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TRANSCRIPT
Handout – Slide Deck
© Total Inter Action 1
© Total Inter Action Pty Ltd. All rights reserved.
CONSULTING SKILLSREFERENCING THE NETAPP POV
FOR SUPPORT
ELITE
© Total Inter Action Pty Ltd. All rights reserved.
About Total Inter Action
GLOBALLY CONSISTENT - CULTURALLY APPROPRIATE
Handout – Slide Deck
© Total Inter Action 2
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GETTING STARTED
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BUSI
NES
S VA
LUE
“We do one thing well”
“Manage More With Less”
20101995 TODAY
* From The NetApp POV
“Empowering customers to change the world with
data”*
Enable New Customer
Touchpoints Protect
Secure Data
Create Innovative Business
OpportunitiesOptimize Operations
Why the ProgramThe Evolution of NetApp
Handout – Slide Deck
© Total Inter Action 3
© Total Inter Action Pty Ltd. All rights reserved.
• We need to up-level conversations from technical to business value
• We need to understand our customer’s business needs as well as their technical requirements
• Elite Consulting Skills is built around The NetApp POV
• You will learn thinking, skills & tools required to make you, NetApp and our customers more successful.
A Message from the Exec
Tom SchroederVP, Americas PS
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YOUR OBJECTIVES
Handout – Slide Deck
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EFFECTIVE CONSULTATIVEBEHAVIORS
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Elite Consulting Model
Plan how you achieve your communication objectives
THINK
Uncover needs associated with your offerings
Prove you will address their needs
Handout – Slide Deck
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THINKING –YOURS & OTHERS
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Thinking Yours & Others - Objective
At the end of this session you will:
• Understand the impact of preferred and least preferred thinking styles
• Recognize others’ thinking & communication preferences & adjust when required
• Take a ‘whole brain’ approach to consultative conversations.
Handout – Slide Deck
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DIVERSITYThe Game
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A Thinking Preference Profile
Example
Very Strong
Strong
Intermediate
Low
Handout – Slide Deck
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Understand Your Thinking
LEFT Hemisphere
RIGHTHemisphere
Thinking preference: Detail
Thinking preference: GlobalCorpus
Callosum
Sperry’s Left / Right Brain Model
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Understand Your Thinking
UPPER MODECerebral Cortex (Our Thinking Brain)Thinking Preference: Intellectual,
thinking in abstract conceptual modes
LOWER MODELimbic System (Our Feeling Brain) Thinking Preference: Grounded,
emotional, instinctive
McLean’s Triune (evolutionary) Brain Model
Handout – Slide Deck
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Understand Your Thinking
Imaginative ArtisticHolisticImprovizational
Emotional InterpersonalExpressiveTalker
LogicalAnalytical
Fact-basedQuantitative
PlannedOrganized
AdministerDetailed
UPPER MODE (Thinking)
LOWER MODE (Feeling)
LE
FT
BR
AIN
(D
etai
l)
RIG
HT
BR
AIN
(G
lob
al)
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The Whole Brain Model
LogicalAnalytical
Fact BasedQuantitative
HolisticIntuitiveIntegratingSynthesizing
OrganizedSequential
PlannedDetailed
InterpersonalFeeling BasedKinestheticEmotional
Handout – Slide Deck
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Strengths
Gathering Facts
Analyzing issues
Arguing rationally
Forming theories
Problem solving logically
Financial analysis and decision making
Understanding technical elements
Critical analysis
Working with numbers, statistics, data and precision
A UPPER LEFT
Finding overlooked flaws
Approaching problems practically
Standing firm on issues
Maintaining a standard of consistency
Providing a stable leadership and supervision
Reading fine print in documents/contracts
Organizing and keeping track of data
Developing detailed plans and procedures
Articulating plans in an orderly way
B LOWER LEFT
Recognizing interpersonal difficulties
Anticipating how others will feel
Intuitively understanding how others feel
Picking up on non‐verbal cues of interpersonal stress
Engendering enthusiasm
Persuading, conciliating
Sharing
Understanding emotional elements
Considering values
LOWER RIGHT C
Seeing “the big picture”
Recognizing new possibilities
Tolerating ambiguity
Integrating ideas and concepts
Challenging established policies
Synthesizing unlike elements into a new whole
Inventing innovative solutions to problems
Problem solving in intuitive ways
