engage workbook

12 spicy questions Activity Work as a group to write your own examples in words you feel comfortable using. Learn Timeline Challenge Legacy No barriers Stretch Positive / Negative Shock Non-stick © engage universe limited 96

listen 13 LISTEN • Learn • Identify • Self • Time • Encourage • Next Most people do not listen with the intent to understand; they listen with the intent to reply. Stephen R. Covey, author of The 7 Habits of Highly Effective People 97 engage-universe.com

Zeno of Citium, born nearly 2,500 years ago knew a thing or two. video He is credited with saying: “We have two ears and one mouth, so we should listen more than we speak.” Consider the advantages of being seen as a good listener: toolbox • You will understand better. • People will tell you more – everyone likes to be listened to. • They will “like” you – and liking is a strong determinant of who we buy from and who we choose to work with. • You will respond better, since you have understood better. • You will make fewer mistakes. • You will be respected – people tend to respect people who listen much more than people who talk. Real listening is demanding - it demands self-awareness, patience, empathy and practice. It also requires acute awareness of the biases (see section 6) that prevent us listening effectively, notably: • Confirmation bias – where we think this is a situation we’ve encountered before so we stop listening. • Liking bias – where we attach undue weight to the words of those we like and less to those we do not like. • Groupthink – where we pay attention to the thoughts of the group and exclude lone opposing views. Take the LISTEN assessment at engage-universe.com to check your own listening behaviors and get personalized feedback on how to address any gaps. toolbox Learn (the fuller, bigger picture) Often we focus on gathering the facts of a situation, but we do not listen closely enough for feelings (see also section 16 - Octagon™ Behavioral Questionnaire). Learn is about listening more broadly and more deeply; adopting a learning mindset in order to understand the fuller, bigger picture. • Seek first to understand, then to be understood. Stopping talking is a good way to start listening. • Recognize your own biases and try to leave them to one side. Listen with an open mind. Defer judgement. • Ask a broad range of questions to get the full picture, see section 8 - SHAPE Questioning. • Be ready to go beyond asking only about the immediate situation. Consider the person as well as the facts. Think Octagon™. What does their conversation tell me about their likely Octagon™ preferences? © engage universe limited 98

Identify (key themes / points / messages / biases) This is about focus. Typically many points are discussed in a conversation. From those many points we need to be able to identify the most important points - for the speaker. • Look for the key points among the many things that may be said to you. • Ask yourself questions about points raised, to help understand their significance. • If appropriate, note down key words or points, but only as single words or bullets so as not to interrupt the flow of conversation. • Listen to the words, and note the emotions and body language that attach to the words. Self (pursuing our own interests and agenda) Normally, we enter business conversations after giving some thought to what we want to achieve. Too strong a focus on achieving our own goals communicates as selfishness and can lead others to disengage and stop sharing their thoughts. • Be aware of your natural tendency to pursue your own interests and work to manage the impact of this on your ability to listen. • Look at the world from the speaker's perspective and ask yourself about their goals. • Be prepared to suspend your agenda and follow the speaker's line of thinking. • Monitor how much \"air-time\" you take versus the speaker. Most of us underestimate how much time we spend speaking. • Be aware of your cognitive biases (see section 6 - Bias) and consciously seek to minimize their impact. Time (be generous) • Suspend external interruptions – people and devices. • Be patient. Give the gift of time. Some people need more time to form their ideas and voice them. • Pay attention and look alert. • Do not interrupt. Allow the other person to finish their point before responding. If you must interrupt, apologize and explain why. 99 engage-universe.com

13 listen Encourage (show interest and enthusiasm) • Show you understand where the content is leading through summarizing, and using their words and appropriate follow-up questions to deepen your understanding. • Nod at appropriate times (and note how nodding is both positive and infectious). • Smile and communicate through facial expressions, as well as by the manner and tone of your voice. • Paraphrase to show respect and understanding. Use your own words – do not just repeat verbatim, like a human voice recorder. • Share relevant experience and examples. Next (words and deeds) • Consider what to say next. Respond rather than react. • Do not confuse listening with waiting for your turn to speak. • Use open ended requests e.g. “tell me a bit more about that”. • Look for opportunities to move the conversation forward if it becomes stuck on one topic. • If action is involved, look for a shared commitment to move forward. Remember that you do not have to make your point(s) in every conversation. You do however want to maintain, or improve the relationship in every conversation. Being seen as a good listener is an excellent way to improve relationships. Activity Instructions 100 In pairs. Person A, the talker, describes what they want from a holiday, but without mentioning a destination. Person B, the listener listens attentively and demonstrates that they are listening through their behavior. After 3-4 minutes the listener summarizes the three or four main criteria that they have heard the talker express, and then makes a tentative suggestion of a suitable destination. Then spend one minute to review how close the listener's understanding matched what the talker said and needed. Finally spend one minute reviewing how well the listener demonstrated LISTEN behaviors. Swap roles and repeat the activity. © engage universe limited

presenting ideas 14 Presenting ideas • Need-Feature-Benefit • Storytelling • Q&A • Flexing behavior ••U s•EAe xvpoTsriidemimsjesaprbgleeonnelfaitnsginuasigmeple terms •• • MB VeMeahraanbvtaaciolhgrbiaenelghcyauvoeiousrr behavior • Money • Comfort If I wanted to waste time listening to some muppet read out the standard flannel, I could go and sit in a conference. If these people aren’t bright enough to take the opportunity to discuss what [company name] are looking for, I mean specifically, then I’m sorry but they’re too stupid to be working with us anyway. Client quoted in Brilliant Pitch by Sean Varga 101 engage-universe.com

At some stage in your conversations with buyers, once you have video understood what they need, you will need to present your ideas. learn toolbox Key to having your ideas understood and accepted is to place them in the context of your buyer’s world. Where you have multiple buyers, or need to present to a group, reflect on the interests and needs of each person, then construct and direct your messages accordingly. A review of section 5: Buyers and section 6: Bias will help with this. See later in this section for notes on specific biases and how to address them. Need-Feature-Benefit One particularly useful construct for promoting your ideas is Need-Feature-Benefit: Example 1 Need You mentioned in our last conversation that you’re considering expanding overseas – perhaps partnering with a business in Europe. Feature We can help you with identifying suitable partners, since we have offices in all the major European cities. We can also make you aware of any differences in doing business in the overseas location. Benefit Aside from saving you the time of needing to brief new consultants / salespeople about your business and your ambitions, the fact that any feedback and advice you receive from us will be in a familiar format should also help. Example 2 Need You said before that you need to reduce inventory. Feature Our inventory management system constantly monitors in-store buying patterns, and uses mathematical algorithms to predict future inventory levels. Benefit This guarantees in-store availability and ensures sales, whilst also reducing cash outlay on overstocking. N-F-B changes the dynamic of your proposition dramatically. Instead of focusing on the features of your offering and talking only about yourself, the proposition now begins and ends with the buyer, with your offering sandwiched in the middle. A 2:1 ratio in favor of buyer focus! © engage universe limited 102

