Up Your VQ 9JULY2020

Once Again by Popular Demand! Free “Up Your VQ” Virtual Training Program – Register online today

By Michael J. Griffin, ELAvate Founder

Dear ELAvate Friends,

You’ve heard of IQ and EQ. Now learn how to “ELAvate your VQ” –  your Virtual Quotient!

Dr. John Maxwell has said “Leadership is influence, nothing more, nothing less.
In the post Covid world, it will be said,
“Leadership is VQ influence, nothing more, nothing less.”

This concise and very effective 1 hour 20 minutes webinar gives you the VQ keys to a professional leadership presence that motivates your participants to be active and involved with you virtually. Similar to EQ, Virtual Quotient has 5 components:

  • Self-awareness of Your Virtual Presence
  • Preparing for the Virtual Interaction
  • Mastering the Technology
  • Conducting a Motivating Virtual Discussion
  • VQ Skills for Active Virtual Involvement.

This 1 hour 20 minute “Up Your VQ”webinar is for all leaders who want to better influence others through virtual technology:

  • CXO’s who inspire organizations through Covid
  • Managers who lead virtual teams
  • Sales Managers who motivate and coach sales people
  • Sales people who must serve customers virtually
  • Customer service reps who solve customer problems
  • Trainers, teachers who now must teach students virtually
  • Health care professionals who consult virtually
  • Leaders of NGO’s and religious institutions who inspire

The Trainer for this Webinar is none other than myself, Michael J Griffin. I have been leading virtual cross-cultural teams and presenting virtually for over 20 years.

Sign up this very informative webinar today as spots are limited to the first 99 participants. Better yet…the “Up Your VQ” Webinar is FREE!

  • Date: July 9th, 2020 (Thursday)
  • Time: 11:30 am (GMT+5.30) / 01:00 pm (GMT+7) / 02:00 pm (GMT+8)

Please click here to register!

We at ELAvate are honoured to support your leadership growth and learning through Covid.

Be Safe. Keep Healthy. Have Courage. Give Hope.

Michael J Griffin
Founder ELAvate
John Maxwell Team Coach
THT Cross Cultural Consultant

About Michael Griffin

Michael is the CEO of ELAvate Global and Equipping Leaders for Asia Pte. Ltd. Over 40+ years, his career has revolved around developing leaders, especially sales leaders, in emerging nations. Mr. Griffin has spent the majority of his 40+ year career in Asia. His areas of expertise include Sales Productivity, Senior Executive Development, Cross Cultural Leadership, Strategy Mapping and Balanced Scorecard.

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Virtual Selling Conversations with Customers Master the Technology!

By Michael J. Griffin, ELAvate Founder

Recently I conducted Up Your VQ! webinars for my clients on how to have better business discussions via virtual platforms. When we polled our audience, 72% said one of their biggest frustrations is the virtual meeting leader (boss or salesperson for example) fumbling with managing the virtual technology. Ask yourself, “How often have you had this happen to you?”

Leading virtual sales discussions or presentations takes preparation. Being prepared shows you care. It is your role as the virtual salesperson to build trust to create a virtual climate of comfortable communication. Remember your clients can be even more stressed going virtually than you are! 

When you begin a virtual sales conversation, you must first “Earn the Right” to conduct a fruitful trusting discussion. The skill steps of “Earn the Right Virtually” are as follows:

  • Use Your BOAT to prepare for the virtual journey: Background, Objectives, Agenda and Timing
  • Master the Virtual Technology to ensure a professional opening to your virtual sales discussion
  • Establish Your Credibility with an agenda with the value of the discussion
  • Check for Agreement on agenda and timing

Beginning with these skill steps helps you earn the right to be trusted to start the sales discussion.

What happens if you do not do the second skill step professionally? You may not earn the right to have a discussion, you have frustrated the customer, and you reduce trust the customer has for you. When you open a virtual meeting by fumbling with the technology, you reduce the trust and motivation of your customer(s) to collaborate with you. This lessens the chances of you closing the sale.

