engage workbook

16 Octagon™ behavioral questionnaire Big picture / Detail Score Characteristics Tips 0 - 30 You’re very task-focused and good When you feel the desire to discuss at getting into the detail of any detail, pause and ask yourself topic. You like solid, well thought if others need to spend longer out ideas and find it difficult to discussing the bigger picture. More discuss concepts and vague ideas. time spent discussing goals can You tend to think about short- term generate the enthusiasm that others issues but find it difficult to imagine need to get through the detail. broader, long-term outcomes. 31 - 60 You’re good at detail and focused When thinking / preparing initiatives, on execution. People come to you presentations or conversations, when they want something to be deliberately ask the views of people done comprehensively. People may who you see as different to you. Be see you as too fussy and unable to prepared to brainstorm i.e. gather see the bigger picture. together a group and all throw out ideas without qualifying them or clarifying in detail. When you’re about to start a task, pause and ask yourself how it fits in the bigger picture. 61 - 80 You enjoy working with detail and Employ structured and creative you tend to be task-oriented. You thinking approaches to help you view may think longer term goals and topics from different perspectives bigger issues are the responsibility and generate new ideas. Seek out of others, but if you were able to the views of colleagues who look at better appreciate how the tasks you things differently to you. work on contribute to the bigger picture, your work could be more rewarding. 81 - 100 You’re comfortable working with Set time aside for thinking about detail and also able to appreciate longer term goals – this will add a the bigger picture, being able to new forward- thinking dimension flex your approach as needed. to your skills. Consider engaging in conversations and brainstorming sessions with colleagues and other interested parties about the future direction of your business unit; organization; industry and buyer. 101 - 120 You’re comfortable working with Research and try out creative detail, but you like to understand thinking and structured thinking how different elements link together approaches – as ways of improving to form a whole that is greater than your powers of synthesis and the sum of the parts. While you may helping come up with completely find it difficult to come up with new new ways of looking at things. ideas, you like listening to ideas and synthesizing them – taking a number of ideas and organizing or building on them. © engage universe limited 146

Score Characteristics Tips 121 - 150 While you may live in the present, Take time to consider the detail of you have a preference for looking to ideas and view them from different the future. You enjoy brainstorming. perspectives. Involve people who You may have a tendency to get you know look at things in more carried away with big ideas to the detail than you do. Ask yourself extent that you do not consider all Who? What? Where? When? Why? the angles. and How? – to ensure you cover all the angles. 151 - 180 You enjoy talking about big ideas, long term goals and vision. Detail Seek out people who are not like bores you. The risk is that if you do you, and ask them to review your not consider the detail, something ideas - to make sure that you do not will be overlooked. Also, others may overlook important details. see you as impractical – a dreamer. Self score: Desired score: By when: Ideas for action A person scoring high in Big picture / Detail may be susceptible to the Curse of Knowledge and to availability bias. Those who talk at a high level sometimes assume a level of knowledge in others that does not exist, or a simplicity about their topic that is apparent to them, but not to others. A preference for big picture thinking may also mean that information is sometimes accepted too readily (availability bias) without checking the detail. Someone scoring low, with a good understanding of detail may equally fall victim to the Curse of Knowledge and assume a level of detailed knowledge in others that is not realistic. For more on cognitive biases and how to mitigate their impact, see section 6. 147 engage-universe.com

16 Octagon™ behavioral questionnaire Matching buyer’s behaviors You have already used the Octagon™ to profile your preferred style of thinking and working in a number of different domains. In order to flex your own natural style to better suit your buyers’ preferences and thus build rapport, you first need to make an educated “guess” as to their preference. Rapport is the ability to relate to others in a way that creates and maintains feelings of trust and understanding. The pyramid of rapport • Pleasantries: a way of breaking the ice and putting others at ease Superficial • Establishing commonality: finding a shared Deeper interest, experience • Matching energy levels and language: being in sync with the other person • Reflecting back facts and feelings: reassuring the other person that they have been understood and recognized as a human being • Self disclosure and being open with feelings: being open yourself and responding to the other person’s openness builds a warmer relationship © engage universe limited 148