Simultaneous processing of different input
UPPER RIGHT DUPPER RIGHT D
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Buying a Car
Likes data on performance
Looks at energy efficiency
Looks at cost of vehicle, trade-in value comparison with other vehicles
Ease of maintenance
Wants to know how it works
Likes power and precision handling
A UPPER LEFT
Interested in safety features and durability
The practicality of size, number of doors, storage space, stain resistance materials,
features such as interior trunk / gas unlock
Looks at maintenance requirements
Has done research and know what they want
B LOWER LEFT
The “feel and comfort” of the vehicle is important, user friendliness of controls
Wants to “love” the car
Impacted by friendliness of sales and service organization
“Knows” it is the right choice
Will buy based on a friend’s recommendations
LOWER RIGHT C
Looks at the aesthetic qualities: sportiness, colour, form, “cutting edge” qualities
Wants it to fit the dream personal image, long range plans
More willing to experiment and take some risk
1st model buyer, early innovator
UPPER RIGHT D
Handout – Slide Deck
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HBDI – Guess Your Profile
LOGICALANALYTICALFACT BASED
QUANTITATIVE
ORGANIZEDSEQUENTIAL
PLANNEDDETAILED
HOLISTICINTUITIVEINTEGRATINGSYNTHESIZING
INTERPERSONALFEELING BASEDKINESTHETICEMOTIONAL
Very Strong
Strong
Intermediate
Low
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Handout – Slide Deck
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HBDISummary Sheet
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HBDI® –UNDERSTANDING OTHERS
Handout – Slide Deck
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Recognizing Preferences
Words Used:What is the issue?Deconstruct itI have analyzedNeed a definitive timeframeFinancial impact.
Tone:Short, to the point, unemotional.
A UPPER LEFT
B LOWER LEFT LOWER RIGHT C
UPPER RIGHT D
Words Used:Why…?Give me the ‘big picture’“I’ve tried lots of things”Analogies, metaphors (“It’s like…”)“What if we did this…”“Yep, I get it, let’s move on”.
Tone:Modulated, fast-paced, impatient.
Words Used:Step by stepTell me how…Didn’t want to risk…Detailed description of activity“I’ve always done it like this”Action steps & timeframes.
Tone:Slow-paced / considered.
Words Used:“Help me out here”Tell me who…I feel…My gut says…Impact to the user / people.
ToneModulated / emotionalPassionate / dramatic.
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Example 1
I have systems to
organize my work
and home. A place for
everything and
everything in its
place.
Handout – Slide Deck
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Example 2
Analysis of the
facts drive my
decisions not
emotions.
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Example 3
Success is about
having a clear vision of
how it will look then
trying things out and
being willing
to fail.
Handout – Slide Deck
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Example 4
Our people are our
greatest asset. We
need to listen to
them, involve them,
show them
we care
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Recognizing Preferences
A D
CB
A D
CB
A D
CB
A D
CB
Handout – Slide Deck
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Frustrations by Quadrant
Inarticulate, off-the-track communication
Excessive ‘chatter’
Vague, ambiguous instructions
Illogical comments
Inefficient use of time
Lack of facts or data
Inappropriate informality
Overt sharing of personal feelings
Impression of not knowing the right answer
Fear of challenge or debate
A UPPER LEFT
Unknown or absence of a clear agenda
Lack of organization
Hopping around from subject to subject
Too many ideas at once
Unpredictability
Being too fast paced
Unclear instructions or language
Too much beating around the bush
Incomplete sentences
Lack of closure
B LOWER LEFT
Lack of interaction
Lack of eye contact
Impersonal approach or examples
Dry or cold, unenthusiastic interaction
Insensitive comments
Lack of time for personal sharing
All data, no nonsense
Lack of respect for feelings
Overly direct or brusque dialogue
Critical attitude
LOWER RIGHT C
Repetition
Being too slow paced
Playing it safe or by the book
Overt structure, predictability
Absence of humor and fun
Lack of flexibility, too much rigidity
Inability to get concepts or metaphors
Being drowned in detail
Too many numbers
Dry, boring topic or style
UPPER RIGHT D
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WHOLE BRAIN INTERACTIONS
Handout – Slide Deck
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Whole Brain Interactions - Objective
At the end of this session you will:
Learn to use whole-brain communication models to uncover, influence and respond to stakeholder needs.
