The Power of Curiosity

Being Curious

Curiosity killed the cat, they say…but only after it had used up its nine lives.  Being inquisitive and interested in people, things, and events is an admirable characteristic, both because it increases your own learning and also because it’s infectious.  If you display curiosity, those around you will be more curious than they would otherwise have been.

This will not only empower you you'll gain greater understanding, stronger relationships and learning from your friends, employees, peers or fellow networkers. 

An open, enquiring mind is a pre-requisite for continuous learning and development.  The alternative, a closed mind, is a recipe for stagnation and for the rate of change to exceed the rate of learning.

If you’re not already the sort of person who displays curiosity, it’s possible for you to learn to become so.  How easy or difficult this will be depends on your starting point.  If you feel curious, interested, and inquisitive…but don’t exhibit those behaviours, it’s comparatively easy to adopt behaviours that will demonstrate your curiosity.  You could, for example, embrace a commitment to talk to people about what interests them, ask lots of questions, and demonstrate how interested you are in them.  By feeling interested you’re already halfway there and these behaviours should be quite easy to adopt.

If you don’t feel interested, it’s quite possible to feign interest.  Most people will discover that if they pretend to be interested then they start to feel interested (fake it till you make it).  Your outward, exhibited behaviour will affect your inner feelings…rather than the other way round.

Curiosity provides the springboard for learning and development.  Curious, inquisitive people tend to:

• ask lots of questions

• think out loud

• play devil’s advocate

• dig and delve to find out more

• formulate and reformulate “theories”

• have lots of ideas

• challenge conventional thinking

This is an admirable list.  The downside is that people who are curious will often flit, butterfly-like, from one interest to another and not sustain their enthusiasm for any one thing.  As a result they fail to see things through to a conclusion.  They are good starters, but poor finishers.  If this describes you, even just sometimes, you can correct this tendency by working to maintain your interest, continually checking to ensure that your people are completing the things they've started.

Consistent curiosity is vital…the lifeblood of continuous improvement.  All learning and development emanates from an insatiable curiosity.

And that’s worth thinking about…

UPGRADE COLD LEADS TO REFERRAL STATUS

The primary reason people do business with you is they feel a high level of trust.  They trust you as a person, they trust your company, your product/service, and your price/value package.  This is why referred leads will consistently convert to clients 80%-to-100% of the time, while yellow page, or non-referred leads convert, at best, 20% of the time.  There’s a significant transferal of trust because of the mutual association with the referring person.  The idea here is to cause cold-calls to become warmer.

Creating a culture of referrals in your company. 

The underlying purpose would clearly be to accelerate the trust level your prospective clients/customers feel toward you and your company.  Here’s an idea you might use to achieve that.  Unfortunately, few companies ask new prospects "how did you hear about us?"  In doing so, it would help to track the return on investment of their marketing/advertising budget.  Even though most companies haven’t embraced this concept, I’d suggest you adjust your approach a degree or two further, and focus on gathering a variety of information that will enable you to connect the prospect to an existing, satisfied client.  Consider creating a script/process to gather additional information, such as:

·       where do they work, and have you done any work with other people at that firm

·       what do they do, and what other lawyers/teachers/insurance people, etc. have you worked with

·       where do they live and who else in that neighborhood, city, region, geography, or country have you done business with

Always be thinking about creating networks of inclusion.  Find a way to connect yourself to your prospect through a mutual association.  You’ll find trust levels soaring and sales closing faster and at a greater rate.

The Hierarchy of Needs

Abraham Maslow developed the Hierarchy of Needs model in 1940-50s USA, and the Hierarchy of