Activity To explore how you might adapt to different people, consider Joe and Susan and plan your approach. Which How you might adapt Octagon™ to build rapport with behaviors someone like this When you meet Joe, there is a lot of silence in a meeting. He takes time before answering questions, but when he does, the answers have clearly been well thought through. Joe looks bored when you talk about a lot of detail and distracted when you are talking about what your offering can do for his staff – he then asks you about the potential cost savings. At the end of the meeting Joe asks you to send him a schedule outlining the actions you will take. Susan is always challenging you but in a way that helps you think clearly. However, each time you talk about how much you can help the company she responds with a sentence starting with the word “but”. When you finally arrived at an agreement on what she wanted to buy from you she told you to deal directly with her subordinate and said she no longer needed to be involved. Susan spends a lot of time talking about what competitor organizations are doing. 149 engage-universe.com

16 Octagon™ behavioral questionnaire Activity If everyone we met was exactly the same, it would be easy to develop one approach that would work every time. Fortunately the world isn’t that boring – but it makes the challenge of building rapport and trust that much harder. This activity helps you develop flexibility. 1. Take five minutes to read the profiles of Jennifer, Raymond and Judith on the next page and plan how you would approach a meeting with each of them. You choose the meeting topics. 2. Then allocate roles: • A takes Jennifer’s role, B leads the conversation, C observes. • B takes Raymond’s role, C leads the conversation, A observes. • C takes Judith’s role, A leads the conversation, B observes. Then role play the start of each meeting - just the opening few minutes until you feel you are getting into the substance of the meeting. Run them one after another with no pause for feedback or analysis. 3. Leave yourselves about 10 minutes at the end to review what happened: • What differences in the consultant’s / salesperson’s behavior did you notice between the three meetings? • What was planned for each meeting and did the consultant / salesperson follow the plan? If not, why was that? • From the buyer’s perspective, did it feel genuine? How effective was the consultant / salesperson in building rapport? • Next time, what would you do in the same way? What would you do differently? © engage universe limited 150

Jennifer • Jennifer describes herself as a people person. • She often talks about different people’s perspectives and usually considers other people’s feelings when making decisions. • She uses the word “feel” a lot and sometimes her decisions do not seem logical. • She is very open when talking about personal issues and likes to talk about personal topics to understand the other person better. Raymond • Raymond likes to step back from the obvious and take a broader, longer look at things. • One of his most frequently used phrases is “let’s look at this from 40,000 feet”. • He likes to imagine future scenarios and then talk about how to get to the future described. • He is very energetic. Some people find him too intense - a rolled up ball of energy that can sometimes explode. • He sees himself as a catalyst for change and people do value his ideas and different perspectives. • He gets bored with detail and sometimes “tunes out” in the middle of conversations. Judith • The first clue you pick up about Judith is her office: it is neat, tidy and the only things on her desk are the papers she is currently working with. • Judith likes everything well planned and properly organized. • She likes to know what is happening in advance and does not like surprises. • Meetings with Judith are driven by agendas; the papers and documents she produces are full of flowcharts and bullet-point lists with rarely a complete sentence in them. 151 engage-universe.com

16 Octagon™ behavioral questionnaire © engage universe limited 152

17bringing it all together The more I practise, the luckier I get. Gary Player, golfer 153 engage-universe.com