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BUSI
NES
S VA
LUE
“We do one thing well”
“Manage More With Less”
20101995 TODAY
* From The NetApp POV
“Empowering customers to change the world with
data”*
Enable New Customer
Touchpoints Protect
Secure Data
Create Innovative Business
OpportunitiesOptimize Operations
Revisit: Why the ProgramThe Evolution of NetApp
Handout – Slide Deck
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A Whole Brain Evolution
Solutions to customer needs
EFFECTIVE / BOTTOM LINE
DEPENDABLE / SAFE
FUTURE BIG PICTURE
EMPATHY / PEOPLE
“We do one thing well”
“Manage more with less”
“Change the World with Data”
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MEETING STRUCTURE
Handout – Slide Deck
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Whole Brain Beginnings
Objectives for Discovery meeting set up:
• Satisfy all thinking preferences (Who - What - Why - How)
• Gain buy-in to having a ‘bigger picture’ conversation
• Gain their ‘permission’ for you to ask questions
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Whole Brain Beginnings
WHO Establish credibility as an outcome-oriented solutions provider
WHAT State main subject area you wish to ask questions
WHY Explain how answering these questions will benefit the listener
HOW Provide an overview of sub-areas to cover
Objective:Gain buy-in to having a ‘bigger picture’ conversation
Objective:Gain ‘permission’ to ask questions
Handout – Slide Deck
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WHOLE BRAIN QUESTIONING
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Issues, problems or challenges being experienced now, or roadblocks to achieving desired outcomes.
Desired expectations, outcomes and results relating to the area of discussion.
Current or historical facts relating to the area of discussion.
General Area
Situation
Outcome
Trial Impact of challenges to the bottom line, processes, people or future aspirations.Hypothetical ideas / solutions to
uncovered needs communicated to the stakeholder as “What if you ...?”
Challenge
Impact
What are you currently doingin this area?
Ideally, what outcomes would you like / do you need?
What are the roadblocks to achieving these outcomes?
What is the impact ofthis challenge?
What if you were able to …would that work?
Open Qs – ‘Learn’Closed Questions – ‘Confirm’ (use only if required)
SOCIT Questioning Model - Overview
Handout – Slide Deck
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Your wallet-sized reminder
SOCIT Cards
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SOCIT Questioning Game
Purpose of Game
1. Try out the SOCIT model
2. Capture the information uncovered
3. Winning team:Captures the most Outcomes & Challenges NetApp Addresses
Handout – Slide Deck
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Out comes Challenges
Wr it e her e r esult s t hey say t hey want
Wr it e her e pr oblems t hey say t hey have or may have achieving out comes
Outcomes Challenges 1. Group read Brief
2. Decide on who will play the Stakeholder (Customer)
3. Decide on primary interviewer
4. Decide on person who captures Stakeholder needs Write Outcome & Challenge columns on Flipchart
5. Any additional people can assist interviewer.
Preparation - Roles
SOCIT Questioning Game
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Out comes Challenges
Wr it e her e r esult s t hey say t hey want
Wr it e her e pr oblems t hey say t hey have or may have achieving out comes
1. Person playing Stakeholder reads Stakeholder Needs Analysis Sheet
2. Remaining group decide on General Area to SOCIT(Make it appropriate to that stakeholder’s role / interest).
Preparation - Planning
SOCIT Questioning Game
Handout – Slide Deck
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General Area
Situation
Outcome
Trial
Challenge
Impact
SOCIT Questioning Game (S-O-C)
Issues, problems or challenges experienced now, or roadblocks to achieving desired outcomes.
Desired expectations, outcomes and results relating to the area of discussion.
Current or historical facts relating to the area of discussion.
What is currently happening in your business?
Ideally, what outcomes would you like / do you need?
What are the roadblocks to achieving these outcomes?