Remember to: • Talk your buyers' language, not your language. Avoid jargon. • Focus on value to the buyer. For every statement ask yourself “So what?” • Express benefits in simple terms: time, money and comfort (personal well-being). Activity Take one of the features of your offering and express it using the N-F-B construct. Learn Challenge 103 engage-universe.com

14 presenting ideas Storytelling with N-F-B Tell stories (share examples) of what you have seen or where you have previously had video experience. Storytelling: • Proves your capability. • Is enjoyable to hear. • Is memorable and becomes a differentiator. Use the N-F-B construct to keep your storytelling concise and relevant. Example 1 Without a story: We are one of the largest banks in the world. We care about our customers. We have dedicated relationship managers. We have a dedicated phone number for our premium customers. With a story: One of our customers was on holiday with his wife on Need a remote island in the Philippines and had his personal possessions stolen. This included his mobile phone, credit cards and cash. He called in at the nearest affiliated bank and they called Feature our direct care line (at no cost) and we authorized them to advance the customer 500 dollars. We also cancelled the lost cards and couriered new ones to him. Then we asked the affiliate bank to contact the local police on his behalf to report the lost cards and arrange for a local shop to deliver a replacement phone. As a result, the inconvenience to our customer was Benefit minimized, their time was not wasted and they were able to carry on enjoying their well-earned vacation. © engage universe limited 104

Example 2 Without a story: We have thousands of staff in the region who all share a common goal: to provide excellent service to our customers. Across the region we provide a wide range of consulting and business advisory services. We have specialists in all major industries. We are committed to helping you establish your business in Asia. With a story: We worked recently with a European clothing company Need that was looking to break into the China and Asia markets. Initially they had two requirements. Their main request was for us to conduct a market study to confirm the potential for sales of their clothing. In the course of understanding their plans it also became clear that they needed help to set up a local design operation to design clothes for the Asian figure. We were able to quickly mobilize a team to conduct the Feature market study. Second, we connected the customer with two of our other customers already operating in the China market, but in non-competing areas. Based on the market survey, and the on-the-ground experience of our other customers, the customer amended their plans. They initiated an agreement with one of the customers we introduced and had them set-up additional production lines in their existing factories. This accelerated their market entry and the company is Benefit now successfully established with month on month sales growing at double digit rates. 105 engage-universe.com

14 presenting ideas Activity Take one of the features of your offering and use the N-F-B construct to create a story supporting that feature: © engage universe limited 106

Q&A How you respond to questions is often more important in determining your chances of success than any presentation you may make. When answering questions, the first thing to remember is to try and pause before responding and organize your thoughts. A properly structured response always scores over a muddled, rambling one. Also, aim for three part responses along the lines of \"I can think of three reasons why a move should be good for the business. First, you've said that speed to market is important, and moving to new premises at this location will bring you much closer to your key market. Second, any costs of relocating should be offset by reduced transportation costs. Finally, you said before that it is hard to recruit staff as people are not keen to work \"out-of-town\". Moving closer to the city should help with this challenge.\" Think about it: • 1 part answers – reactive. • 2 part answers – contrasting, adversarial. • 3 part answers – considered, comprehensive, persuasive. • 4 part answers – are you still with us? In a group setting, there is often a single person who receives the questions. That person should be careful not to answer all the questions, giving time for the rest of the team to demonstrate their competence too. A good approach is for the person receiving the question to announce who they will pass the question to, before adding a few of their own comments, thus giving their colleague a few moments to think. e.g. “Juan is probably best-placed to answer that question, but my thoughts on it are…” [then pass over to Juan] 107 engage-universe.com

14 presenting ideas Activity Think of difficult questions that you get asked and construct three-part responses below. © engage universe limited 108

Managing bias When preparing a good Need-Feature-Benefit argument, or putting together and presenting an example, we should always remain aware that our natural biases are present in the background wielding their subtle influence. The table below notes how these biases may exhibit themselves and what we can do to mitigate their impact. Bias Impact How to mitigate Groupthink When preparing, everyone Allocate someone with specific agrees too readily to the key responsibility to judge every point that is points to be emphasized. made as if they were a critical listener. Liking / When presenting, focus too Plan. Agree who on your team will address Disliking much attention on people that who on the other team and what points we like to the detriment of they will cover. others. Equally pay too little attention to influential people that we do not like personally. Confirmation When preparing, we tend to Ask what is different about this situation bias follow the approach that has that demands we take a different worked for us previously – approach. Consider how different our even re-using templates. When approach is to our competitors. If it isn’t presenting, we tend to defend different, how do our buyers choose? the proposition we put forward Pause before jumping to defend your as opposed to listening and proposition. Consider the feedback and flexing our approach. how it can be accommodated. The Curse of When preparing and presenting, Remember Einstein’s assertion that if you Knowledge we assume others know the topic can’t explain something simply, you do as well as we do. Plus we tend to not understand it well enough. It is almost use jargon. always better to say less and say it simply, then respond to questions. With jargon, consider if the terminology you use is easily understood by all parties. Does it unite or potentially alienate? Storytelling is also useful as buyers typically relate better to examples than descriptions. Self-serving When presenting examples or The world is not 100% perfect. Citing bias case studies, these are always examples that speak only of your successes. Also, when we lose, triumphs means that you are unlikely it is the other parties’ fault, not to be believed and may undermine your ours: “They didn’t know what credibility. Include in your examples some they wanted!” commentary on difficulties encountered and how these were addressed. Also, recognize that it is our job to help buyers understand what they need. 109 engage-universe.com

14presenting ideas Engaging through your behavior In any face-to-face “pitch” situation, verbal and physical behavior plays a large part in determining the outcome. As Ford Harding observed in the book Rain Making: “People buy on feelings and use facts to justify what they feel.” So, no matter how good your presentation or compelling your message, you still need to deliver it well and be aware of using the wrong language or sub-consciously sending the wrong signals. Matching The Octagon™ provides a good framework for considering how to present our ideas giving consideration to buyers’ different behavioral preferences. Consider your buyers’ likely preference in the following domains, and adjust how you present your ideas accordingly: Leading / • If you are high in leading, do you leave enough space for the Following buyer to digest your ideas and to ask questions? Opportunity / • If the buyer is opportunity focused, are you allowing enough time Fear for ideas to flow? • If the buyer is risk-averse, have you thought through potential risks? Trust / Control • If the buyer tends towards control, have you included a sufficient level of buyer input into your ideas? Your needs / • Where the buyer is focused on their own needs, be sure to stress My needs the personal as well as the organizational benefit of your ideas. • Where the focus is on other's needs, have you considered how your ideas impact a broader group of people? Feelings / Facts • If the buyer is feelings oriented be sure to cover the impact of any ideas on people. • If fact oriented, be sure to include numbers and facts. Free-flowing / • A free-flowing buyer will want to interrupt and ask questions. Organized • A more organized buyer will prefer a formal presentation of any ideas followed by questions. My best / • If your buyer is competitive (Better than you); take care before Better than you disagreeing, and even more care before arguing. What you view as a discussion, may be viewed by them as a disagreement. Big Picture / • Big picture buyers will not appreciate being subjected to the finer Detail detail of an idea. • On the other hand, if you’re dealing with a detail-oriented person and you only explain your ideas at a high level, they may question your competence. © engage universe limited 110