Activity This is an opportunity to try out multiple elements of the engage universe approach and get a better understanding of how it all fits together. How it works We will work in three groups. The meetings will be in public so that we can all see three separate meetings and learn from them. The facilitator will be the buyer for each meeting. Step 1 – Prepare (20 minutes) Read the background information – it is deliberately very brief. Background information A-Star is a major retailer, with over 500 stores throughout Ailand. They are also expanding internationally and have stores in neighboring Beeland, with plans to open more across the Greater Letter Region. A-Star’s main competitors are other large retails chains such as 8-Ball, ABC and Whatnots. A-Star is a highly successful business. Sales are growing, market share is growing and margins are being maintained. You are about to meet the CEO of A-Star for the first time. To explore how you adapt to different individuals, each group will meet a different person – though it is always the CEO. Group #1: Raul Gonzalez is imaginative, intuitive, experimental and innovative. He takes a big picture view and has a strong future orientation. Raul is the “trouble shooter”. He closed the underperforming business in Seeland and refocused the international expansion on the Greater Letter Region. Group #2: Tracy Jones is highly cerebral and has very strong logical, analytical skills. She is very matter of fact and avoids displays of emotion. She has the imagination to see the possibilities of developments in technology but she insists on data, data and then more data, before making decisions. Group #3: James Tam combines logical and analytic thinking with intuitive interpersonal skills. He is slightly fussy but has a down-to-earth approach and makes constant references to buyers. He is very popular with staff and suppliers who see him as a real team-player. © engage universe limited 154

Decide roles: • Two people from each group will run the meeting. Persons A and B. • One person in each group will create a Value Sheet during their group’s meeting. Person C. • One person will take whatever notes they need to be able to write a CC Note. Person D. The rest of the group will assist in the planning and will observe and provide feedback. Prepare for the meeting by using the documents below. How will you frame the conversation? I We You 155 engage-universe.com

17 bringing it all together What questions will you ask? Surface Hunt Adjust Paint Engage Remember also to use Spicy Questions and Focus-5 within the SHAPE framework. 156 © engage universe limited

Step 2 – Run 1st meeting (10 minutes) • A and B run the first conversation with the facilitator as the buyer. • Person C writes the Value Sheet. • Person D takes notes of what needs to be included in the CC Note. Any other members of the group and the two groups observe and prepare to give feedback. Step 3 – Offer feedback on 1st meeting (5 minutes) All observers give feedback: constructive, helpful and useful feedback. Step 4 - Repeat steps 2 and 3 with the other two groups (30 minutes) Step 5 – Write CC Note (20 minutes) Groups write their CC Notes on a flip chart. Step 6 - Review CC Note (20 minutes) Read CC Note aloud. Feedback and comments from other groups. 157 engage-universe.com

17 bringing it all together Preparing to give feedback As you observe the meeting take notes so you can give useful feedback. Framing the conversation – I We You What did you hear that you liked? How might it be improved? SHAPE, Spicy Questions and Focus-5 What good questions did you hear? What opportunities were missed? Other observations (voice / body language / overall impact) What did you observe? What impact did it have on you? © engage universe limited 158

action planning 18 ••• A SGcPpeteeincroseifonricanlaPblsulkdayielenlvranepplioplnaplngimcaetniot nplan I have always found that plans are useless, but planning is indispensable. Dwight Eisenhower, 34th US President and Supreme Commander, Allied Forces Europe 159 engage-universe.com

1. Personal development plan What are your key learning points from this workshop? • Relationships • Trust and how to build it • Buyers • Bias • I We You © engage universe limited 160

• Focus-5 • Value Sheets • Levels of Thinking • Spicy Questions • LISTEN • Presenting Ideas • CC Notes • The Octagon™ 161 engage-universe.com

18 action planning What three key specific skills and behaviors do you want to develop further? Areas for Current situation Desired future Value to me if I development achieve this 1 2 3 When and how will you develop them? Whose help do I need? What can I do? © engage universe limited 162

2. General skill application You have learned some new ways of doing things. This is where you make them relevant to your environment. Relationships Identify below which of your buyers fall into which category. Social Ad-hoc Technical Partner What is the % mix? % % % % Is this the right % mix? Which three relationships would you most like to change? 1 2 3 163 engage-universe.com

18 action planning Trust Consider individual buyers. Calculate a Trust score for each based on the allocation of a score between 1 and 10 for each element of the Trust Equation, where 1 is low and 10 is High. 1. Trust score: C + R + I = + + =0 = S 0= 2. Trust score: C + R + I = + + =0= S 0= 3. Trust score: C + R + I = + + =0= S 0= Which components do you need to focus attention on and what are you going to do to improve your score? © engage universe limited 164

Buyers Identify below which of your buyers fall into which category. Price-busters Deal-hunters Value-buyers Estimate where you spend your time. % %% Is this is the correct mix? 165 engage-universe.com

18 action planning I We You Consider how you might use I We You in four different situations: Email to request a I meeting We You First phone call I We You First face-to-face I meeting We You Established I relationship We You © engage universe limited 166

SHAPE, Focus-5 and Spicy Questions Note down any questions you encountered during the workshop which may be useful going forward. You may also want to add any new ones which you think may be useful. Surface Hunt Adjust Paint Engage Focus-5 (indicate type) Spicy Questions (indicate type) 167 engage-universe.com

18 action planning Need–Feature–Benefit Write three Need–Feature–Benefit statements that you might use. 1 2 3 © engage universe limited 168

Storytelling 1. Create your own story in the box below. Think of three features of your organization or offering, then tell a story to illustrate the features. 2. Try out your story by telling it to others and invite their comments and feedback. Without a story With a story 169 engage-universe.com

18 action planning 3. Specific buyer plan Applying the approaches you have learned will be more successful if you think about your buyer in advance. Step 1 Choose one of your important buyers. Guidance on your choice • Make it real. Make it challenging. Choose someone who is important to you. Someone where the relationship is less than ideal. Someone where you think there is great potential. • Make it immediate. Choose someone you can meet soon enough to get the full benefits of planning and rehearsing. • Make it understandable. Choose a situation that you can talk about and your colleagues can understand. Avoid anything that is so confidential you can’t talk about it. Equally avoid anything that is so technically complicated, no-one else will understand it. Step 2 toolbox Work through the Overall Buyer Strategy and Conversation Planner forms at the back of the workbook. You may want to copy the forms or download further copies from engage-universe.com so you can follow through this planning for a number of buyers. © engage universe limited 170

Rehearsing for meetings The first purpose of a rehearsal is to review, evaluate and troubleshoot your plan with an objective third party. The second purpose is to try it out and rehearse key behaviors so that you can refine them to make a positive impact. We suggest 45 minutes and that you use the time as follows: 1. Work in pairs. Brief your colleague on the situation. (5 minutes) They do not need to know too much. 2. Your colleague will use SHAPE questions to help understand the (5 minutes) situation. 3. Get feedback on your plan from your colleague. They will try to look (15 minutes) at it from your buyer’s perspective and will try to be both critical and supportive. Take notes throughout and refine your plan – but at this stage, treat it as tentative. 4. Rehearse key elements of your approach. Some of the elements you (20 minutes) might like to try include: • your I We You • your approach to using a Value Sheet and SHAPE questions • any Paint or Level 4 questions you plan to use • any Spicy Questions you plan to use • any stories you want to tell using the Need-Feature-Benefit construct. This is more real-play than role-play. It is about experimenting, testing, refining and polishing. The style is stop / start / stop / start…how does it sound when I say…/ what if I do…? Your colleague plays your buyer. Try it out. Get feedback. Try again. Get more feedback. 171 engage-universe.com

18 action planning © engage universe limited 172

19worksheets and progress Planning • Account Objectives and Budget • Overall Relationship Strategy • Buyer Profile • Conversation Planner ••P (rIrDnoeidlrgaiertrceieotcnstmssmheiaepsa-uosrureiresensted) Not everything that can be counted counts, and not everything that counts can be counted. Albert Einstein 173 engage-universe.com

Account Objectives and Budget Buyer name: Your name: Direct measures of progress (traditional, financial) By what dates(s) Contributing factors (non-traditional, relationship oriented) By what date(s) © engage universe limited 174

Estimated budget required Approved by: Date signed off: Next review date: 175 engage-universe.com

19 worksheets and progress Account Objectives and Budget Buyer name: XYZ Global Your name: Ronald Tan Direct measures of progress (traditional, financial) By what dates(s) Grow revenue year on year: 15% in year 1; 25% in year 2 End of year 1 and 2 Current annual fees = 500k Review every 6 Maintain margin at 54% months End of year 1 and 2 Introduce 2 new service offerings each year End of year 1 Improved win ratio – from 30% to 80% of bids submitted Contributing factors (non-traditional, relationship oriented) By what date(s) Increase number of touch-points in XYZ from 4 to 8 key In 3 months relationships At least 1 hour conversations plus CC Notes to evidence engaging In 6 months conversations Additional people introduced – our people plus other people who In 6 months might help the buyer New and more opportunities identified and for which we are asked Review after 12 to bid months months Referrals to other buyers / parts of their business Review after 12 months © engage universe limited 176

Estimated budget required Month Planned activities People, time, cash Planned progress Oct Identify key buyer targets Me, Bob, Jayne, Kwan Completed buyer and influencers. Analyze 10 hours total profiles individual buyers Identify key team Bob 2 hours Team identified and members and brief on Jayne 3 hours briefed XYZ account initiative Kwan 2 hours Relationship scores calculated Nov Internal brainstorm: key Account team plus Interesting topics for discussion topics to discuss others identified 2 hours plus lunch provided Dec / Three lunches with three Me, Bob, Jayne, Kwan Identify areas where Jan separate influencers at Lunch hours XYZ may need help XYZ Budget USD200 x 3 for buyer lunches Approved by: Date signed off: Next review date: 177 engage-universe.com

19 worksheets and progress Overall relationship strategy Name Now 3 months 6 months 12 months Ultimate Relationship score (intimasee.com) Conversation plans (What will I say and do in each meeting in order to achieve the next shift in the relationship) Discussion topics and questions Value for buyer Target outcomes 1st conversation 2nd conversation 3rd conversation 4th conversation © engage universe limited 178

Example: Overall relationship strategy Name Sunita Rodriguez Relation score Now 3 months 6 months 12 months Ultimate (intimasee.com) 43A 50T 60T 70T 70+ Conversation plans (What will I say and do in each meeting in order to achieve the next shift in the relationship) Discussion topics and questions Value for buyer Target outcomes 1st conversation Maybe some insights She wants to meet into XYZ in the region. again. Sunita is new to the business, so try Also maybe point to understand her goals and share her in the direction our experience of working with XYZ of other people who in the past. Also any trends we see might help her. for the industry that might impact her success. 2nd conversation Help her think Full understanding of Based on the first conversation, see through her goals and her key priorities and who in our organization has insights priorities. where she thinks we into her areas of interest and take might be able to help. them along to this conversation. Specialist insights. Offer ideas and gauge her reaction / level of interest. 3rd conversation Relevant ideas / help Advance the level of Take specific ideas to Sunita on that she can use. trust priority areas that she identified. Set aside some time to discuss the Opportunity to pause Confirm a project or broader picture - how is she getting and review her some agreement to on in the role; where has she made progress, and get an move an idea forward. most progress and where are the external perspective. frustrations? Identify other areas where we might help her or where others we know can help. 179 engage-universe.com

Buyer Profile Updated by: Organization: Individual: Date updated: Key: Power and Influence: 5=very high; 4=high; 3=medium; 2=low; 1=very low; 0=none. Type: (E)conomic; (T)echnical; (U)ser; Focus: Price-Buster(PB); Deal-Hunter(DH); Value-Buyer(VB) Roles/Support: Anti-sponsor; Gate-keeper; Neutral; Sponsor; Coach Position: Power: 5=very high Influence: 5=very high Type: Economic Focus: Support: Anti-sponsor Corporate goals / KPI’s: Personal goals / KPI’s: External pressures: Internal pressures: Personal pressures: Key decision criteria: Behavioral preferences: Social preferences: • Leading / Following © engage universe limited • Opportunity / Fear • Trust / Control • Your needs / My needs • Feelings / Facts • Free flowing / Organized • My best / Better than you • Big picture / Detail 180

181 engage-universe.com Buyer Profile Updated by: Ronald Tan Organization: XYZ Global Individual: Sunita Rodriguez Date updated: 12 June 20xx Key: Power and Influence: 5=very high; 4=high; 3=medium; 2=low; 1=very low; 0=none. Type: (E)conomic; (T)echnical; (U)ser; Focus: Price-Buster(PB); Deal-Hunter(DH); Value-Buyer(VB) Roles/Support: Anti-sponsor; Gate-keeper; Neutral; Sponsor; Coach Position: CIO Power: 5 Influence: 5 Type: T + E Focus: DH Support: Neutral Corporate goals / KPI’s: Personal goals / KPI’s: – Successful SAP implementation - on-time, within budget – Reduce IT spend by 10% each year for next 3 years - Be secure in this new role while upgrading business systems and web-presence - Increased credibility and be seen as a leader - Have more time for family - Be seen as Change Agent External pressures: Internal pressures: Personal pressures: – XYZ’s internet presence perceived as outdated compared to competition – Global SAP implementation draining – Finding enough time for her children and XYZ is losing orders as a result – Buyer satisfaction scores target weak budget and postponing local initiatives – Getting up to speed on XYZ’s business web-based support – New to organization – still building internal culture and internal politics relationships Key decision criteria: Behavioral preferences: Social preferences: – Doesn’t like crowds – Reliability • Leading / Following – Not keen on sports – Reads widely. Likes Chess – Ongoing support provided • Opportunity / Fear – Travels to exotic places eg Jordan, Romania – Integration with other systems • Trust / Control – Level of support from the business i.e. • Your needs / My needs business sponsorship • Feelings / Facts • Free flowing / Organized • My best / Better than you • Big picture / Detail

Conversation Planner Relationship Score: Name Prospect / Buyer (Circle appropriate descriptors) Objectives of meeting Visible Hidden Motivation: Type: Behavioral preference: Price-buster Economic Leading / Following — Introduce new people or — Build rapport Deal-hunter User Opportunity / Fear Value-buyer Technical Trust / Control services — Identify business — Reach a decision opportunities — Brief on progress — Identify decision makers — Share experience — Build awareness of — Give information services — Exchange views — Build credibility Role: Pressures: Your needs / My needs Anti-sponsor External Feelings / Facts — Come up with ideas— — Manage perceptions Gatekeeper Internal Free flowing / Organized Sponsor Social My best / Better than you Remember LISTEN Big picture / Detail Bias Learn Trust score: Groupthink Identify T=C+R+ I Availability Self Liking/Disliking Time S Confiemation Encourage T= + + = Curse of Knowledge Next Self-serving Estimate scores out of 10. Blind-spot Positioning ideas and storytelling © engage universe limited Need: Feature: Benefit: (Time, Money, Comfort) 182

183 engage-universe.com Conversation Planner I We You Opening SHAPE Surface I We You framing: Hunt Adjust Middle Paint Engage Possible questions: Focus-5 Possible Value Sheet: Current Future Value Financial Customers Challenge Competitors Market Closing Resources • Summarize actions/decisions Spicy Questions • Agree next steps Timeline Legacy Follow-up No barriers Stretch • Internal communication required? Positive / Negative • Actions required-who and when Shock • Date of next meeting Non-stick CC Note

Conversation Planner Name Sunita Rodriguez Relationship 43T Score: Objectives of meeting Prospect / Buyer (Circle appropriate descriptors) Visible Hidden Motivation: Type: Behavioral preference: Price-buster Economic — Introduce new people or — Build rapport Deal-hunter User Leading / Following Value-buyer Technical services — Identify business Role: Pressures: — Reach a decision opportunities Anti-sponsor External Opportunity / Fear Gatekeeper Internal — Brief on progress — Identify decision makers Sponsor Social Ageing web presence — Share experience — Build awareness of Trust / Control How risk-averse New to XYZ – wants is she? — Give information services to lead change — Exchange views — Build credibility Work/life balance Your needs / My needs — Come up with ideas— — Manage perceptions Feelings / Facts Remember Free flowing / Organized Bias LISTEN My best / Better than you Groupthink Learn Big picture / Detail Availability Identify Liking/Disliking Self Need to encourage Trust score: Need to learn Confiemation Time as she tends to be more about her Curse of Knowledge Encourage quiet - plus focus on Self-serving Next not being self- Blind-spot oriented! Positioning ideas and storytelling T=C+R+ I © engage universe limited Need: Feature: Benefit: S (Time, Money, Comfort) Main competitor launched Quickly formed a team, T = 7 + 5 + 4 = 3.2 social media presence - reviewed social media Rapid deployment 5 seen as a threat. presence and suggested from zero to integrated options. Found partners presence in 3 months. Estimate scores out of 10. to execute. 3 month joint 12,000 subscribers within project. 3 months versus 5,000 target. 184

185 engage-universe.com Conversation Planner Opening I We You I We You framing: Following our last meeting, I wanted to get together today to explore more ideas around XYZ’s web strategy which you said was a major priority. Before we go into that though, can I just check that this is still your major priority, or do you have other topics you’d rather cover? My aim is that you walk away from this discussion with new thoughts that you can use to enhance XYZ's web presence. Middle SHAPE Surface Possible questions: P,NB - With no restrictions on time or budget - what does XYZ’s web presence look like? Hunt P,T - Three years from now, how much of XYZ’s revenue do you think will come via the web? Adjust Paint P/N - With your web presence, what are the 3 things you must get right? What things are less important? Engage E,A - In your mind, what are the key steps towards executing your web strategy? What comes first? Focus-5 Financial P/N - Where do you think you lead your competitors and where do you think you lag behind? Customers Competitors P - With an enhanced web presence, what do you think is achievable in terms of market share? Market Resources Possible Value Sheet: P - For you personally, what does success look like? Spicy Questions Challenge Current Future Value Timeline Legacy - Responding to growth of web- - Limited web presence -outdated - Integrated mobile/web presence - 25-40% revenue via web No barriers based B2B “shopping” Stretch website - Increased market share - Potential overall revenue uplift Positive / Negative Shock - Leads in new markets accessed - Efficiency and cost savings Non-stick via web presence fewer staff - Getting it done - Some resources, but not - Work with partners - Satisfy key demand from enough - Transfer knowledge to in-house the business - Multiple priorities, team - Raise profile of IT function and competing - Fast execution - within 90 days own profile Closing • Summarize actions/decisions • Agree next steps Follow-up CC Note • Internal communication required? • Actions required-who and when • Date of next meeting

19 worksheets and progress Measuring progress Begin with the end in mind. engage universe is all about deepening relationships; building trust; creating value; and moving from a transactional, tactical relationship to one that is more long-term and strategic. The end goal is more business, more referrals, higher profits - and greater personal satisfaction. Organizations use many measures to assess progress. Common measures include: • % of target revenue achieved • New products / services sold • % profitability • Win ratio • Ratio of revenue and margin of new buyers vs existing buyers (# of conversations: # of assignments) • Average revenue per buyer • Elapsed time from lead to order • Average margin per sale / customer (length of sales cycle) • Input time from lead to order (acquisition effort) These are valuable measures, but they lack a critical element in that they are typically current or historic in focus; they lack predictive power. Consider supplementing traditional measures with relationship measures that are more future- oriented. Measures include: • Number of touch-points in an organization • The number of our people who have relationships with each buyer • Number of face-to-face interactions • People we’ve introduced to them • Time spent when face-to-face – our people plus others who might help • Referrals / Referred • People that they’ve introduced to us (internal as well as external) • Number of outcomes expressed / • Frequency of conversations actions identified – plus who initiates • Understanding of individual / position / • The quality of relationship project / organization goals (Partner, Technical, Ad-hoc, Social) • Testimonials – do they give them? • The power and influence of each person (personal / corporate) with whom we have a relationship While these measures are more qualitative in nature, they are not difficult to monitor. And, importantly, a healthy relationship today points to more assignments tomorrow. © engage universe limited 186