The message is this – master the virtual platforms you and your customer employ and the become fluent with the features and options found on virtual platforms. Do this by practicing the virtual sales discussion or presentation with your colleagues or sales coach. Just like learning to play a sport, virtual platform fluency takes practice. This fluency is a competitive advantage. Let your competition be the fumbling virtual idiots.

I have found on YouTube videos that help you master the different virtual platforms: Skype, MS Teams, Zoom or Webex to name a few. Hey, this blog is over – go search YouTube and begin your study and practice of being a professional, trusted salesperson who demonstrates “ I am prepared because I care!”

Be Safe. Keep Healthy. Have Courage. Give Hope through Covid!

Michael J Griffin
ELAvate Founder
Master Sales Coach

About Michael Griffin

Michael is the CEO of ELAvate Global and Equipping Leaders for Asia Pte. Ltd. Over 40+ years, his career has revolved around developing leaders, especially sales leaders, in emerging nations. Mr. Griffin has spent the majority of his 40+ year career in Asia. His areas of expertise include Sales Productivity, Senior Executive Development, Cross Cultural Leadership, Strategy Mapping and Balanced Scorecard.

Up Your VQ for Sales Sucess

Up Your VQ for Sales Success

By Michael J. Griffin, ELAvate Founder

Dear ELAvate Sales Leaders,

Covid has caused massive changes in the way we sell. Virtual selling is here to stay. B2B sales people will use the same B2B selling skills to build relationships, trust and collaborate for win-win customer centric solutions. What needs to change is how salespeople and sales coaches communicate virtually.

You have heard of IQ, EQ and maybe CQ (Cultural Quotient). ELAvate wants you to “Up Your VQ!” What is VQ?

It is your attitude and skill to engage customers virtually across:

  • Preparing for Virtual Conversations
  • Mastering Virtual Technology and Environments
  • Conducting an Attractive Customer-Engaged Conversation
  • Following up after Virtual Selling Conversations

“Up your VQ!” is important for all leaders who persuade or coach virtually. ELAvate will conduct a Free “Up Your VQ!” webinar to give you the attitude and skill to master any virtual interaction whether it be selling, coaching, persuading, or giving presentations.

I have been selling virtually for many years and my company ELAvate has been training virtual selling skills for over 28 years. Microsoft Asia has me moderate and hold webinars on helping their customers sell virtually. Let me share my experience and help you make the jump to having great VQ to build trust, relationships and communication that leads to win-win outcomes for you and your customers.

Details for registration of webinar:

  • Date: 25 June 2020, Thursday
  • Time: 10:30 am (GMT +8) / 09:30 am (GMT +7) /08:00 am (GMT +5.30)
Please click here to register!

Michael J Griffin
ELAvate Founder
John Maxwell Team Founder
Sales Productivity Coach

 

About Michael Griffin

Michael is the CEO of ELAvate Global and Equipping Leaders for Asia Pte. Ltd. Over 40+ years, his career has revolved around developing leaders, especially sales leaders, in emerging nations. Mr. Griffin has spent the majority of his 40+ year career in Asia. His areas of expertise include Sales Productivity, Senior Executive Development, Cross Cultural Leadership, Strategy Mapping and Balanced Scorecard.

distractions

Are sales executives getting distracted with too much disaggregated customer data?

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by the Economic Times of India at a new research from Accenture and CSO Insights

Organizations have invested billions in sales productivity solutions to enhance performance by giving sellers more time to sell – but the investment strategy is not paying off. According to new research from Accenture and CSO Insights, the research division of Miller Heiman Group, 59% of global sales executives sales executives say they have access to too many sales tools and are bombarded by too much disaggregated customer data to be effective. Another 55 % say their sales tools are an obstacle to selling. Consequently, ‘sales distraction’ is hindering business performance, causing more than half (56%) of global organisations to miss annual sales forecasts.

The Accenture Strategy report, ‘Selling in the Age of Distraction’, examined the challenges impacting sales performance of global organisations with revenues of more than $1 billion, featured in CSO Insights’ 2016 Sales Performance Optimisation Benchmark Study.