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General Area
Situation
Outcome
Trial Impact of challenges to the bottom line, processes, people or future aspirations.Hypothetical ideas / solutions to
uncovered needs communicated to the stakeholder as “What if you ...?”
Challenge
Impact
What is the impact ofthis challenge?
What if you were able to …would that work?
SOCIT Questioning Game (I-T)
Handout – Slide Deck
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SOCIT Questioning Game (Part 2)
You are going to plan impact Qs:
1. Draw this flipchart
2. Pick an uncovered Challenge you want to expand (one that relates to new NetApp POV)
3. Write challenge in centre
4. Write examples of impact questions in quadrants.
AA
CCBB
DD
Challenge stakeholder stated that NetApp can
address
IMPACT Qs
Instructions (Impact Qs)
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SOCIT Questioning Game (Part 2)
AA
CCBB
DDIMPACT Qs
When directed, you will test these Qs out
Use tips to create Impact questions…
Vision
Big Picture
Ability to adapt
Innovation
Future Plans
How others feel
Satisfaction
Retention
Personally
Morale
Records
Stability
Consistency
Continuity
Risk Level
Profit
Financials
Strategy
Competitive Advantage
Efficiencies
Challenge stakeholder stated that NetApp can
address
Handout – Slide Deck
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General Area
Situation
Outcome
Trial Impact of challenges to the bottom line, processes, people or future aspirations.Hypothetical ideas / solutions to
uncovered needs communicated to the stakeholder as “What if you ...?”
Challenge
Impact
What is the impact ofthis challenge?
What if you were able to …would that work?
SOCIT Questioning Game (Part 2)
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WHOLE BRAIN RESPONDING
Handout – Slide Deck
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Whole Brain Responding© Chat-About
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Whole Brain Responding – Tips
Handout – Slide Deck
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Whole Brain Responding – Exercise
Exercise:• You are going to
‘chat about’ NetApp’s New Point of View/Offerings
• For one minute…
• From your area of lowest thinking preference
• (Ref: ‘Tips’ Page)
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HBDI Wallet Cards
Handout – Slide Deck
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Summary – Day 1
• The New NetApp POV in action requires whole brain communication
• Thinking and communicating in your area of least preference may not come naturally
• Whole brain communication models help compensate.
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Insight to Action
Handout – Slide Deck
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HomeworkTomorrow we will run discoveryrole-plays - First time meetings with customers
1. You will play the allocated customer –Read the Stakeholder Needs Analysis Sheet so you can answer questions
2. You will play yourself meeting a customer –Read the Briefing Sheet about that customer and plan how you would run that meeting
Complete the Whole Brain Beginnings Sheet (Page 24) for your meeting tomorrow
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CONSULTING SKILLSREFERENCING THE NETAPP POV
FOR SUPPORT
ELITE
DAY 2
Handout – Slide Deck
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UNDERSTANDINGSTAKEHOLDERNEEDS
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Defining Effective Discovery Meetings
What is an effective discovery meeting?
Handout – Slide Deck
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Understanding Need
More Active Needs Verbalized = More Urgency + More Professionalism
No NeedInformation only
Passive NeedProblems or dissatisfaction Eg. “We’re considering…”“We’re interested in…”
Active NeedStrong wants or desires Eg. “I want”, “I must”, “I need to...”
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Understanding Need – Quiz
Statement No Need
Passive Need
Active Need
Data storage requirements are growing by 50% a year
Increased hosting equipment costs are frustrating
We have a large storage footprint
I need faster response times from storage
Lifecycle costs unknown
We’re interested in a cloud solution
We must reduce deployment times
I am experiencing issues around service
Listen for triggers e.g. “must”, “need to”, “got to”
Handout – Slide Deck
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No Need Passive Need Active Need
No Need Passive Need Active Need
No Need Passive Need Active Need
No Need Passive Need Active NeedGeneral Area
Situation
Outcome
Trial
Challenge
Impact
Understanding Need – SOCIT Exercise
No Need Passive Need Active Need
Exercise:Circle the type of need/s you are trying to uncover with these areas
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UNDERSTANDINGBEYOND WORDS
Handout – Slide Deck
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EFFECTIVE LISTENING
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Listening Exercise – Part 1
Objective: ‘Listener’ to replicate partner’s drawing (its size, position, etc) by just listening
1. In pairs – sit back to back. Allocate Talker & Listener
2. Talker – draw a simple picture on page
3. Talker will describe their picture but cannot say what it is or use describing words eg. “You live in it” or “it shines”