Verbal behavior The table below summarizes the findings of Dr Peter Honey, published in his book Face-to- Face Skills. His research shows that by varying your verbal behavior, you can dramatically improve the likelihood of a positive response. Note that where you propose ideas, 25% of the time the response is positive and 39% of the time it is negative. If instead, you suggest an idea, enabling the listener to take some level of decision or ownership, positive responses more than double and negative responses more than halve. Your behavior or Positive Negative Neutral approach responses responses responses 16% Seeking clarification Propose ideas 25% Agreement 39% Difficulty “I think we should…” stating 16% 80% 25% 39% Suggest ideas 42% Agreement 18% Difficulty 17% Seeking clarification stating “There are a number 88% 11% Building 17% of ways we could approach this… 53% 18% <ideas>… what do you think?” Build 32% Agreement 11% Difficulty 36% Seeking clarification stating “That’s interesting, 94% 36% having done that we 11% 15% Building could also…” 47% Seeking ideas 79% 60% Proposing ideas “What suggestions do people have…” 19% Suggesting ideas 79% Disagree 83% 31% Disagreeing 42% Giving information 10% Seeking clarification “I don’t think that would work in this 31% 52% situation…” 111 engage-universe.com

14 presenting ideas Honey’s findings are supported by more recent research, by Christopher Carpenter* and others that, in most contexts, suggesting someone do something, but then adding a comment such as “but you are free to choose an alternative” leads to significant increases in compliance with the initial request. Activity Take one of your offerings and re-phrase it as a suggestion. Remember this is not as simple as offering a choice of two different colors - the suggestions must be well thought- out and sufficiently different to provide real choice and potential for ownership by the buyer. *Source: A Meta-Analysis of the Effectiveness of the “But You Are Free” Compliance-Gaining Technique, 112 Christopher J. Carpenter (2012) © engage universe limited

Behavioral cues Much has been written about poker players and their “tells”, but equally most of this is unproven. Recent research by David DeSteno* found that people who conversed face-to-face showed a sizeable advantage in correctly predicting how their partner would behave in comparison to those who used instant messaging. This suggests that if you want to build a trusted relationship, you should aim to include a face-to-face interaction early within your relationship building activities and then be very conscious of the signals that both you and the buyer send during that interaction. DeSteno highlights four behavioral cues that indicate being untrustworthy: • leaning away - suggestive of avoidance • crossing arms - suggestive of blocking intimacy • touching hands together - suggestive of anxiety • touching face - also suggestive of anxiety A key point though is that the four cues highlighted work together. Multiple use of a single cue such as leaning back is not a proven indicator of untrustworthiness. *Source: The Truth About Trust, David DeSteno (2014) 113 engage-universe.com

14 presenting ideas Activity Instructions • Organize into groups of three. • Person A is the buyer, Person B the consultant / salesperson and Person C the observer. • The consultant / salesperson identifies a particular idea or offering that they’d like to introduce to the buyer. Assume that there has been a previous discussion and you are now meeting the buyer to present your ideas. • The consultant / salesperson uses N-F-B, Storytelling, and different verbal behaviors to position their ideas or offering and to influence the buyer’s thinking. • The observer completes a Value Sheet while observing the meeting and also notes down any key moments and evidence of behavioral cues. • Stop after about 10 minutes. Then the observer leads the feedback. Change roles so everyone has a go at being the consultant / salesperson. Guidance for running the feedback and analysis: • Start by asking the consultant / salesperson for their thoughts. • Then ask the buyer what impact the consultant / salesperson made. • If it went well…what do you want to remember? • If it didn’t go well…what might you do differently next time? © engage universe limited 114

cc notes 15 C(••CC • •l •Da CNp HearorSomoveoiRnceftolctteoohpryiieemndvnnestesrvusaiosmtsneearndriiassdtsdthuaeaaeenltnlCidrtocprieenfooeafyrerlsnsaltparbttfieaobeiiaannonsrsdcrsmloaeiiaanvfttn)egifevdonsreredsaste CC Note format and content • Thank for time and demonstrate interest and enthusiasm • Outline purpose and request input • Summarize opportunities and challenges • Suggest next steps No-one wants advice, only collaboration. John Steinbeck, author 115 engage-universe.com

Verbal summaries during meetings should be reinforced by video a written summary as soon as possible after any meeting – preferably the same day. CC Notes clarify the shared understanding and confirm the next steps. They are a learn powerful collaborative tool that promote agreement and help avoid misunderstandings. CC toolbox Notes provide a reflection point and an opportunity to check for various biases including confirmation bias, availability bias and groupthink, before moving forward. • The tone should be informal and littered with phrases such as “you said”; “we discussed”; “you explained”; “we agreed”. • Try not to mention your service offering and if you must - because you discussed it at the meeting - do it towards the end. • Respond quickly to demonstrate that this conversation is important to you. If you meet in the morning, try to send the CC Note by the end of the same day. The next morning at the latest. By the end of the day following, you’ve lost a large part of the impact. • Keep it short, but personal. If a lot of topics were discussed, restrict your note to the key points and ask the buyer to add anything of significance that you omitted. © engage universe limited 116

Typical layout of a CC Note (Clarify and Confirm) From: Zig Sent: January 29, 20xx 14:06 PM To: Tog Subject: Our meeting earlier today Dear Tog, thank - strengthen the impact of thanks by referencing specific topics discussed. Thank you for meeting with us to discuss…(or) I enjoyed our meeting this morning and the discussion… establish the purpose of the note - the goal here is agreed joint understanding and commitment to move forward. I thought it would be helpful if I set out my understanding of the key points we discussed today…(or) We covered many topics and I thought it would be helpful to note down what I heard so that we make sure we both go forward with the same shared understanding… request input - request their input as strongly as you can, using your own words. You really want them to comment. Please note down any additional thoughts you have as you read through the note, and if I’ve missed any points, please add them…(or) I’ve noted below the key points as I remember them and it would be great if you can check I haven’t overlooked or misunderstood anything - then add any further thoughts you have. My understanding: - consider the points to note. Key points only or everything that was said? Sensitive or confidential topics may be excluded. • first point, either in order discussed or order of importance (most importantfirst). Where possible use responses to Hunt and Paint questions • second point…noting both Challenges and Opportunities • third point… confirm next steps - ideally, next steps will include commitments to action from both parties to the discussion. We agreed that the next steps would be…(or) In terms of next steps, you agreed to provide more information on xxxxxx and I said I would xxxxxxxxx. I will call you next week to give you an update on progress. Regards, Zig 117 engage-universe.com