“Current productivity investment strategies are overwhelming sales executives with too many sales tools, too much customer data and siloed insights, which have become a distraction. Many are inundated with more information than they can effectively use or absorb, and are tied up with an unproductive administration,” said Jason Angelos, managing director, Advanced Customer Strategy, Accenture Strategy. “Pivoting from productivity to ‘outcome selling’ – which helps sellers to hone in on the insights and actions that matter most – can help them regain focus and deliver the tailored solutions and experiences customers expect.”

The high cost of distraction
The era of productivity has given rise to ‘the age of distraction’. Many sales enablement programs intended to boost productivity have instead contributed to diversions that pull sellers off course. According to the research, just 22 % of sellers’ time is taken up with lead generation, and only 36 % of their average work week is spent selling. Sales productivity has also decreased from 41 % five years’ ago, to 36 % today. Another 58 % of sales executives are concerned about achieving this year’s sales targets.

“To help sellers deliver the experiences customers crave and the offers they find meaningful, organisations can leverage technology to deliver predictive and prescriptive insights to sales,” said Berkeley Warburton, managing director, Advanced Customer Strategy, Accenture Strategy. “Analytics, big data and machine learning capabilities can bring the right insights to sales representatives, at the right time, empowering them with the information they need to deliver stronger customer experiences.”

Boosting sales performance
Organisations that want to boost their sales performance can shift to ‘outcome selling’ by connecting customer insights and actions that matter the most and giving sales executives the best opportunity to deliver more tailored solutions. Organisations can move to this approach by:

  1. Connecting customer insights: Crush the silos that slow efforts to capture and share customer insights across touch points – from call centres, kiosks, social media networks to sales and post-sales service channels. Also push past static profiles to understand customer behaviours and preferences, and identify the best opportunities for sellers to advise and influence customers.
  2. Predictive insights: To help sellers deliver the experiences customers value the most, organisations should look to build predictive sales insights and an execution model to deliver them. Central to this vision is a sales intelligence hub, which delivers forward-looking recommendations to sales executives. The blueprint calls for next-generation analytics tools and data collection methods, predictive analysis, and detailed sales guidance for executives.
  3. Top performer seller insights: Organisations need to understand what differentiates the top sellers in their own business, and in the organisations of their channel partners. To help position the right talent with the right opportunities, sales leaders need to understand as much about their top sellers as their customers. The research shows that when sales leaders leverage these insights through coaching sessions on how to implement an outcome-driven sales process, sellers perform 10 % better than the peer average.

We at ELAvate can help your sales teams focus on sales performance rather than “data distraction.” This shift in priorities may even make more sense as we move into the post Covid sales arena. Contact me at michael.griffin@elavateglobal.com for a no obligation discussion on how to de-clutter your sales data and focus on increasing revenue.

Michael J Griffin
Founder ELAvate
Sales Performance Coach

About Michael Griffin

Michael is the CEO of ELAvate Global and Equipping Leaders for Asia Pte. Ltd. Over 40+ years, his career has revolved around developing leaders, especially sales leaders, in emerging nations. Mr. Griffin has spent the majority of his 40+ year career in Asia. His areas of expertise include Sales Productivity, Senior Executive Development, Cross Cultural Leadership, Strategy Mapping and Balanced Scorecard.

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How are You Coping and Growing Through the Covid Crisis?

Dear ELAvate Friends,

Covid is causing you to change. These changes can make you a better leader, a better spouse, and even a better parent. How are you growing or coping through this Covid changes and maintaining healthy relationships?