Needs theory remains valid today for understanding human motivation, management training, and personal development. Indeed, Maslow's ideas surrounding the Hierarchy of Needs concerning the responsibility of employers to provide a workplace environment that encourages and enables employees to fulfil their own unique potential (self-actualization) are today more relevant than ever. Abraham Maslow's book Motivation and Personality, published in 1954 (second edition 1970) introduced the Hierarchy of Needs, and Maslow extended his ideas in other work, notably his later book Toward A Psychology Of Being, a significant and relevant commentary, which has been revised in recent times by Richard Lowry, who is in his own right a leading academic in the field of motivational psychology.
Abraham Maslow was born in New York in 1908 and died in 1970, although various publications appear in Maslow's name in later years. Maslow's PhD in psychology in 1934 at the University of Wisconsin formed the basis of his motivational research, initially studying rhesus monkeys. Maslow later moved to New York's Brooklyn College.
The Maslow's Hierarchy of Needs five-stage model below (structure and terminology - not the precise pyramid diagram itself) is clearly and directly attributable to Maslow; later versions of the theory with added motivational stages are not so clearly attributable to Maslow. These extended models have instead been inferred by others from Maslow's work. Specifically Maslow refers to the needs Cognitive, Aesthetic and Transcendence (subsequently shown as distinct needs levels in some interpretations of his theory) as additional aspects of motivation, but not as distinct levels in the Hierarchy of Needs.
Where Maslow's Hierarchy of Needs is shown with more than five levels these models have been extended through interpretation of Maslow's work by other people. These augmented models and diagrams are shown as the adapted seven and eight-stage Hierarchy of Needs pyramid diagrams and models below.
There have been very many interpretations of Maslow's Hierarchy of Needs in the form of pyramid diagrams. The diagrams on this page are my own interpretations and are not offered as Maslow's original work. Interestingly in Maslow's book Motivation and Personality, which first introduced the Hierarchy of Needs, there is not a pyramid to be seen.
Free Hierarchy of Needs diagrams in pdf and doc formats similar to the image below are available from this page.

click to enlarge

(N.B. The word Actualization/Actualisation can be spelt either way. Z is preferred in American English. S is preferred in UK English. Both forms are used in this page to enable keyword searching for either spelling via search engines.)

Maslow's Hierarchy of Needs

Each of us is motivated by needs. Our most basic needs are inborn, having evolved over tens of thousands of years. Abraham Maslow's Hierarchy of Needs helps to explain how these needs motivate us all.
Maslow's Hierarchy of Needs states that we must satisfy each need in turn, starting with the first, which deals with the most obvious needs for survival itself.
Only when the lower order needs of physical and emotional well-being are satisfied are we concerned with the higher order needs of influence and personal development.
Conversely, if the things that satisfy our lower order needs are swept away, we are no longer concerned about the maintenance of our higher order needs.
Maslow's original Hierarchy of Needs model was developed between 1943-1954, and first widely published in Motivation and Personality in 1954. At this time the Hierarchy of Needs model comprised five needs. This original version remains for most people the definitive Hierarchy of Needs.

http://www.businessballs.com/maslow.htm

Emotional Intelligence

Emotional Intelligence Theory (EQ - Emotional Quotient)

Emotional Intelligence - EQ - is a relatively recent behavioural model, rising to prominence with Daniel Goleman's 1995 Book called 'Emotional Intelligence'. The early Emotional Intelligence theory was originally developed during the 1970s and 80s by the work and writings of psychologists Howard Gardner (Harvard), Peter Salovey (Yale) and John 'Jack' Mayer (New Hampshire). Emotional Intelligence is increasingly relevant to organizational development and developing people, because the EQ principles provide a new way to understand and assess people's behaviours, management styles, attitudes, interpersonal skills, and potential. Emotional Intelligence is an important consideration in human resources planning, job profiling, recruitment interviewing and selection, management development, customer relations and customer service, and more.

The EQ concept argues that IQ, or conventional intelligence, is too narrow; that there are wider areas of Emotional Intelligence that dictate and enable how successful we are. Success requires more than IQ (Intelligence Quotient), which has tended to be the traditional measure of intelligence, ignoring essential behavioural and character elements. We've all met people who are academically brilliant and yet are socially and inter-personally inept. And we know that despite possessing a high IQ rating, success does not automatically follow.

Different approaches and theoretical models have been developed for Emotional Intelligence. This summary article focuses chiefly on the Goleman interpretation. The work of Mayer, Salovey and David Caruso (Yale) is also very significant in the field of Emotional Intelligence, and will in due course be summarised here too.

Emotional Intelligence - Two Aspects

This is the essential premise of EQ: to be successful requires the effective awareness, control and management of one's own emotions, and those of other people. EQ embraces two aspects of intelligence:

• Understanding yourself, your goals, intentions, responses, behaviour and all.
• Understanding others, and their feelings.

Emotional Intelligence - The Five Domains

Goleman identified the five 'domains' of EQ as:
Knowing your emotions.