15 cc notes © engage universe limited 118

Octagon™ 16 behavioral questionnaire Who you areBs P y Sepheacveirifosiocr npaacalttititoenrns Essence Knowing me knowing you ••• • U DDsI(Cedesevoeteeennltflrftooimiorpfm:ryina3becb6ltiea0niohrd°nae)vaspispoloarttnsosschange There is one area where tremendous variety still exists however, one place that we have not yet analyzed and commoditized, and which, in fact, cannot be commoditized: the realm of human behavior – HOW we do WHAT we do. The tapestry of human behavior is so varied, so rich, and so global that it presents a rare opportunity, the opportunity to outbehave the competition. Dov Seidman, author of How: Why HOW We Do Anything Means Everything...in Business (and in Life) 119 engage-universe.com

Your behavior dictates the extent to which people want to engage video with you. Understanding your own behaviors is the first step to engaging others. The Octagon™ measures eight behaviors that can impact the ability to develop trusted relationships. There is no right or wrong, just an understanding of how you behave, and how that translates into how others perceive you. The more honest you are in answering the questions the more the result will represent how others do see you. You can access the online Octagon™ at onlineoctagon.com. toolbox © engage universe limited 120

Completing the questionnaire Please tick one box for each question. Answer quickly, instinctively and honestly. Category 1 Always Most of On Never I prefer to make decisions rather than follow someone the time occasion else’s lead I prefer to follow someone else rather than take the lead In a meeting I tend to keep quiet even when I disagree rather than speak out I will make suggestions rather than wait for others to do so I tend to see what others have to say before I say anything I will defer to leadership rather than challenge them I leave decisions to others rather than make them myself People tend to expect me to take control I tend to say what I think Category 2 Always Most of On Never My friends/colleagues view me as a cautious person the time occasion I regard myself as practical I tend to look at the risks rather than at the possibilities I would rather look at reality than an imagined future It is more important to be correct than adventurous in thinking Planning in detail is more effective than rushing to a decision Before going into a big meeting I like to think through all the issues I like sticking to the rules Failure is not trying rather than not succeeding 121 engage-universe.com

16 Octagon™ behavioral questionnaire Category 3 Always Most of On Never the time occasion I find it easier to relate to people than to technology I tend to prefer group decisions over individual leadership Making up my own mind is generally more effective than consulting with the team People should behave in accordance with corporate objectives, rather than determine their own goals Rules of operation are more important than freedom of choice Teams need rules as they will tend to become inefficient if given too much freedom I tend to ask closed and leading questions in order to speed up the process I am happy working on my own and don’t need others If I let my guard down people may take advantage of me Category 4 Always Most of On Never My friends/colleagues would say I do things with other the time occasion peoples’ interests at heart Putting others’ needs ahead of my own can be a challenge I assume everyone else is most interested in looking after their own needs I am motivated to understand my buyers’ needs rather than push my ideas I listen to the views of others rather than express my views I trust my colleagues/team to make the right decisions When I challenge someone’s thinking it is always in order to help them, rather than to promote my opinion I start conversations with a question rather than a statement I challenge people with what I know (i.e. my knowledge) © engage universe limited 122

Category 5 Always Most of On Never When making decisions I tend to react instinctively the time occasion I like to understand the logic behind a decision My friends/colleagues view me as a highly rational person I prefer to deal with someone in person rather than in writing I am more comfortable with facts than feelings If I get a feeling about a business decision, or an intuitive reaction to a person, I do not ignore it My friends/colleagues view me as a compassionate person My colleagues would see me as open and caring I like to understand my friends/colleagues’ moods; how they are feeling Category 6 Always Most of On Never the time occasion I like to get one thing done before moving to another I like to have a to-do list My friends/colleagues view me as easy going I do not mind being unprepared for meetings I prefer to have regular rather than impromptu meetings When going on holiday, I tend to have detailed travel plans My preference is for more formal meetings rather than informal water-cooler conversations I prefer not to have an agenda for meetings I am an organized thinker 123 engage-universe.com

16 Octagon™ behavioral questionnaire Category 7 Always Most of On Never the time occasion If something is not broken I tend to leave it as it is I tend to judge my performance against that of other people I like to be sure we will win assignments and just doing our best is not enough I am motivated to better myself more than worry about how others are performing I want to be recognized as a winner I tend to ask people to justify ideas first before agreeing to them I am more interested in what someone can do for me than I am in what I can do for them I am an optimistic person Knowing what my competition is doing is more important than just focusing on my own performance Category 8 Always Most of On Never I like to work at doing the same thing better before the time occasion moving on to doing different things I think the best ideas are the result of thorough consideration Visionary ideas are the responsibility of top management I tend to get other people to attend to the detail while I deal with the big picture Dreams are great but reality is more important I like to make sure things are perfect rather than just OK People seek me out for what I know more than how I interact People say I have lots of ideas, but they see many of them as unrealistic I tend to have ideas without any obvious rationale © engage universe limited 124

Octagon™ Scoring and Interpretation Scoring your answers Circle the number that relates to the answer you selected and then add up the total of the numbers you have circled. Category 1 Always Most of On Never I prefer to make decisions rather than follow someone else’s lead the time occasion 20 15 5 0 I prefer to follow someone else rather than take the lead 0 5 15 20 In a meeting I tend to keep quiet even when I disagree rather than 0 5 15 20 speak out I will make suggestions rather than wait for others to do so 20 15 5 0 I tend to see what others have to say before I say anything 0 5 15 20 I will defer to leadership rather than challenge them 0 5 15 20 I leave decisions to others rather than make them myself 0 5 15 20 People tend to expect me to take control 20 15 5 0 I tend to say what I think 20 15 5 0 Category 1 total score Category 2 Always Most of On Never My friends/colleagues view me as a cautious person the time occasion 0 5 15 20 I regard myself as practical 0 5 15 20 I tend to look at the risks rather than at the possibilities 0 5 15 20 I would rather look at reality than an imagined future 0 5 15 20 It is more important to be correct than adventurous in thinking 0 5 15 20 Planning in detail is more effective than rushing to a decision 0 5 15 20 Before going into a big meeting I like to think through all the issues 0 5 15 20 I like sticking to the rules 0 5 15 20 Failure is not trying rather than not succeeding 20 15 5 0 Category 2 total score 125 engage-universe.com