My good friend, Dr. Fons Trompenaars (HBR calls him a top expert in culture), has developed a very insightful, research based Covid Resilience Profile that gives you feedback on your ability to cope, grow and change through the Covid crisis across the following:

Seven Covid Resilience Dimensions:

    • Time – How you deal with lockdown
    • Compliance – How you comply with authority’s Covid restrictions
    • Inside Out – How you develop your view of Covid changes to cope
    • Cooperation – How do you collaborate with others through Covid
    • Moments of Truth – How is your trust level to specialists of Covid
    • Leadership – How well do you reconcile your organization’s needs with needs of team
    • Emotions – How well do you combine scientific opinion with your gut feeling

Take the Covid Resilience Profile by clicking on this link: http://www.thtconsulting.com/covid-19/#/

The CR profile results are confidential and do not require your name (Note: Profile is only viewable online and not available for download). After viewing your CR profile and the interpretation of your Covid Resilience, you may contact me directly if you need help with your “Covid Resilience.” My email is:

michael.griffin@elavateglobal.com

You are encouraged to share this profile link and Free CR profile link to as many people you want: staff, team members, or family. It is our way of supporting you and those in your circle of influence to maintain healthy relationships and come out as stronger leaders through this Covid crisis. 

Just give credit to Dr. Trompenaars and ELAvate Training.

Those of you that want to delve deeper into Covid and Culture may listen to Fon’s audio on resilience in Covid. Click here to listen now!

Dr. Trompenaars and the ELAvate Team are committed to your health and growth through this crisis. Keep Safe. Keep Learning. Keep Growing.

Michael J Griffin
THT Cross Cultural Consultant since 1995
ELAvate Leadership Coach

About Michael Griffin

Michael is the CEO of ELAvate Global and Equipping Leaders for Asia Pte. Ltd. Over 40+ years, his career has revolved around developing leaders, especially sales leaders, in emerging nations. Mr. Griffin has spent the majority of his 40+ year career in Asia. His areas of expertise include Sales Productivity, Senior Executive Development, Cross Cultural Leadership, Strategy Mapping and Balanced Scorecard.

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The Keep, Stop, Start Tool – Review Your Daily Job During Covid

ELAvate!-Sales-Logo

 

 

 

Adapted from AchieveGlobal

4 minute read

Covid and lockdown may have upended your daily life and your sales activities. We are normally are out and about, meeting customers, doing deals, or just networking to meet our sales goals. Maybe you are have become bored and have trouble starting your motivational engine.

You may find that what used to work in your daily active sales life doesn’t quite work during lockdown or possibly in the post Covid world. A good place to start is a review of your daily life or the daily work of the sales team you lead.

The Keep Stop Start Tool is a worksheet used to organize how you’ll summarize the key shifts in your job, your career, your life and possibly with the team you are leading through associated with change.

Lockdown requires you to integrate a great deal of new information about your job, your habits and processes. So it’s easy for you to miss out on key elements of new Covid and post Covid job and sales team expectations. If you have been affected by changes, you will benefit from a concise summary of job, life, and daily  requirements sorted into three categories: keep doing, stop doing, and start doing. There is a worksheet you can download at the end of this blog. Now let’s review how you use the Keep Start Stop Tool.

HOW TO USE KEEP START STOP TOOL (WORKSHEET)

1. Select whether you will use the worksheet  or team for the focus of this worksheet.
Depending on the change, you may be able to summarize how expectations have changed for you or your sales team.

2. Create a summary of key responsibilities, actions, and behaviors to KEEP doing. Identify two or three top priorities.
Starting with what to keep doing focuses on what you or your team know how to do, building on strengths and fostering a sense of control over the changing circumstances.

3. Create a summary of key responsibilities, actions, and behaviors to STOP doing.
If people are unclear about what to stop doing, they often keep doing it, adding to their existing workload. When in crisis mode,  you or your team members become overwhelmed, and performance suffers. Or, if you don’t specify what to stop doing, they may decide for themselves what to stop, bringing confusion and poor results. Some past habits and activities just don’t make sense in the Covid lockdown environment.

4. Summarize responsibilities, actions, or behaviors to START doing, their start dates, and what will be done to support the transition.
You’ve reduced your stress by figuring out what no longer needs to be done. Now you can set change in motion by deciding about new activities you and your team need to begin. Decide what additional support and resources that encourage you and your team to help and change themselves. That “help yourself ” mindset builds additional change capability within you and others.

5. Revisit key accountabilities as part of group and one-to-one change progress updates.
Expectations, goals, KPI’s and process need to be current as a change evolves through Covid. Make it a priority to revisit these at regular, planned intervals. You may have to consult your boss or even your family as circumstances evolve. Consider passing out a completed version of the worksheet on the following pages as a job aid to your boss, team or family members.