1. Managing your own emotions.
2. Motivating yourself.
3. Recognising and understanding other people's emotions.
4. Managing relationships, i.e., managing the emotions of others.

Emotional Intelligence embraces and draws from numerous other branches of behavioural, emotional and communications theories, such as NLP (Neuro-Linguistic Programming), Transactional Analysis, and empathy. By developing our Emotional Intelligence in these areas and the five EQ domains we can become more productive and successful at what we do, and help others to be more productive and successful too. The process and outcomes of Emotional Intelligence development also contain many elements known to reduce stress for individuals and organizations, by decreasing conflict, improving relationships and understanding, and increasing stability, continuity and harmony.

http://www.businessballs.com/eq.htm

Carrot, Egg or Coffee Bean

A young woman went to her mother and told her about her life and how things were so hard for her.  She didn't know how she was going to make it and how she wanted to give up.  She was tired of fighting and struggling.  It seemed that as one problem was resolved, a new one arose.  Her mother took her to the kitchen.  She filled three pots with water.  In the first, she dropped a handful of carrots, in the second she a few eggs, and in the last she placed ground coffee beans. She let them sit and boil without saying a word.  In about twenty minutes she turned off the burners.  She fished the carrots out and placed them in a bowl.  She pulled the eggs out and placed them in a bowl.  Then she ladled the coffee out and placed it in a bowl.  Turning to her daughter, she asked, "Tell me, what do you see?"

"Carrots, eggs, and coffee," the daughter replied.  The mother brought her closer and asked her to feel the carrots.  The daughter did and noted that they got soft.  Mother then asked her to take an egg and break it.

After pulling off the shell, daughter observed the hard-boiled egg.  Finally, Mother asked her to sip the coffee.  The daughter smiled, as she tasted its rich aroma.  The daughter then asked.  "What's the point, mother?"

Her mother explained that each of these objects had faced the same adversity…the boiling water…but each reacted differently.  The carrot went in strong, hard and unrelenting.  However after being subjected to the boiling water, it softened and became weak.  The egg had been fragile.  Its thin outer shell had protected its liquid interior.  But, after sitting through the boiling water, its inside became hardened.  The ground coffee beans were unique, however.  After they were in the boiling water they had changed the water.  "Which are you?" she asked her daughter.  "When adversity knocks on your door, how do you respond?  Are you a carrot, an egg, or a coffee bean?"  Think of this: Which am I?  Am I the carrot that seems strong, but with pain and adversity, do I wilt and become soft and lose my strength?  Am I the egg that starts with a malleable heart, but changes with the heat?  Did I have a fluid spirit, but after a death, a break-up, a financial hardship or some other trial, have I become hardened and stiff?  Does my shell look the same, but on the inside am I bitter and tough with a stiff spirit and a hardened heart? Or am I like the coffee bean?  The bean actually changes the hot water, the very circumstance that brings the pain.  When the water gets hot, it releases the fragrance and flavor.  If you are like the bean, when things are at their worst, you get better and change the situation around you.  When the hours are the darkest and trials are their greatest do you elevate to another level?  How do you handle adversity?

So, which are you…a carrot, an egg, or a coffee bean?

Some people make the future; most wait for the future to make them.

And that's worth thinking about…

WHY DO I NEED A BUSINESS COACH

Why Should You Have a Business Coach?

 

 

A Business Coach is just like a sporting coach. A sporting coach pushes an athlete to achieve optimum performance, provides support when they are exhausted and teaches the athlete to execute plays that their competition does not anticipate.

A sporting coach will make you run more laps than you feel like. A sporting coach will tell it like it is. And a sporting coach will listen.

The role of the Business Coach is to coach business owners to improve their business through guidance, support and encouragement. They help the owners of small and medium sized businesses with their sales, marketing, management, team building and so much more. Just like a sporting coach, your Business Coach will make you focus on the game.

The owners of small to medium sized businesses find it hard enough to keep pace with all the changes and innovations going on in today's modern world, let alone to find the time to devote to sales, marketing, systems, planning and team management, and then to run their businesses as well!

As the world of business moves faster and becomes more competitive, having a Business Coach is no longer a luxury; it has become a necessity.  Your Business Coach at ActionCOACH Northwest Houston is trained to not only show you how to increase your business revenues and profits but also how to develop your business so that you as the owner can work less and relax more.