16 Octagon™ behavioral questionnaire Category 3 Always Most of On Never I find it easier to relate to people than to technology the time occasion 20 15 5 0 I tend to prefer group decisions over individual leadership 20 15 5 0 Making up my own mind is generally more effective than consulting with 0 5 15 20 the team 0 5 15 20 People should behave in accordance with corporate objectives, rather than determine their own goals Rules of operation are more important than freedom of choice 0 5 15 20 Teams need rules as they will tend to become inefficient if given too 0 5 15 20 much freedom 0 5 15 20 I tend to ask closed and leading questions in order to speed up the process I am happy working on my own and don’t need others 0 5 15 20 If I let my guard down people may take advantage of me 0 5 15 20 Category 3 total score Category 4 Always Most of On Never the time occasion My friends/colleagues would say I do things with other peoples’ interests at heart 20 15 5 0 Putting others’ needs ahead of my own can be a challenge 0 5 15 20 I assume everyone else is most interested in looking after their own 0 5 15 20 needs I am motivated to understand my buyers’ needs rather than push my 20 15 5 0 ideas 20 15 5 0 I listen to the views of others rather than express my views I trust my colleagues/team to make the right decisions 20 15 5 0 20 15 5 0 When I challenge someone’s thinking it is always in order to help them, 20 15 5 0 rather than to promote my opinion I start conversations with a question rather than a statement I challenge people with what I know (i.e. my knowledge) 0 5 15 20 Category 4 total score Category 5 Always Most of On Never When making decisions I tend to react instinctively the time occasion 20 15 5 0 I like to understand the logic behind a decision 0 5 15 20 My friends/colleagues view me as a highly rational person 0 5 15 20 I prefer to deal with someone in person rather than in writing 20 15 5 0 I am more comfortable with facts than feelings 0 5 15 20 If I get a feeling about a business decision, or an intuitive reaction to a 20 15 5 0 person, I do not ignore it My friends/colleagues view me as a compassionate person 20 15 5 0 My colleagues would see me as open and caring 20 15 5 0 I like to understand my friends/colleagues’ moods; how they are feeling 20 15 5 0 Category 5 total score © engage universe limited 126

Category 6 Always Most of On Never I like to get one thing done before moving to another the time occasion 0 5 15 20 I like to have a to-do list 0 5 15 20 My friends/colleagues view me as easy going 20 15 5 0 I do not mind being unprepared for meetings 20 15 5 0 I prefer to have regular rather than impromptu meetings 0 5 15 20 When going on holiday, I tend to have detailed travel plans 0 5 15 20 My preference is for more formal meetings rather than informal water- 0 5 15 20 cooler conversations I prefer not to have an agenda for meetings 20 15 5 0 I am an organized thinker 0 5 15 20 Category 6 total score Category 7 Always Most of On Never If something is not broken I tend to leave it as it is the time occasion 0 5 15 20 I tend to judge my performance against that of other people 0 5 15 20 I like to be sure we will win assignments and just doing our best is not 0 5 15 20 enough I am motivated to better myself more than worry about how others are 20 15 5 0 performing I want to be recognized as a winner 0 5 15 20 I tend to ask people to justify ideas first before agreeing to them 0 5 15 20 I am more interested in what someone can do for me than I am in what 0 5 15 20 I can do for them I am an optimistic person 20 15 5 0 Knowing what my competition is doing is more important than just 0 5 15 20 focusing on my own performance Category 7 total score Category 8 Always Most of On Never the time occasion I like to work at doing the same thing better before moving on to doing different things 0 5 15 20 I think the best ideas are the result of thorough consideration 0 5 15 20 Visionary ideas are the responsibility of top management 0 5 15 20 I tend to get other people to attend to the detail while I deal with the 20 15 5 0 big picture Dreams are great but reality is more important 0 5 15 20 I like to make sure things are perfect rather than just OK 0 5 15 20 People seek me out for what I know more than how I interact 0 5 15 20 People say I have lots of ideas, but they see many of them as unrealistic 20 15 5 0 I tend to have ideas without any obvious rationale 20 15 5 0 Category 8 total score 127 engage-universe.com

16 Octagon™ behavioral questionnaire Take the scores above and insert them in this table Total scores above Behavior Leading / Following Category 1 Opportunity / Fear Category 2 Trust / Control Category 3 Your needs / My needs Category 4 Feelings / Facts Category 5 Free flowing / Organized Category 6 My best / Better than you Category 7 Big picture / Detail Category 8 Take a pen and mark your score on the Octagon™ template below. Join the dots to create your profile. Leading / Following 180 Big picture / 135 Opportunity / Detail Fear 90 My best / 45 Trust / Better than you Control 0 Free flowing / 22.5 Your needs / Organized My needs 67.5 112.5 157.5 Feelings / Facts © engage universe limited 128

Interpreting your Octagon™ scores Whilst there is no definitive profile, in the context of building trusted relationships and influencing others, the ability to demonstrate the following behaviors when needed; and particularly at the start of a new relationship; is helpful: 1. the confidence to lead, when necessary 2. a tendency to embrace opportunities 3. a strong desire to trust a person or process 4. a preference for focusing on the needs of others 5. a sensitivity to feelings and social atmospheres 6. a tendency to allow things to freely find their own course 7. a desire to be the best that you can be – for your buyer 8. a preference for dealing with the bigger picture Below are the typical behaviors associated with different ranges of scores, together with tips for how to flex behaviors to either raise or lower scores. Leading / Following Score Characteristics Tips 0 - 30 You are a good listener, but do Prepare for conversations by 31 - 60 not like expressing your views identifying one or more points that and tend to keep your thoughts to you will bring up in the conversation. yourself. You are unlikely to express Agree in advance with colleagues, thoughts that come to you “in the the topics that you will cover. moment” and will contribute your thoughts only if asked. There is a Try saying the first thought that risk that because of your preference comes to mind, even though it may to follow, you are not seen to be wrong. Make sure before you go contribute value. into a conversation that you have considered what you will say. You’re You typically let others speak before much more likely to contribute if expressing your thoughts, and if you’ve already taken time to think you’re not asked, you may keep through your views. your thoughts to yourself. Some people will perceive you as quiet, thoughtful and modest. Others may question how much value your presence adds to a conversation. 129 engage-universe.com