You may download the Keep Start Stop Worksheet here.

Use it yourself as a way to raise your productivity and motivation or lead your team in this activating change through Covid exercise. Chart your new journey!

Michael J Griffin
ELAvate Founder
John Maxwell Team Founder

 

About Michael Griffin

Michael is the CEO of ELAvate Global and Equipping Leaders for Asia Pte. Ltd. Over 40+ years, his career has revolved around developing leaders, especially sales leaders, in emerging nations. Mr. Griffin has spent the majority of his 40+ year career in Asia. His areas of expertise include Sales Productivity, Senior Executive Development, Cross Cultural Leadership, Strategy Mapping and Balanced Scorecard.

Adaptive CX Strategies Through Disruption

Welcome to the Future of Selling | Miller Heiman Group

by Miller Heiman Group | Customer Experience

iStock-1132731920-576x366Every time your sales and service teams interact with customers, you have a defining moment: a moment where your customer judges how well your organization has met their expectations. Defining moments fall into three categories:

  • Negative: When customers feel disappointed
  • Neutral: When customers feel their expectations are met
  • Positive: When customers’ expectations are exceeded

The first two categories lead to customer defections because buyers think they can find a better experience elsewhere. Only positive defining moments build customer loyalty, which deliver the four R’s that are the lifeblood of any healthy business: revenue, referrals, reputation and repeat business.

But now, we face an unprecedented situation for our service teams. No one anticipated a global pandemic or its devastating consequences: no one was prepared for a quarantine that affected 20% of the world’s population or for 195 million jobs to vanish overnight. Similarly, no one had prepared their front-line employees for the high-stakes interactions brought on by the COVID-19 public health crisis. Service teams are being tasked to deliver unwelcome news to their customers—and internal teams—every day. Is it possible to deliver unwelcome news and still create positive defining moments?

Absolutely. Here’s how, in just four steps.

1. Explain the Situation

Explain the challenges of your current situation in a clear, fact-based way, whether your organization’s products are delayed or unavailable, your stores are closed, customers have longer wait times, you have reduced staffing that affects your service levels or you’re facing any other customer-centric challenges. It’s important to calmly listen to the customer as they vent in response to your statement; hearing them out is respectful and empathetic, and it helps you align more closely with their needs. No matter what happens, avoid blaming anyone, including the customer and anyone in your organization.

2. Acknowledge the Customer’s Feelings

If you’ve listened closely in the first step, you now understand your customer’s feelings. Their emotions are likely intense and varied; they may be anxious, fearful, uncertain, sad, angry or some combination of all of these. Show your customers respect by putting yourself in their shoes and acknowledging their feelings. Some statements that may help here are “Based on what you’ve shared, I can understand why this is upsetting to you” or “I understand why it’s important for us to [meet their stated need].”

3. Offer Any Available Options

You may not be able to meet your customer’s specific needs, but you may still be able to offer them something. Focus on what you are able to do: an option can be a product, service or any action that you or the customer might take. Exercising your creativity and brainstorming some options will allow your organization to follow through on its responsibility to deliver solutions to your customers.

4. Confirm the Customer’s Understanding

Ask a question or two to let the customer know that you want to move forward together in alignment with their needs. Some questions that might be helpful include these:

  • “Will one of these options work for you?”
  • “What other questions do you have?”
  • “What else would you like me to cover?”
  • “Have I answered all of your questions?”

Start Creating Positive Defining Moments

Building customer loyalty through positive customer experiences has always been important. Today, following these four steps in your customer service conversations could be the difference that ensures your organization’s rebound after the corona virus. Organizations whose employees have the skills necessary to turn the delivery of unwelcome news into a positive defining moment will differentiate themselves during the crisis and beyond.

You can give your team the foundation

About Michael Griffin

Michael is the CEO of ELAvate Global and Equipping Leaders for Asia Pte. Ltd. Over 40+ years, his career has revolved around developing leaders, especially sales leaders, in emerging nations. Mr. Griffin has spent the majority of his 40+ year career in Asia. His areas of expertise include Sales Productivity, Senior Executive Development, Cross Cultural Leadership, Strategy Mapping and Balanced Scorecard.

Sales Fitness Exercises. Are You Doing Enough of Them?

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

by Jeffrey Gitomer

Screenshot_2020-04-28 Sales Fitness Exercises Are You Doing Enough of Them - Jeffrey Gitomer(1)If you would do it later why wouldn’t you do it now?

I met a guy on the plane who was an area director for a major shoe store chain. “Suppose I went into your store and the shoe I wanted was out of stock in my size what would happen,” I queried.

“Well, that shoe store has the capability of finding those shoes in our other stores and then asks (tells) the customer to go to the other store to pick them up.”

“Can’t you just ship them to my home?” I wondered.

“No,” he said matter of factly. “We’re not set up to do it that way.”

I turned the tables and asked the guy which he would rather have? “Delivered,” he said without a second of hesitation. “I’d rather have them delivered.”

“What about your customer you think they’d want them delivered, too?” I challenged.

“Yes, I suppose they would,” he said with that ‘what’s this guy going to say next’ look.

“Who’s your biggest competitor?” I asked.

“WalMart,” he said.

“Suppose WalMart came out with a new service that would locate out of stock shoes for shoppers at other WalMart’s and deliver them to the customers home the same day they were ordered no hassle complete return privileges at any WalMart store think you might have to offer the same thing to be competitive?”

“You bet we would!” was his knee jerk reply.

WAKE UP CALL! HELLO ANYONE HOME? If you would do it after your competition does it to “meet” them, why wouldn’t you do it before they do it and “beat” them?

If you would do it reactively, why wouldn’t you do it proactively?

Why not beat them (your competition) to the punch?

Why not make them react to you?

Why not have them be perceived as the follower?

Why not be the leader in service?

Why not set the standard and let others try to catch you?

I’m stumped. There isn’t one company or person reading this column right now that doesn’t have an opportunity to outmaneuver and outserve the competitor you hate the most yet sit there and wait for something to happen. Wait for your arch rival to take the lead. Why?

You only have an opportunity to capture leadership once after that, you play #2. Ask Avis. They’ve been “trying harder” for 25 years. Enterprise RentACar is a different story. They took the bold position to deliver the rental car to the customer. And their competition HATES it. (And their customers love it.) They niched the replacement car market, delivered it to the door of the customer, and are now number one in rental cars. Call Hertz and ask them who’s Number One.

Enterprise never wanted to be number two and using a proactive approach, beat Hertz at their own game, just by delivering the car and mastering one segment of the market and beat them so bad, that now Enterprise is entering the Airport market and Avis is still “trying” to do it the same old way. Pity.

Most of these changes (innovations) are obvious. You see something new and say to yourself, “why didn’t I think of that?” Three big reasons we fail to see the obvious:

  1. Too caught up in the daytoday “got to make more sales” trap of mediocrity. Failure to see the big picture.
  2. Too caught up on making money instead of becoming “best” at what you do. The greed factor blocking the leadership and creativity factors.
  3. Too wasteful of your personal time (news, dumb TV, ball games, bars) to focus and plan for true success. Upside down success priorities.

PROACTIVE OPPORTUNITY KNOCKS: What new service or product offering could you make that would establish you as a leader in the field?

PROACTIVE CHALLENGE: What would you hate for your competition to beat you at?

PROACTIVE LEADERSHIP: What new service could you offer that your competition would HATE you for?

Leaders don’t respond to trends, they set them. Are you in the field or do you lead the field? Your innovative proactive actions will determine your fate. And your field position. Be first.

Written By Jeffrey Gitomer, KING OF SALES, The author of thirteen best-selling books including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude.

About Michael Griffin

Michael is the CEO of ELAvate Global and Equipping Leaders for Asia Pte. Ltd. Over 40+ years, his career has revolved around developing leaders, especially sales leaders, in emerging nations. Mr. Griffin has spent the majority of his 40+ year career in Asia. His areas of expertise include Sales Productivity, Senior Executive Development, Cross Cultural Leadership, Strategy Mapping and Balanced Scorecard.