Your Business Coach will become your marketing manager, your sales director, your training coordinator; your confidant, your mentor. Your ActionCOACH will help you make your dreams come true ...

 

http://www.amazon.co.uk/gp/product/007146672X/ref=as_li_qf_sp_asin_il_tl?ie=UTF8&camp=1634&creative=6738&creativeASIN=007146672X&linkCode=as2&tag=visisuppandch-21

Networking - A Powerful Communication Tool

Professionals are constantly networking to grow themselves and their businesses. It really works. Some people, however, resist networking for whatever reason, be it that they are too busy or impatient or that they aren't confident enough to put themselves out there. Still others are trying, but may not be networking in the best way. The following tips will help you and your business gain an edge through effective networking. Prepare.

Before any networking interaction, prepare as well as possible by learning as much as possible about the potential connections you will be interacting with. By doing this, you can target questions and tailor the conversation in a manner by which you will be better able to relate to people and see how you could work together. In addition establish what you aim to achieve from networking and what you are looking to gain and offer. 

Don't look at it as work. If networking feels like a chore, you won't be getting anything out of it. Go in with a positive attitude and really get into conversations in which you're talking to and learning from each other. Organic conversations will follow and you will make a better impression. Be genuinely interested in the other networkers, not to keen to talk about you and your needs and wants.

Team up. By working with somebody else in your networking efforts, you might find yourself being more successful. One way of going about this is to an event and talk up the other person and their ideas. Spreading positive views will, whether or not they realize it, make people more inclined to feel the same way. Essentially, it is extremely valuable to have someone there to look out for and promote you. Another route is to establish a strategic relationship with someone who is already reaching and interacting with your target. 

Add value. Networking is a give and take process, and you should focus on the give. You will have to give before you get. If you do something helpful for someone or provide some form of valuable service or insight, you will make a much better impression on these people that are likely asked for favors and advice all the time. Relationships will develop, and you will be better off in the long run. Join the right group. Don't waste your time and energy being part of a group that isn't valuable. The people in the group should provide resources, knowledge, and a willingness to share, and they should be influential. Communication should be consistent, respectful, and professional, and the network should offer support in overcoming challenges and frustrations.

Don't go into a networking interaction with a sales pitch. By conversing openly and informally, you will find that people are more inclined to do business with you. Suggest topics that are not difficult to discuss and really pay attention. Listen well to the other person and stay involved in the conversation. Be engaging and enthusiastic, mind your manners, and smile. Interact with the right people. When you go to networking events, the amount of people that are there for you to reach out to can be overwhelming.  Find the right ones. Talk to the organizers and influencers who understand the inner workings and have a lot of connections.

Follow up. After any interaction, you probably promised some sort of follow-up, like a phone call or sending some information. You must actually do it. Following up with the people with whom you made connections will demonstrate interest and availability and increase the likelihood that a mutually profitable relationship will blossom. Business networking can help you make connections, close deals, grow your business, and increase your likelihood of employment, but only if done correctly. Put these tips into practice in order to gain success in your networking endeavours.


The full article

This You Tube Video highlights all the salient points

http://www.youtube.com/watch?v=JY-PEvX4ySs

Communication - Attention = No Results

Reading a great book at the moment, which really links into my effective listening posts; James Borg, Persuasion, The Art of Influencing People. Really got me thinking about just how effective we communicate and is summed up with an equation .......Communication minus attention equals 'no results'. Quite simply we might be hearing but are we actually listening?

How often he you been in a conversation seemingly listening, then part way through you find yourself wondering, maybe picked up on a piece of detail and gone off on a tangent in your mind. Suddenly realised, by which time you missed the point of the conversation. The problem here is a lack of awareness regarding the speed our brains can consume and process information; much faster than the typical person can speak. We generally pick up on key words, or elements within a conversation which spike our interest, process and think about that and conversely miss the point. A great example from the book, which you will all undoubtedly associate with:

What did you do this weekend?

Drove down to the coast with the kids, to Brighton, and stayed over night.

Oh Brighton. I haven't been there for years. Did you take the train?

No, I drove.

Did you go on your own?