Score Characteristics 16 Octagon™ behavioral questionnaire Tips 61 - 80 You are comfortable in Even if you think views similar to conversations, but tend to listen yours have already been expressed, more than you speak. You probably consider confirming your agreement tend to defer to authority and if with what has been said and building someone says something similar on the ideas already expressed to to an idea that you had, you are add your own perspective. Building unlikely to jump in and add your on another person’s ideas aids refinement. This can mean that consensus. outcomes are not as good as they might have been if you had In one-on-one situations, follow contributed your thoughts. your instincts. In larger meetings, consider adopting the role of 81 - 100 You are comfortable expressing chairperson or moderator. You could your views and equally you are then work to ensure all opinions comfortable listening to someone are heard and a greater degree of else. You can identify the right time consensus achieved. to speak and the right time to listen. Remember to check if there are any 101 - 120 On balance, while you’re other thoughts, before moving the comfortable listening to the views conversation onwards. of others, you’d prefer to move the conversation to those areas which Be conscious that you may seek to you perceive to be more valuable. move conversations forward before others have finished expressing 121 - 150 You ensure that your views are heard their views. Make a point of asking and you are comfortable leading if there are any other thoughts, a discussion. You assume that if before moving the conversation people have ideas and opinions onwards. they will voice them and you do not see it as your responsibility to make Push yourself to engage others in time and space for other people’s the conversation. Seek input very opinions to be heard. early to prevent yourself from grabbing the initiative. End topics 151-180 You believe your views are important by asking for feedback – and waiting and should be heard. You may for others to comment. express impatience or disinterest when topics that you consider unimportant are discussed. Self score: Desired score: By when: © engage universe limited 130

Ideas for action With a low score in Leading / Following, Groupthink becomes a risk, where you follow the thoughts of the group and are reluctant to voice contrary views. This can lead to poor decisions. A high score risks confirmation bias (this fits with my views so I’ll lead with this view), bias blind spot (where we are so confident of our own views that we do not recognize our own biases) and availability bias where we confidently repeat easily available information without reflecting on its validity. A high scorer in Leading could also drive a group towards poor decisions (Groupthink). For more on cognitive biases and how to mitigate their impact, see section 6. 131 engage-universe.com

16 Octagon™ behavioral questionnaire Opportunity / Fear Score Characteristics Tips 0 - 30 You’re very cautious and unlikely to When you want to point out the experiment. You like things that are problems attached to an idea, stop tried and proven. You’re unlikely yourself. Make a mental or written to try anything new unless you’re note and let the other person absolutely sure it will work. You look continue. Later in the conversation for the risks attached to any idea ask if you can outline a few potential and may be avoided by people who areas of risk. value enthusiasm and innovation. 31 - 60 Your preference is to look for the Try brainstorming – throwing out risks in any given situation. You multiple ideas without qualifying tend to be impatient with people them. When someone proposes an who do not “think things through”. idea, force yourself to comment Your favorite word is “but”. on something positive in the idea before pointing out the risks or negatives. When you hear an idea, push yourself to identify as many advantages as disadvantages. 61 - 80 You see yourself as practical and Before pointing out the risks or realistic. Others may see you as negative implications of an idea or fussy and negative. suggestion, take time to comment positively. Compliment the person (“That’s a good idea.”) or some element of the idea/suggestion (“I like the idea of a brainstorming session.”). For every negative point, balance it with a positive. 81 - 100 You are comfortable with ideas Try to reinforce the positive and can see both the risks and elements in an idea or suggestion opportunities that come with them. as this positive support may help others, with lower scores, see the opportunity. In any given situation ask yourself – what are the positives and what are the negatives? 101 - 120 Your preference is to look for Before advocating an idea or opportunity in everything, but you supporting another’s suggestions, are also comfortable discussing take time to consider the potential risks, provided that is not all that negative outcomes. Anticipating is discussed. You are very open to problems and blocks will put you new ideas. in a better position to defend your ideas. © engage universe limited 132

Score Characteristics Tips 121 - 150 You like ideas and people who The risk here is that you see lots of pursue their dreams. You are a opportunities and are positive about firm believer that if you do not try ideas, but that you do not always new things, you do not learn. It is think things through. Be prepared always better to try and fail than to listen to more cautious views as not try. You find some people very these can help you be more effective negative. in implementing your ideas. 151 - 180 You are willing to give anything a Be aware that not everyone sees the try and see yourself as a risk-taking world the same way that you do and visionary. “Nothing ventured, so may not share the same level of nothing gained” is your motto. enthusiasm. Plan for conversations People may see you as reckless and by preparing data to support your impulsive, even irresponsible. Risk- ideas. averse people are a challenge; they leech your positive energy. Self score: Desired score: By when: Ideas for action A person scoring high in Opportunity / Fear could be susceptible to Confirmation bias where an idea that readily matches our existing beliefs is given more weight than it objectively merits. Similarly, in low score situations, identifying previously seen risks may lead us to focus too much weight on those known risks to the detriment of evaluating other risks or potential opportunities. For more on cognitive biases and how to mitigate their impact, see section 6. 133 engage-universe.com

Trust / Control 16 Octagon™ behavioral questionnaire Score Characteristics Tips 0 - 30 You need to be in control and working Ask others when they think they with others can be challenging as need to update you (as opposed you believe that no-one can do to you setting the review points). things as well as you. You tend to Few people like having someone be distrustful of people’s motives monitoring them. and believe that your trust must be earned. 31 - 60 You do not naturally trust people When a colleague or buyer has said at first meeting – they need to win they will do something, do not go your trust. You want to be present back to check on progress – wait in most meetings and want to see until they contact you. People do the notes for meetings that you not like to be monitored, and they cannot attend. You frequently check do like to be trusted. that people are doing what they said they would do. 61 - 80 You’re not a naturally trusting Be more prepared to trust people person, but you’re prepared to trust to do the things they say they will others once they’ve proven that they do, since people like to work with can be trusted. You have a tendency people who trust them. If things do to check on people to see if they’ve not work out the way you’d hoped, done the things they’ve committed be prepared to explore the reasons to, as opposed to trusting that they objectively, without allowing your will do the things they’ve said. disappointment to impact. 81 - 100 You trust your own abilities and can Be more prepared to trust others. If trust others, though you tend to you trust them, they are more likely look for proof of capability or track to trust you. Where someone does record before placing your trust. not live up to your trust, assess the reasons for the failure objectively, leaving aside your sense of disappointment. 101 - 120 Your starting position is to trust Look for ways to actively others and you expect that people communicate that you trust others, since people tend to trust people will deliver on their commitments. who trust them. For example, in team situations, make a point of seeking the ideas of others and look for others to take initiatives forward. Also remember to ask where they might need help from you. © engage universe limited 134

Score Characteristics Tips 121 - 150 You are seen as open and helpful, You have a tendency to assume which in turn makes it easy for that things will run smoothly, so others to be open and helpful to remember to occasionally check on you. Your instinct is to coach others progress and ask whether there is to help them improve. This includes anything you can contribute. buyers and colleagues. In meetings you prefer to ask questions that Take the time to ask questions to help your buyers think as opposed confirm that your implicit trust in to telling them what you think. others’ capabilities is well-placed. Create check points and actively 151 - 180 Your instinct is to trust others review progress. This forces you implicitly. With buyers, this means to stay engaged with a situation. If you trust them to reach the right things are going well, make sure you decision. At the extreme, there give feedback - do not just assume is a risk that you are seen as not that the other party knows that you interested, or even of abdicating trust them. responsibility. Another risk is that you place too much trust in others who are not in as strong a position to progress decisions as you think they are – and that you then feel let-down if they do not meet your expectations. Self score: Desired score: By when: Ideas for action A person scoring high in Trust / Control may be susceptible to Liking bias, where additional weight is attached to someone’s comments because we like them. At the other end of the scale, a low scoring person may susceptible to self- serving bias where if projects work out, undue weight is attributed to control, when in fact other factors were equally or more significant For more on cognitive biases and how to mitigate their impact, see section 6. 135 engage-universe.com

