy. All of those things are leading people to sales. 

What can you do to make your customer feel like they made the decision and not that you can convince them? The goal is how do you get them to feel like they made the decision and not you made it for them.

Listen to the emotions behind your counterparts words. As people are going through and saying things, you want to understand the underlying emotion that’s associated with what they’re saying.  

Look for cares and concerns, and then summarize with, it seems like, or it sounds like, so that’s the labeling part. That’s the part that you want to come back with.

Consider calibrated questions. First, you want to empathize with them, and then you’re going to get them to start empathizing with you, and this is when you use calibrated questions. So if you went on these things up in a row, you could create a formula. Calibrated questions are open-ended questions that start with how, what, or why. You can only use why in certain occasions. So stick with how or what. 

Figure out those calibrated questions are going to be for you and always have those in your toolkit so that you can pull those out and use those to get them to understand your side of the situation.

So you’re not in a relationship and a business relationship where you feel like it’s one side and a lot of people get taken advantage of in those situations where they feel it is so demanding.

The intent is to have your counterpart see your side once you’ve demonstrated that you see theirs. So you shift from a confrontation to more of a problem-solving session. The calibrated questions allow you to start getting into the, how does this work well for you? Has this worked well for us?

We want to make sure that we are completely ironing out all the details so that this is a win-win for everybody involved. And that’s what calibrated questions allow you to accomplish. And sometimes either non-monetary items.

So if you’re stuck on the monetary aspect of things, but they just can’t get over those numbers. Chris says that sometimes what you want to do is explore the other aspects. So sometimes maybe you do adjust the date. If pricing is a problem, what if we do it faster? Or if pricing is a problem, how about we do it longer?

Even if it’s non-monetary things could be other services rendered, it could be other things that kind of behoove or benefit them based on what you’ve learned and gleaned from your active listening.

The ultimate calibrated question is, how am I supposed to do that? If the demands coming in are too high, always fall back on, how am I supposed to do that? You could use this in many capacities, not just business. So that’s how you reclaim things without coming back and saying flat out, no.

You don’t want to just necessarily come out and just shoot down and say no, but a calibrated question is effectively a way of saying no. So use calibrating as a way to object without saying no. 

There are several different types of negotiators that I recommend you look into to understand which one you are because they all operate differently.

So you want to understand what’s the best mechanism for you, and how are these people? What’s their disposition because you are aligned with those people and really study how they do what they do and do it at a high level.

Photo by Amy Hirschi on Unsplash

The 7-38-55 rule. So effectively seven. It is the things you say 7% is determined based on whether people like you or not. 70% is what you say. 38% is the way you say it. And 55% is just how you present yourself, how you show the way you demonstrate, the way your, your face is the way you carry yourself, the way you conduct yourself.

So basically, 55% is determined by stuff that’s not coming out of your mouth. So, it would be best if you were likable, and that’s going to be something that you want to work on and focus on.

As far as your presentation is concerned, the things you wear, the way you dress, the way you present yourself, and making a good first impression.

Understand your customer’s values, one’s dreams, religion, et cetera. You really want to make sure that you understand at a deep level of who that person is. If you want to do research beforehand, it’d be very important for you to do research. 

The power of yes. There’s something magical about getting three yeses. So what does that mean? When you get somebody to commit to buying something from you, you want to confirm three times in some capacity. The three yeses, that’s the magic. They’re not going to back out once. They’ve committed three times that there’s some science behind it. It’s about that. It’s just. You want to try it if them to confirm and say yes, on three different occasions, even if it sounds redundant and repetitive kind of silly. 

The Chris and discount. In some situations actually good for you to personify yourself and say, okay guys, I know you don’t do this for everybody. He talks about when he’s at the grocery store, he’ll say, do I get the Chris discount on this?

So, you’re personifying yourself as a human, as a person. Not necessarily as like this person, who’s trying to sell them something or get something from them.and so when you do that, sometimes it will allow you to get a little bit of a leg up or a little bit of breakthrough, maybe a wall that you’ve been struggling with and can’t get over. 

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