How many of you have been giving a pitch and this scenario runs its course; after the pleasantries the other parties mobile rings. Excuse me whilst I take this call!  Then your disturbed by the secretary, another mobile call and so on; your message is lost the attention is lost. Or have you been the one with the lack of attention? Which ever the case the point is the same, the message is lost.......No results.

So what? This short blog is to raise awareness in maintaining and being attentive, keeping the interest levels on track be they your own or the other party. Next time you find yourself in a conversation be fully engaged and attentive, watch for those distractions, becoming distracted, listen for the detail and don't allow yourself to be distracted. You'll be amazed what you have missed in the past, the opportunities, understanding


and you'll see greater results in life and business.

The Art of Communication - Effective Listening

Well in tune with communication this week I have entered into a new medium of communication, the video and ‘You Tube’. Seems the right thing to do after all! So without further ado why not watch what I have to say regarding effective listening………

The Art of Communication - Styles

There are undoubtedly many different ways we might consider when communicating, in this log we are going to focus on 4 styles that people typically employ in order to achieve an outcome: tell, sell, discuss and empower.

TELL

Tell is the style that often comes most naturally to people, liking the sound of their own voices!.  Throughout life, most people will themselves have been told what to do by others in authority, whether by parents, teachers, or more senior people within the workplace, so it not surprising that they naturally take on this style themselves.  Tell is a one-way style of communication used to convey information related to what to do and, if required, how to do it.   

In this way, tell is useful in those situations where people don’t know what to do or how to do it and therefore have to be told.  It is also useful in those situations when we want to maintain control or authority, or when we have limited time, there is a sense of urgency, and we need to do things quickly.  However, tell has its limitations too.  On the one hand, tell doesn’t require a person to think for themselves, only to do what they’re told, and does nothing for their ability to do so.  On the other hand, people don’t generally like being told what to do, particularly if they believe they already know what to do and how to do it.  And tell conveys little ownership to the person being told such that, by retaining control, the teller ultimately remains responsible.

SELL

Sell is the style adopted by many people as they become more experienced at communicating.  Traditionally sell is a one-way style of communication based upon tell, but one in which an explanation of the reasons why to do something, typically in the form of benefits and consequences, are introduced. 

In this way, sell is useful in those situations where a person needs to “buy into”, be convinced or be motivated in order to take action.  However, whilst sell does involve an explanation of the reasons for doing things, these reasons are most often those of the seller, such that their motives might not necessarily motivate the person being sold.  Consequently, any motivation that is derived runs the risk of being externally rather than intrinsically driven, whilst the style itself can often appear manipulative.  In these situations, the seller typically has to work quite hard in order to convince people and, if this doesn’t work, the person ends up being told. 

DISCUSS

Discuss is a two-way style of communication in which another person is invited to participate and share points of view before a decision is arrived at together. 

In this way, discuss is useful in those situations where two minds are better than one, where the knowledge, skills and experiences of another person can assist the creative-thinking and problem-solving processes by which joint decisions are made.  It is also a useful style with which to make people feel valued and that their own opinions and experiences count.  In doing so, it is a style that conveys joint ownership and responsibility.  However, by its very nature, discuss is a style that requires at least one other person, whilst differing opinions without prior agreement as to how final decisions will be arrived at can often lead to conflict.  The very nature of discussion, meanwhile, often means that it can take a lot of time, whilst extended discussions without clear guidelines and agenda run the very real risk of being “all talk, no action”.

EMPOWER

Empower can be considered both a one and two-way style of communication.  As a one-way style, it is fundamentally linked to the concept of delegation, whereby one person tells another person to do things for and by themselves.  As a two-way style, meanwhile, it involves an empowered person having a discussion with themselves. 

In this way, empower is useful in those situations where we want to make

people wholly responsible, enable them to do what they do best, and give them ownership.  It is also useful in those situations when there is no one else, such that the person has to be able to do things for and by themselves.  At the same time, it frees up the time of the person delegating to focus on other things.  However, true empowerment requires that a person has both the knowledge and skills to do the job combined with the confidence and motivation to make their own decisions.  At the same time, the person delegating needs to have confidence in the person they are empowering in order to be able to delegate.  And whilst time might be something the person delegating may well want to gain, control and authority are often things they don’t want to lose.

 

 

and when it all gets a little confusing: