The Bermuda Triangle

When I was a kid I was fascinated by the Bermuda Triangle. How could planes and ships just seemingly disappear without a trace with no valid explanation? Various theories have been put forward by experts, authorities and fortune tellers as to what happened. Only recently have valid theories been offered – namely that they are just coincidences.

The modern day version of the Bermuda Triangle is the Malaysian Airlines flight MH 370. No one (alive) seems to know what happened to it.

But if you search the internet you will find hundreds of theories on both the Bermuda Triangle and MH370. These theories range from a suicidal pilot, the plane being captured by the Russians through to North Korea using a remote hacking program to steal the plane and harvest the body parts of those on board.

The individuals creating these theories are basing them on their own understanding of the facts, research, observations, beliefs, mis-understandings, biases, suspicions, paranoia, vendettas, agendas, desires to build themselves up and the wish to be the person that is right. People create theories because we don’t like incomplete information – we guess and make stuff up to fill in the blanks.

The same thing happens in your workplace. When people don’t know why certain decisions are being made, they cannot help but use their own understanding of the facts, research, observations, beliefs, mis-understandings, biases, suspicions, paranoia, vendettas, agendas, desires to build themselves up and the wish to be the person that is right to explain what is going on.

Stopping this is simple. Explain the reasoning behind decisions that effect people. When they know why, they wont have to make up a reason for a decision they don’t understand. This builds trust and increases your chance to influence your team.

As always I’d like your thoughts on this here.

Cheers,

Darren

 


Two Levels of Positioning

There are two levels of positioning you need in the market. The first is company positioning. This is brand management, PR, social responsibility and all the other important activities that brand managers look after.

The second is individual positioning. This covers the well-known macro concepts like employee behaviours, codes of conduct and other modifiable activities. But it also covers the intangible micro activities of employees. Do they have the ability to hold their ground, lead a sales conversation and push back with the right amount of pressure at the right time?

If your organisation has strong positioning in the market, but your sales team cannot match that positioning in the sales conversation all your money and effort in company positioning is wasted. The customer only deals with the sales/admin/support person – never the company itself. The way your team position themselves is just as important as how the company positions itself.

As always, would love your thoughts on this here.

Cheers,

Darren


Do you believe in climate change?

It’s the wrong question. Beliefs are hard to change. They are bound up in what we think about ourselves, our biases, what we think people like us should think. Changing a belief means admitting how I defined myself as yesterday is no longer correct for how I define myself today.

Whether someone believes in climate change or not is a moot point – it’s happening with or without their belief

The better question to ask is, “Do you understand climate change?”

If you ask better questions you get better answers…and more sales.

As always I’d love your thoughts on this here.

Cheers,

Darren


We don’t need another connection

We don’t need another connection; what we need is help.

Over the last week I have been contacted by 3 people on LinkedIn stating that they wanted to connect with me so they can add greater value to their ‘5000+ connections.’

But I’m not sure that their connections are sitting down thinking, “I need to get some more LinkedIn connections!” But they are thinking, “I need help with this problem!”

The one telling aspect as to whether someone is of value to their connections is the amount of publishing they do. It is easy to get to 5,000 connections – anyone can do that with a bit of effort. What’s more difficult is to publish 10 articles over 10 consecutive weeks. That requires thinking, being vulnerable and putting your ideas on the line. That is much harder than getting 5,000 connections.

When you provide value people see it. It may not be value they need today – but value never goes out of fashion.

As always, I’d love your thoughts on this here.

Cheers,

Darren


The Story Behind The Numbers

How do you find the stories behind the numbers? Just tell us what the numbers mean

I fly a lot and Virgin Australia told me what my numbers were….and what they mean.

Over the last 12 months I’ve:

– taken 76 flights….which means I must know the safety demo off by heart

– Spent over 5 days in the clouds….which means I have seen a lot of in-flight movies

– visited Melbourne 17 times….which means they think I like the coffee

– travelled 76,829kms…which means I’ve done over 2 laps of the globe

…which all puts me in the top 1% of Virgin Australia travellers.

As a self-confessed #AvGeek these numbers mean something to me – and engage me in their brand.

It gives me insight into my travel, something trivial for me to talk about….and costs Virgin nothing.

When you share the numbers in your sales presentations do they engage your audience and connect with them on an emotional level?

As always, I’d love your thoughts on this here.

Cheers,

Darren


The Shortest Story

‘For sale: Baby shoes. Never worn’

– Ernest Hemingway.

It’s not the length of your message that has the impact, but the thought you put into it.

Would love your thoughts on this here.

Cheers,

Darren


Relocation of blog

This blog is now being continued on my new website www.darrenfleming.com.au/blog.

See you there  :)


From No to Yes – sales presentation

Between no and yes sits maybe. It’s the step that makes change palatable.

What maybe are you including in your presentations to make it easier for the audience to change their mind?

As always would love your thoughts on this.

Cheers


Confidence is B.S

Confidence comes when you know you will be successful. If you don’t know that you will be successful you can’t have confidence.

What you need is courage. Courage to take the next best step. When you do that, you move forward. Eventually you reach a point where you know you will be successful, and you can have confidence.

The trick to having courage is to install a process so you know what to do next. When you know what to do next, and then next, and then next and then next again you end up with confidence.

Whether you are delivering a presentation, selling a product or fixing a car, if you don’t have a process…buy one.

Cheers

Darren


Of Course You’re Nervous

The number one fear people have when speaking, selling their services or asking someone out on a date is that they are nervous. For some it can be debilitating and others just mildly distracting.

Of course you’re nervous – you’re human.

Nervousness is an adrenaline rush and serves to prepare us to perform. Without the correct amount of nervousness you’re going to fail. The secret is to harness your nervousness so you can perform without it distracting you.

Like most things in life – It’s a balance

Cheers

Darren


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