16 Octagon™ behavioral questionnaire Your needs / My needs Score Characteristics Tips 0 - 30 You put yourself first and will not Do something where it is clear there do something if there is no obvious is no direct positive impact for you. benefit to you. Others perceive you When telling stories, acknowledge as self-motivated to the point of the role of others in any success. selfishness. When you relate stories, When you are about to confront you highlight your personal role in someone, pause and ask yourself if any success. You are comfortable there is a better way of dealing with with confrontation, provided you the situation. get the results you want. 31 - 60 If you contribute, you expect to get Be prepared to see the world a return. You’re more motivated from other people’s perspective by personal recognition than team and to understand the needs of recognition. In conversations, it is others. Pause before you express important to you that your points of your needs and consider how your interest are covered. comments will be interpreted. 61 - 80 You tend to focus on your needs first, Ask what others want to achieve then, if there is no disadvantage to before focusing on your needs. Also, helping others, you will focus on be ready to share information in their needs. This may mean that order to encourage others to open others are cautious about sharing up and share information with you. with you because of your tendency to use anything that is given for your own advantage. 81 - 100 You are mindful of your own needs Consider sharing information first but also able to focus on the needs as a precursor to asking others of others. You are comfortable for information. Also consider balancing your own needs and explaining how you will make use of those of your colleagues and buyers any information provided by others in order to achieve outcomes that to put them at their ease. are satisfactory for all. 101 - 120 You are prepared to inconvenience Continue to focus on shared yourself if it helps someone else. outcomes and be aware that You’re happy to focus on the you may sometimes give ground needs of others and to let others unnecessarily – volunteering drive conversations and initiatives, concessions or offering help (that provided there is no significant puts you under pressure) when in disadvantage to you. reality you do not need to. © engage universe limited 136

Score Characteristics Tips 121 - 150 You like to make sure that everyone Before you help others, pause to around you is OK and you want to consider the pros and cons. What be everyone’s friend. Buyers will might be the positive and negative see you as being on their side. impact, not only on the other party, On the minus side, you may avoid but on you and on your team / confrontations and have a tendency organization. Let others help you to ignore bad news. Also, there is a out on occasion, even though you risk that you may undermine your do not think it is necessary. own organization’s needs to satisfy the needs of buyers. Be prepared to say no - not only to others, but also to yourself - given 151 - 180 To see other people happy is your that your instinct is always to help. biggest reward. Money is not Set aside time in your diary to look important to you. The big risk is after yourself and do things that that you are so focused on looking you enjoy. after the needs of others that you do not look after your own needs or those of your organization. Buyers will see you going the extra mile for them, but they may also take advantage of your generosity. Self score: Desired score: By when: Ideas for action A person scoring low in Your needs / My needs would put their own interest and well-being before others and would be susceptible to self-serving bias, attributing any success to their actions and any failure to the actions of others. For more on cognitive biases and how to mitigate their impact, see section 6. 137 engage-universe.com

Feelings / Facts 16 Octagon™ behavioral questionnaire Score Characteristics Tips 0 - 30 You may be perceived as cold and Take an interest in people. View it unfeeling by others – even ruthless, as a fact-finding exercise to make especially by those who score high it feel more comfortable, but be in this category. You will not make careful not to interrogate others for a decision without the facts. You do personal facts. not like to discuss your life outside work, or your feelings. Work is Be prepared to share details about work; personal life is separate. yourself. Start with small, factual details about your life outside work. 31 - 60 You like facts, data and rational When you ask questions or explain argument. If you have an idea, you’ll ideas, be careful not to focus only on think about the facts and evidence the facts and numbers. Focus also that support it before sharing with on the people or feeling aspects. others. Others may view your approach as “too academic” and think that you take too long to make decisions. 61 - 80 You tend to say “I think” as opposed Ask how the other person feels to “I feel” and you prefer to deal about something and focus on with facts and numbers as opposed their answer, giving them your to feelings and people. People view complete attention. When asking you as logical and rational. You may questions or sharing ideas, make be seen as someone who prefers a point of discussing the people to work alone, with numbers and aspects of any topic. Learn to ask data, as opposed to engaging in yourself the question: how will this team discussions and other team impact the people involved? Talk activities. about the benefits of your ideas to an individual or team. Work at remembering people’s names. 81 - 100 You are prepared to open up about Illustrate your thoughts by yourself, which is good, because others will likely want to know reference to their impact on people more about you, your life and your values, before they decide to work as well as discussing the factual with you. You are able to appreciate the people aspects of any argument or logical aspects. When thinking and you also believe that facts and numbers are important inputs to of an idea, view it from different any explanation or decision. perspectives – this can help you appear thoughtful and considerate of others. © engage universe limited 138

Score Characteristics Tips 101 - 120 You’re comfortable talking about When thinking of an idea, view it personal issues and use the word from different perspectives – this “feel” as much as “think”. You can help you appear thoughtful and like to discuss personal topics to considerate of others. Also, ensure better understand people. You are that you achieve a good balance by able to view topics from different considering the quantitative and perspectives and anticipate how procedural aspects of a topic as well people will react to them. At the as the people aspects. Ask yourself same time, you understand the Who, What, Where, When, Why and need for facts and figures. How – to ensure you cover all the angles. 121 - 150 You tend to put people first. In any Quantify the impact of ideas on areas conversation you tend to focus on other than people to demonstrate how decisions will impact the people broader understanding. For involved; how they might feel; and example, consider the short, how they might react. You find medium and long terms impacts; some people a bit cold and difficult the financial implications; the to get along with – typically those procedural aspects; how competitors who you see as obsessed with facts may react. and numbers. Equally such people may see you as too “touchy-feely” and out of touch with commercial realities. 151 - 180 You are very focused on how When you feel a decision is going to decisions impact the people impact your people, ask a question around you. You tend to behave to get others to think about the instinctively and have a dislike of impact, rather than voicing your facts and figures and of people who views. When you do put your ideas you think rely on them too much. forward, ensure that you include You may be seen as too emotional quantitative measures and, when and not sufficiently logical. you present your ideas, remember the maxim that “less is more” – use short, clear sentences and explain methodically e.g. 1, 2, 3; A leads to B, leads to C. Self score: Desired score: By when: 139 engage-universe.com