4. Listener draws in silence
5. Once talker is finished describing, take a look
6. Swap roles and repeat.
Listening Exercise
Handout – Slide Deck
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Listening Exercise – Part 2
Objective: ‘Listener’ to replicate drawing (its size, position, etc) but can ask questions
1. In pairs – sit back to back.
2. Talker – draw a simple picture on new page
3. Talker cannot say what the object is, nor can they use describing words
4. Listener can ask questions about the drawing eg. “is it 5cm from the corner” (but not, what it is)
5. Once finished take a look
6. Swap roles and repeat.
Listening Exercise
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Listening
Active listening
Listen for meaning -where the listener checks with the speaker to see that a statement has been correctly understood.
Handout – Slide Deck
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Listening – 5 Levels
Acknowledgement
Repetition
Follow-on questions
Summarising Paraphrazing
Empathic Listening
“Ah ha”, ”Mmm”
“3 hours is a long time”
“If I heard you right, you need to get back up and running in
24 hrs to avoid impact to trading. Correct?”
“I hear your frustration”
“Can you give me an example?”
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Discovery Role Play Prep
• Set up your meeting Who - What - Why - How
• SOCIT Questions
Handout – Slide Deck
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Issues, problems or challenges being experienced now, or roadblocks to achieving desired outcomes.
Desired expectations, outcomes and results relating to the area of discussion.
Current or historical facts relating to the area of discussion.
General Area
Situation
Outcome
Trial Impact of challenges to the bottom line, processes, people or future aspirations.Hypothetical ideas / solutions to
uncovered needs communicated to the stakeholder as “What if you ...?”
Challenge
Impact
What are you currently doingin this area?
Ideally, what outcomes would you like / do you need?
What are the roadblocks to achieving these outcomes?
What is the impact ofthis challenge?
What if you were able to …would that work?
Open Qs – ‘Learn’Closed Questions – ‘Confirm’ (use only if required)
Discovery Role Plays
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Summary – Day 2
• Seek to understand before being understood
• Focus on uncovering outcomes & challenges
• Listen actively for needs you can address
• Ask impact questions on challenges.
Handout – Slide Deck
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Insight to Action
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Homework
1. Watch your video (critique)
2. Tomorrow you will present a 7 minute response to the stakeholder you met with
3. Get the Stakeholder Needs Analysis Sheet from your partner
4. Prepare the “presentation”.
Handout – Slide Deck
© Total Inter Action 37
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CONSULTING SKILLSREFERENCING THE NETAPP POV
FOR SUPPORT
ELITE
DAY 3
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RESPONDING TO STAKEHOLDER NEEDS
Handout – Slide Deck
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Responding – Objective
At the end of this session you will be able to:
• Plan and communicate persuasive responses
• Be perceived as a more credible and confident communicator.
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Defining Effective Responding
What is an effective response?
Handout – Slide Deck
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Stakeholder Needs Analysis
Business problems?
Technical Issues?
Impact to the business or bottom line?
CHALLENGES
Current approach?
Budget & timing?
Impacts on the process?
SITUATIONAL
Communication preferences?
What’s keeping them awake at night?
Impact on them?
PERSONAL
Quantifiable business outcomes?
Business goals?
Impact on future plans?