developing your capability This workshop provides a start to your journey of enhancing your ability to develop better business relationships. Practice In our experience, those that implement the approach most effectively also – • Try to use the skills on their own buyers immediately after the workshop, debriefing after meetings what worked and also where they may develop further. • Share their experiences and successes with others, and seek input from both formal and informal mentors. Resources In order to further your development, the following resources are available to you: engage-universe.com This site includes access to articles and thought leadership, e-learning, and other resources to assist you in building trusted relationships. E-learning A wide range of modules are available to support every element of the IoweU™ approach. These are highly interactive and contain a recap of key points, as well as activities for you to complete. Linked-In forum - Trusted Relationships Join the Trusted Relationships forum on Linked-In, to access up-to-the-moment research, articles and discussions relevant to building trusted relationships. Accredited Coaches and Facilitators Further training and coaching is available from our coaches and accredited facilitators who are present in more than 15 countries around the world. We can also accredit your own people to take on these roles. For details, please visit engage-universe.com 187 engage-universe.com

Further reading If you’re interested in understanding more about how 21st century approaches to building better relationships and sales are developing, the following books may be of interest: Title Author(s) Publisher (Year) Brilliant Pitch Shaun Varga Prentice Hall (2009) Dirty Little Secrets Sharon Drew Morgen Morgen Publishing (2009) Give and Take Adam Grant Phoenix (2013) How Dov Siedman Wiley (2007) Nudge Richard Thaler & Cass Sunstein Penguin (2009) Rain Making, 2nd Ed Ford Harding Adams Business (2008) Selling is Dead Marc Miller & Jason Sinkovitz Wiley (2005) Selling to the C-Suite Nic Read & Stephen Bistritz McGraw-Hill (2010) Smarter Selling, 2nd Ed Keith Dugdale & David Lambert FT-Prentice Hall (2007, 2011) SPIN Selling Neil Rackham McGraw-Hill (1988) The Challenger Sale Matthew Dixon & Brent Adamson Portfolio, Penguin (2011) The Speed of Trust Stephen M.R. Covey Simon & Schuster (2006) The Trusted Advisor Maister, Green & Galford Simon & Schuster (2000) The Truth About Trust David DeSteno Hudson Street Press (2014) Thinking, Fast and Slow Daniel Kahneman Penguin (2012) To Sell is Human Daniel Pink Riverhead, Penguin (2012) © engage universe limited 188

189 engage-universe.com

workshop evaluation It would help us improve future sessions if you would take a few minutes to let us know your thoughts on this workshop. Your comments are an important source of feedback to us in assessing this workshop and we welcome your frank observations. 1. Please describe your overall reaction to this workshop: 2. Please indicate below your overall evaluation of this workshop: Excellent Very good Average Below average Poor 1 2 3 4 5 3. Please rate each session on a scale between 1 (excellent) and 5 (poor), by ticking the appropriate box and providing comments: Session 1 2 3 4 5 N/A Comments The Engage Journey Relationships Trust and how to build it Buyers Bias I We You Framing SHAPE Focus-5 Value Sheets © engage universe limited 190

Session 1 2 3 4 5 N/A Comments Levels of Thinking Spicy Questions LISTEN Presenting Ideas CC Notes Octagon™ Bringing it all together 4. Please rate the facilitator on a scale between 1 (excellent) and 5 (poor), by ticking the appropriate box and providing comments: Session 1 2 3 4 5 Comments Clear presentation Subject knowledge Practical application Responding to the audience 5. Do you have any other suggestions on improving the workshop and other resources, or on help you may need to successfully develop your skills: 6. If you would like to receive updates and insights from engage universe, please write your email address below: Thank you 191 engage-universe.com