16 Octagon™ behavioral questionnaire Ideas for action A person scoring high in Feelings / Facts is potentially sensitive toLiking bias (The Halo Effect), attributing undue weight to the views of people that they feel a connection with. For more on cognitive biases and how to mitigate their impact, see section 6. © engage universe limited 140

Free-flowing / Organized Score Characteristics Tips 0 - 30 You like routine. You are very The next time you’re about to organized and believe that there is a explain the proper organized correct time and place for everything. process, stop yourself and first ask You do not like surprises and find it others how they think things should difficult to adjust your plans once move forward. they in place. When approaching a topic, you work methodically, step- When change is proposed, by-step - analyzing all the data don’t respond immediately (and before coming to a judgement. likely negatively); take time to understand the change and the Others likely see you as inflexible. potential benefits. 31 - 60 You don’t like change and have a Be aware that too strong a resistance strong preference for organized to change impacts progress and the thinking and organized action. You flow of ideas. When suggestions don’t like interruptions and you like are made, involve others in the to plan your time. Surprises and last evaluation of ideas as opposed to minute panics irritate you. People immediately giving your personal who are less organized than you are critique. Encourage those around difficult to work with. you to suggest improvements and changes to work practices. 61 - 80 You see yourself as organized When planning, start with a recap and reliable. You like plans and of the overall goals and include schedules. Good meetings are those others in the discussion of how to with a clear agenda that is followed. move forward. Leave more time You don’t like ambiguity and “gaps” than feels right to you, for others to – people should explain points fully brainstorm ideas, before moving to and clearly. detailed planning. Set aside time to review and critique current practice. 81 - 100 You are organized when you Remind yourself at the start of need to be and equally you can conversations that people like be flexible when you need to be. to be listened to. Be prepared to You’re comfortable allowing others let others talk about the things to dictate the flow of a conversation that interest them and then link and wait for the opportunity to these where appropriate to your make the points that you think are ideas. This builds rapport. Also be important. prepared to agree what people want to achieve from a conversation and how the conversation might flow in order to meet the desired goals. 141 engage-universe.com

Score Characteristics 16 Octagon™ behavioral questionnaire Tips 101 - 120 You’re comfortable with agenda - Check at the start of conversations less conversations and can work what all parties are looking to with ambiguity. You’re happy to fill achieve and be prepared to review in the gaps where full information is progress towards these objectives not given. during the conversation. In your broader work, set milestones and regularly review progress. 121 - 150 You like change; change = progress. Always check that your free-flowing You don’t like formal agendas approach is the best for the other and prefer more free-flowing people and the situation. Remember conversations. You’re happy to run to check periodically that the a conversation based on a few conversation is on- track and that objectives and then see how things the objectives will be met. Map out progress. The challenge is that you broad timetables (you’ll find specific may run out of time and not get the timetables too constraining!) and information or agreement that you use checklists and to-do lists to need. aid reliability. Let others know well ahead if you’re likely to miss a deadline. 151 - 180 You see yourself as flexible and Apply some structure to your you like change; others likely see conversations and discipline to your you as impulsive, disorganized working style. Start conversations and unreliable. You miss deadlines by discussing what those present and tend to leave things until the want to achieve. Be prepared to last minute which can cause strain outline a loose agenda and check for those around you. You need progress towards agreed outcomes. reminding constantly to execute Agree timetables with others and tasks that you find uninteresting. then note down key milestones and stick to them. Self score: Desired score: By when: © engage universe limited 142

Ideas for action A person scoring high in Free flowing / Organized is potentially more sensitive to confirmation bias, availability bias and groupthink bias. The reasons are the same for all three, in that a tendency to be free-flowing and move quickly from one topic to another may prevent the conscious objective pause and self- questioning that is required to mitigate the effects of our subconscious biases. A low scoring person may be susceptible to self-serving bias, attributing undue weight to being “organized” when other factors may be equally or more significant. For more on cognitive biases and how to mitigate their impact, see section 6. 143 engage-universe.com

16 Octagon™ behavioral questionnaire My best / Better than you Score Characteristics Tips 0 - 30 You are very competitive and have Do not put others down. If you 31 - 60 a strong desire to win and be seen are part of a team, take time to 61 - 80 as a winner. It is likely that you see involve others and to celebrate your own success as more important their successes. When others than team success. You may also come up with ideas, acknowledge create wins for yourself, to achieve their good thinking. Even if you your targets, that create problems disagree with an idea, acknowledge for others. You also have a tendency something good in it before putting to show-off, even to the point of forward your own ideas. Resist the competing with colleagues and temptation to self-promote. buyers. Be careful not to “compete” with You’re driven to succeed and work others in terms of pushing your hard. You may have a tendency to ideas as the best. Real buy-in showcase your ideas and experience comes through allowing others to that others perceive as showing voluntarily take some ownership of off. Other likely behaviors include ideas or courses of action. talking too much about yourself, dropping names and, when telling When you’re about to criticize, ask stories, relating them to how well yourself if you’re doing this just to you performed. make yourself look good; or if your critique will really help move things You work hard to succeed and you forward in a better way. As an want your ideas to be accepted. alternative to promoting your own You like picking holes in the ideas ideas, ask others how they think of others they could take your ideas and make them even better. 81 - 100 You have a healthy desire to win, coupled with a desire to improve. Monitor your behavior and adjust You’re able to work with a team and as necessary when dealing with to win for yourself when necessary. more competitive individuals. Pause, reflect and respond – as 101 - 120 You think before acting, and opposed to immediately reacting. regularly review your actions to Sometimes you’ll need to stand evaluate their impact. You see firm, sometimes it is better to bend. continuous learning as a key component of being successful. When seeking improvements and When things do not work out, you discussing ideas, be sure to state can “shake-off” the loss and move how they contribute to competitive on. Some may think you lack the advantage - as opposed to leaving hunger to win. others to make the association. © engage universe limited 144

Score Characteristics Tips 121 - 150 Getting better is more important to Satisfaction of a job well done and you than winning. You can accept lessons learned may be sufficient coming second if it means you’re reward for you, but if you do not better placed in the future. Others promote your achievements you likely see you as someone who is may see others who are less able, keen to learn and improve, though but more competitive, progress some may view you as more of a their careers faster. “thinker” than a “doer”. Be aware that learning alone is not 151 - 180 You’re focused on being the best enough. Thought without action is that you can be. This can extend to merely dreaming. Set aside specific those around you too – you want time for thinking, but then be sure your colleagues and your buyers that ideas are put into action that to also maximize their potential. At moves the business forward – and the extreme you may appear self- that forward progress is recorded absorbed; too focused on your own and celebrated. development at the cost of other things. Self score: Desired score: By when: Ideas for action A person scoring low in My Best / Better than you may be susceptible to bias blind-spot and blame factors other than their own actions when things do not go the way they want them too. This impairs the capacity to learn from mistakes. For more on cognitive biases and how to mitigate their impact, see section 6. 145 engage-universe.com