Wednesday 19 September, 2007
We are not what we do! However we do need to answer the
question "what do you do?" in a way that makes us better known and
creates more business.
As a card-carrying introvert I find the prospect of commercial
networking about as attractive as root canal work. Still, I recognise
that without customers, clients and attendance at events, my business
would dry up quicker than a well in the outback.
So what to do?
For me, the pain was such that I searched for a way to take the effort out of the introduction process. What I came up with was a practical model for creating powerful introductions.
This 9 step positioning process achieves two things: First you should be able to consistently answer the question ‘what do you do?' with an appropriate level of detail. Second you should have a flexible positioning statement that can be creatively applied to any ‘introduction' situation.
To approach the design of our answers with a level of creativity, intelligence and purpose that is sadly lacking in most introductions, we need to think about the following:
YOU is obviously all about you, who you are, what you have done, and what you are into. The IT is all about the activity, examples of how that has worked for someone, what it is like and maybe a few good stories about what it is you do. The THEM focus is all about the outcomes your customers and clients achieve. You may ask questions, identify the key challenges they face or even get into solutions.
When to use which?
While there are no hard and fast rules, I find that the more intimate the situation the more appropriate it is to answer the question with a focus on YOU. When unsure of whether you are in front of a prospect or not, you may focus on the activity that you perform, the IT. If the person you are speaking to is a clear prospect, then you would focus on the outcome, the THEM.
Here are some examples of how you may change the focus based on the environment:
Of course, it may work to your advantage to juxtapose the focus and once you are versed in the 9 positioning channels you can pick and choose your way around the grid as the situation dictates.
A cool introduction that grows in intensity as my interest grows may be more effective long term. Be aware of the appropriate level of energetic intensity. The 3 energy levels are LOW, MEDIUM and HIGH.
History
Low energy
This is kind of like a verbal resume outlining where you have been and what you have done. Be sure to edit out irrelevant stuff. We learn to write resumes when we are young and have done nothing. As a result we tend to pad these out making as much as possible out of little. Now that you are a little older you can drop the stuff that was years ago or at least sketch out the details. The worst use of this channel is indicated in the story of the man who, when asked the time, gave people the history of the clock! Only say that which is useful.
Category
Medium energy
This channel is intentionally lacking creativity. This is a black and white answer to the question. I often use this one as a trial balloon to see how interested the person asking the question was. You would answer with a professional category.
Obsession
High energy
Here you get to talk about your passion. This is the time to get fired up and rant a little about what it is you believe.
Now lets look at the activity
Example
Low energy
Pick an appropriate client case study, an example of someone you have been working with lately. The risk with this of course, is that you choose an example that bears absolutely no relevance to the person in front of you. If you were selling to a particular bank it may not help your case to discuss the work you have done for a competitor.
Analogy
Medium energy
This channel is particularly useful if you sell an intangible service or a new category of product or service. You draw a comparison between an already established concept and what you do.
Uniqueness
High energy
Here you try to set yourself apart from others in your field. This is where you get to state your unique selling proposition. You get to make a distinction between yourself and others. Whatever the mass of people are doing, try to position some part of what you do, contrary or opposed to this.
Finally lets explore the outcome
Solutions
Low energy
Like a case study or an example, but here you actually state the benefits you create for others. It's often easy to ask a question here that explains why you have created a certain solution.
Problems
Medium energy
A problem is best described as the day-to-day internal dialogue your target has around what they do. When you start speaking what's on their mind, they truly engage to your products and services.
Purpose
High energy
This is where you express the client's reason for being, in a way that shows you and they are aligned. You express how what you do is a perfect fit for their purpose.
And if you're short of time, just do the 3 mid levels: Category + Analogy + Problems
An example
Thought Leaders Limited (experts management company)
(History) Our team have all published books, run speaking business or been coaches. We all came together to create a management company (Category), we are obsessed about leveraging expertise and helping clever people to become commercially smart about what they do (Obsession).
(Example) One of our clients increased their billings from $180, 000 per annum to more than $1,200,000 in under 36 months. We operate like a sports management company (Analogy) for clever people. (Uniqueness) I guess the fact that we have all been there and done what our clients wish to achieve makes us stand out.
(Solutions) We help experts capture, package and deliver what they know so that they can make more money from it. (Problems) Most people undervalue what they know and are so close to their expertise that they don't have the clarity to see what other ways they could take advantage of what the know. (Purpose) The point is we want people who know a lot to be recognised and valued for the value they provide.
So what to do?
For me, the pain was such that I searched for a way to take the effort out of the introduction process. What I came up with was a practical model for creating powerful introductions.
This 9 step positioning process achieves two things: First you should be able to consistently answer the question ‘what do you do?' with an appropriate level of detail. Second you should have a flexible positioning statement that can be creatively applied to any ‘introduction' situation.
Positioning Process
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Focus
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You
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It
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Them
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Energy
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High
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Medium
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Low
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Consistent flexibility!