Tips for Extroverts Working from Home

GrowthPlay

by Tracey Wik & Blythe Kazmierczak

video-thumbnail-tips-extroverts-768x377This is the second in a series of video blogs on how to keep your business moving during this time of uncertainty. Tracey Wik and Blythe Kazmierczak provide you with tips for extroverts working from home.

Tracey Wik: So, one of the things that’s fascinating about sales and about business development is that there is a, I would say, a hidden bias, if you will, or maybe in some cases an overt bias, if you talked to some of my clients, that they should be hiring extroverts and big personalities and people that are competitive who can work rooms and be out there.

Tracey Wik:  So, now everybody that I talk to in sales is grounded, at least from travel. They may go into an office, I have some people that are the only person in their office, so they’re going in. Or mostly people are working virtually. So let’s talk about that.

Tracey Wik: Extroverts versus introverts during this time, what do you think Blythe, have you been hearing anything about that?

Blythe Kazmierczak:  Yeah, it is interesting. The folks that were looking forward to events to be able to meet new people and get energy, are having to think of different ways to get energy.

Blythe Kazmierczak: So, I am definitely a high extrovert. And I started to realize by the middle of this week I was really feeling like, a lot of my meetings got canceled, my schedule got screwed up, and I didn’t have those doses of energy that I was normally going to get through the week. And I had to find different ways to get them. Either like literally going for a walk instead or doing other things to reset my energy level.

Blythe Kazmierczak:  And I’m sure there’s lots of salespeople, or business people, who are extroverts who were able to keep their tank full with their old schedule and are now having to figure out what is that new way of managing it look like.

Tracey Wik:  Yeah. So, one of the things that I was talking about, so I’m on the cusp, I’m an extrovert sometimes, I’m an introvert sometimes. So, I’ve found myself kind of enjoying the fact that I was freed up cause I had all these events myself. March, April, May are like events for salespeople. Every week there was a new conference I was scheduled to go to. And now I’m here in my home office.

Tracey Wik: But what’s interesting is that I didn’t quite have that same experience. One of my other clients was telling me that she has started to do virtual happy hours because she’s like you, she’s an extreme extrovert. She wants to be like … She’s trying to find those ways. Taking your dog for a walk, she literally said this to me on Monday, “It’s not enough.” She needed to go and have a cocktail with her people cause that’s what she normally did.

Tracey Wik: So, any creative ideas you have for the extreme extroverts out there?

Blythe Kazmierczak: Gosh, that’s really funny. I think a virtual happy hour or a virtual … I mean, even sales teams themselves, usually Friday is the day that everybody comes in the office in some way and like …

Tracey Wik:  We always had lunch together.

Blythe Kazmierczak: So how do you stay connected for your sales team so that people feel like those casual moments of connection and community that extroverts need and salespeople need to feel like they’re not alone? Because they’re out hunting or if they’re an account manager taking feedback all week. And they need that moment of community. And so I think the idea of a virtual happy hour or a virtual lunch or even like, this may sound hokey, but like everybody listens to a podcast and then comes and talks about it, or a book club.

Blythe Kazmierczak: Those kinds of community building things are the things that people are going to feel like they look forward to, they can make time for. Now that they don’t have time spent commuting or traveling. There is a little bit more time in all of our weeks to fit in a little bit more of that kind of stuff. And I think people would really … It’s so new, I don’t think a lot of that stuff has been pushed out. But it’d be really smart for leaders to put some of those things in place so people have an anchor to look forward to.

 

About Michael Griffin

Michael is the CEO of ELAvate Global and Equipping Leaders for Asia Pte. Ltd. Over 40+ years, his career has revolved around developing leaders, especially sales leaders, in emerging nations. Mr. Griffin has spent the majority of his 40+ year career in Asia. His areas of expertise include Sales Productivity, Senior Executive Development, Cross Cultural Leadership, Strategy Mapping and Balanced Scorecard.