OUTCOMES
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STRUCTURE
Handout – Slide Deck
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Basic Structure
B
M
E
DELIVER MESSAGE
ENSURE THE LISTENER IS READY TO
RECEIVE MESSAGE
ENSURE THE LISTENER HAS RECEIVED
AND UNDERSTOOD
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The Flow HOUSEKEEPING
CREATIVE GRAB
SUBJECT (what and why)
AGENDA AGENDA AGENDA
SUMMARY SUMMARY SUMMARY
CONCLUSION / NEXT STEP
BODY BODY BODY
(Optional)
Handout – Slide Deck
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The Planning HOUSEKEEPING
CREATIVE GRAB
SUBJECT (what and why)
AGENDA AGENDA AGENDA
SUMMARY SUMMARY SUMMARY
CONCLUSION / NEXT STEP
BODY BODY BODY
1
2
3
4
5
6
7(Optional)
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Discussion Documents
Handout – Slide Deck
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Persuasive Content
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Persuasive Content
Handout – Slide Deck
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Persuasive Content
# 1 Element – Relevance to individual needs
# 2 Element – Supporting Evidence
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Types of Evidence
Graphs
Expert Opinions
Statistical data
Irrefutable Facts
Demonstrations
Case studies
Testimonials
Stories
Personal Experience
Analogies
Visuals/Pictures
Hypotheticals
A D
B C
Handout – Slide Deck
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Evidence Example / Explanation
Graphs Visual of statistics – Pie chart, etc
‘Expert’ Opinions According to IDC…
Statistical data “9 out of 10 banks run…”
Irrefutable Facts “We are based in Singapore”
Demonstrations Physically demo
Case studies Situation/Challenge was… What we did… Results were…
Testimonials “CEO of XYZ Corporation said…”
Stories “John Smith had a real challenge…”
Personal Experience “It’s the same as when you experienced…”
Analogies “If you can use Google, you can use this”
Visuals/Pictures Picture of Data Center before virtualization (full) versus picture after
Hypotheticals “If you continue doing what you are doing this will be what happens versus if you took this approach, this is what would happen…”
Evidence Examples
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NetApp Evidence Available*
* taken from the NetApp POV
Handout – Slide Deck
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THE HOW
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Emphasis (verbal)
Handout – Slide Deck
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Emphasis
Recommendation
• Exaggerate / audibly ‘underline’ important info
• If you are working off written resources underline key sections / words
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Voice – Pitch & Tone
Handout – Slide Deck
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Voice – Pitch & Tone
Recommendation
Focus on physical / things you can see help improve your pitch and tone:
– Stand up
– Smile (have a mirror)
– Use Gestures
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Voice – Pausing
Handout – Slide Deck
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Why Pause?Powerful and persuasive presenters recognize the importance of the pause Alan Alda says it is the stuff between the lines that makes it a great performance my brother Robert Fripp the legendary guitarist and one of Rolling Stone magazine’s “100 Greatest Guitarists” explains “the music is between the notes not in the notes your message is not simply conveyed by your words but also by your pauses a pause isn’t a moment of “nothing used strategically it is a tool to help you build intellectual and emotional connection with your audience when you pause you give your audience time to process what you have just said pause allows your listeners to stay engaged and enables them to follow what comes next if you tend to speak rapidly it is even more important to allow adequate time for pauses imagine where you would have a comma period paragraph an exclamation point an underline or ellipses if your talk were written out use this as a guide for pauses
No pausing is like writing with no commas periods or paragraphs
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Voice - Pausing
Handout – Slide Deck
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Voice – Pausing
Recommendation
• Focus on becoming comfortable with silence
• If you have a mute button, use it
• Work on deleting filler phrases or sounds
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REHEARSAL
Handout – Slide Deck
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PRESENTING YOUR RESPONSE
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Summary – Day 3
• Responses should address stakeholder needs
• Structure – start with the end in mind
• Keep agenda areas simple
• How you say what you say speaks louder than the words you use.
Handout – Slide Deck
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BUSI
NES
S VA
LUE
“We do one thing well”
“Manage More With Less”
20101995 TODAY
* From The NetApp POV
“Empowering customers to change the world with
data”*
Enable New Customer
Touchpoints Protect
Secure Data
Create Innovative Business
OpportunitiesOptimize Operations
Course SummaryThe Evolution of NetApp
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Course Summary
Plan how you achieve your communication objectives
THINK
Uncover needs associated with your offerings
Prove you will address their needs
Handout – Slide Deck
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Insight to Action
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Your Toolkit
For a copy of the tools and planners we’ve used over the last 3 days visit:
totalinteraction.com/elite-consulting-tool-kit/
Handout – Slide Deck
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CONSULTING SKILLS ELITE