It's been said that we all need a good elevator statement, a succinct 30 second sales pitch or service positioner that creates awareness of what we do and how it is unique or valuable. In an ideal world, the way you answer the question ‘what do you do?' ought to place you ‘front of mind' should your customer ever face a situation built for your products or services.To approach the design of our answers with a level of creativity, intelligence and purpose that is sadly lacking in most introductions, we need to think about the following:
The focus levels
As I started to explore the way people introduced themselves, I noticed patterns emerging. The first pattern that became clear was the FOCUS of the introduction. The 3 points are to focus on YOU, focus on IT or focus on THEM.YOU is obviously all about you, who you are, what you have done, and what you are into. The IT is all about the activity, examples of how that has worked for someone, what it is like and maybe a few good stories about what it is you do. The THEM focus is all about the outcomes your customers and clients achieve. You may ask questions, identify the key challenges they face or even get into solutions.
When to use which?
While there are no hard and fast rules, I find that the more intimate the situation the more appropriate it is to answer the question with a focus on YOU. When unsure of whether you are in front of a prospect or not, you may focus on the activity that you perform, the IT. If the person you are speaking to is a clear prospect, then you would focus on the outcome, the THEM.
Here are some examples of how you may change the focus based on the environment:
| Situation | Focus | |
| Dinner party | Personal | YOU |
| Networking event | Activity | IT |
| Prospects Boardroom | Outcomes | THEM |
Of course, it may work to your advantage to juxtapose the focus and once you are versed in the 9 positioning channels you can pick and choose your way around the grid as the situation dictates.
The energy levels
The second pattern that emerged was the Energetic intensity of the introduction. Certain situations lend themselves to a more energetic and passionate introduction than others. Of course, some would argue that the higher the energy the greater the impact on the other person, I don't agree. Take the person sitting next to you on an 8 hour flight; I don't know about you but I don't want a ‘keen bean networking superstar' in seat 24a wowing me with her high energy elevator statement while I sit next to her in seat 24b.A cool introduction that grows in intensity as my interest grows may be more effective long term. Be aware of the appropriate level of energetic intensity. The 3 energy levels are LOW, MEDIUM and HIGH.
The 9 introductions
So lets talk about youHistory
Low energy
This is kind of like a verbal resume outlining where you have been and what you have done. Be sure to edit out irrelevant stuff. We learn to write resumes when we are young and have done nothing. As a result we tend to pad these out making as much as possible out of little. Now that you are a little older you can drop the stuff that was years ago or at least sketch out the details. The worst use of this channel is indicated in the story of the man who, when asked the time, gave people the history of the clock! Only say that which is useful.
Category
Medium energy
This channel is intentionally lacking creativity. This is a black and white answer to the question. I often use this one as a trial balloon to see how interested the person asking the question was. You would answer with a professional category.
Obsession
High energy
Here you get to talk about your passion. This is the time to get fired up and rant a little about what it is you believe.
Now lets look at the activity
Example
Low energy
Pick an appropriate client case study, an example of someone you have been working with lately. The risk with this of course, is that you choose an example that bears absolutely no relevance to the person in front of you. If you were selling to a particular bank it may not help your case to discuss the work you have done for a competitor.
Analogy
Medium energy
This channel is particularly useful if you sell an intangible service or a new category of product or service. You draw a comparison between an already established concept and what you do.
Uniqueness
High energy
Here you try to set yourself apart from others in your field. This is where you get to state your unique selling proposition. You get to make a distinction between yourself and others. Whatever the mass of people are doing, try to position some part of what you do, contrary or opposed to this.
Finally lets explore the outcome
Solutions
Low energy
Like a case study or an example, but here you actually state the benefits you create for others. It's often easy to ask a question here that explains why you have created a certain solution.
Problems
Medium energy
A problem is best described as the day-to-day internal dialogue your target has around what they do. When you start speaking what's on their mind, they truly engage to your products and services.
Purpose
High energy
This is where you express the client's reason for being, in a way that shows you and they are aligned. You express how what you do is a perfect fit for their purpose.
A final word on flexibility
I am sure there are always more ways we could introduce ourselves. These 9 channels are simply a starters guide. I do know that I can only remember 3 things and so by working in each of the 3 focus levels, I can easily recall the 3 energys.And if you're short of time, just do the 3 mid levels: Category + Analogy + Problems
An example
Thought Leaders Limited (experts management company)
(History) Our team have all published books, run speaking business or been coaches. We all came together to create a management company (Category), we are obsessed about leveraging expertise and helping clever people to become commercially smart about what they do (Obsession).
(Example) One of our clients increased their billings from $180, 000 per annum to more than $1,200,000 in under 36 months. We operate like a sports management company (Analogy) for clever people. (Uniqueness) I guess the fact that we have all been there and done what our clients wish to achieve makes us stand out.
(Solutions) We help experts capture, package and deliver what they know so that they can make more money from it. (Problems) Most people undervalue what they know and are so close to their expertise that they don't have the clarity to see what other ways they could take advantage of what the know. (Purpose) The point is we want people who know a lot to be recognised and valued for the value they provide.
Author Credits
Matt Church is a leading expert on personal leadership. He
is recognised as one of the nation’s top ten conference speakers and has
written articles and books about a myriad of subjects from health and
lifestyle to motivation and communication. For further information
please visit the web site: www.thoughtleaders.com.au
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