What do People Need --- Tim Elmore

What People Need Most from Their Leaders in Times of Crisis

Growing Leaders Habitudes Logo Small
 

 

by Dr. Tim Elmore, CEO and Founder of Growing Leaders – An ELAvate Partner

There is a piece of content making its way around on social media right now that summarizes what every leader needs to remember as we endure this strange time in our history.

  • “We are all in the same boat—but we are not all in the same storm.
  • For some people, it’s sprinkling. This is a break. It’s a breather. It’s a rest. A time to reconnect with their families. Honestly, it’s kind of peaceful.
  • For some, it’s a storm. It’s a bit scary. It’s disruptive. It’s enough to make you stay up and watch the news and worry a bit.
  • For some, it’s a hurricane. It’s tearing at the boards. It’s pulling off the roof. It’s washing them out to sea. It’s dark and unknown. It’s life changing.
  • It’s not wrong to be enjoying a sprinkle or enduring a storm. Rest with your family. But don’t minimize the hurricane engulfing your neighbor. Laugh at a meme but get on your knees for those in the hurricane.”

For me personally, I am not stressed. Our organization is in a storm, as revenue is down during this time of social distancing, but I know people who have it far worse. I know people who’ve lost their jobs. I know several who’ve been infected. I have a friend who lost a friend.

More than 6.6 million American’s filed for unemployment over the past week. This is more than any single week during the Great Recession (2008) and feels more like the Great Depression (1929) according to people who lived during that time. New York City has already lost more people to the coronavirus than the city lost on September 11, 2001 during the terrorist attack. Dr. Anthony Fauci, from the White House Coronavirus Task Force, suggested we should never shake hands with anyone again.

What a strange time.

What Do People Need from Their Leader Most?

Leaders must remember first and foremost that people under their care have very different temperaments and will react to these times differently. Be careful to not minimize the angst others are feeling, while at the same time being a source of steady hope. People need three items most from their leader during this season. They spell the word: CAB. I tell myself to jump in a CAB every day I am interacting with others:

Context

It’s easy for people to watch the news all day and get freaked out. They feel angst from all the bad news and the uncertainty this season. Good leaders provide context to problems. This is not the worst crisis we have ever faced and yet it deserves our focused attention. Context means you furnish perspective on what’s happening; you stay knowledgeable on current details and you become a source of wisdom especially for those who fall on either end of the spectrum: those who feel it’s no big deal and those who feel like the sky is falling.

Applications

People usually need leaders to offer practical action steps during this time. It may sound silly, but sometimes grown adults need reminders of the applications we’ve been given to respond to COVID-19 well: wash your hands many times a day, stay six feet apart from others in public, wear a mask outside and shelter in place. The best leaders leave people with clear applications for their day. In fact, clarity is the greatest gift a leader can offer their team right now.

Belief

Napoleon Bonaparte said, “Leaders are dealers in hope.” I believe we owe it to our people in uncertain times to offer belief and hope for a better future. This season will one day pass and we may just return to a better normal. I actually believe this. Americans, once polarized in recent times, are now cooperating and focusing on helping each other. We are applauding health care professionals and first responders. We will get through this and be better for it.

How to Host Conversations Remotely…

  1. Personal items before business items. If they know you care about their personal life, they’ll feel secure enough to focus on team business. Talk about personal wellbeing, then the team.
  2. Hard conversations before easy ones. I’ve found it’s better to begin by handling the tough stuff, maybe even the bad news, before you get into the easy or good news. Hard then easy.
  3. Big picture before smaller details. Providing the big picture allows any personality to place details into proper perspective. Give them the box top, then show where their puzzle piece fits.

Let’s go lead our teams and the emerging generation well.

About Michael Griffin

Michael is the CEO of ELAvate Global and Equipping Leaders for Asia Pte. Ltd. Over 40+ years, his career has revolved around developing leaders, especially sales leaders, in emerging nations. Mr. Griffin has spent the majority of his 40+ year career in Asia. His areas of expertise include Sales Productivity, Senior Executive Development, Cross Cultural Leadership, Strategy Mapping and Balanced Scorecard.

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