Lessons
Class Introduction
10:03 2Know Your Type: Understanding the Myers Briggs
04:25 3Myers Briggs: Extraverts and Introverts
04:28 4Myers Briggs: Sensing and Intuition
06:35 5Myers Briggs: Thinking and Feeling
04:25 6Myers Briggs: Judging and Perceiving
12:41 7How Types Work on Teams
11:43 8Know Your SWOT: Strengths, Weaknesses, Opportunities and Threats
07:16Lesson Info
Pitch Perfect
Now, on page number 20, we are going to move into our next and final lesson for this segment, and that is only the number one most important question that any body ever asked, and it's called what's in it for them, what's in it for the company? You find this on page number 20, and let me just show this really quickly. Most of the time what happens is we go in and we worry about what am I going to get out of it? You know, am I going to get enough money? Am I going to make it home on time? But, that's us, so there's a whole other level of people who are paying us that only worry about one thing, and one thing alone. Not what's in it for you, they worry about one thing. What's in it for them? And in the value propositions, so this is how bosses really think. If I know that the company, and this is why this was so perfect, Janine, that you just shared that. You know, the three hundred to a thousand percent, wow! Do you think that's really what they want to hear? That's because that makes t...
hem look good. So, in the professional value proposition, you pull the things out and put them up front and you must tell them that this is a typical end result that they'll see. It makes them look good, it makes them look good in front of whoever, their bosses, the partner, their team. It gives them a certain amount of tools that they then can, you know, say, "Wow, you know, our team won. "You know, we led that whole thing, we led that challenge, "because of a contribution that you have done." So, the questions to answer are how does my company, or how does this client, or this person benefit from supporting your, you know, asking for a higher fee or you know, paying you that money, or your advancements, or the promotion? The other questions, what do I offer that's unique to me and that is a benefit to them? That's back to what only you can do, right? Processes in my head, connecting with people, making people feel good, doing the step by step, even you know, if it's a tough deadline. Just leave me alone, lock me in a room. I'll come out when it's finished. Now, it's an advantage, now it doesn't sound like you can't, you know, work in a team, but you know, it's about how do I push that in a shape that when I say it, that it looks and sounds really good. That's the key to this professional value proposition. And how does this experience provide value for my boss company? Like if you come to me and you say, "Well, you know, I don't really work well in teams. "I do better when I'm in a locked room." I'm going to go, "Ooh, she's not a team player. "I don't want to hire her." But if she says to me, "Well, you know what, "even in the toughest of crunches, "you can count on me, as long as you lock me in a room. "I will come out at the proper time, "with the proper end result." Is that an advantage, no, it's the same thing! You know, it's just formulated differently. That is the key, and if you're a woman and you're in a male dominated environment, happens all the time, right? Arabics, one women would have saved many lives and saved billions of dollars. One woman, that's all it would have taken, so remember that, that you do have a valuable, unique sales point to bring to the table. And then the question is, if I were to do what exactly, then I could do more of what exactly? If I was given this opportunity, then I could prove to you on how much I can contribute to the bottom line, but again, you know, it's always in the specifics, it's not like a broad thing. So, number one, get clear about what you want. Number two, tell them why it's a good idea and what's in it for them, and you show them how it solves a problem that they have, and then you need to demonstrate that you are the right person for the job. So, let's go into a pitch perfect. So, the pitching, pitching is the key now to how do you take what we just learned, and how do you, you know, how do you come up with this? Obviously, I do this all the time, so it's very easy for me to listen to you, and turn that into that immediate, you know, the flipping it around. So, it's all in the preparation. Do not go in to a negotiation without being fully prepared. Keep it really as simple as possible. Like, what's the thing that you want to achieve? Sometimes, we go in and we like, "Well, I really want the opportunity, "and I want a raise, and I want a better title, "and I want this, and I want that." That's not going to work. The simplicity says just focus on one thing at a time, and build up that rapport and then you get, sort of, to that next level. I have the pitch perfect script, I'm just going to show you this really quickly. That's on page number 22, so that's in the work book. So you want to just get that real quick, and follow that along as we go through the page formula in just a moment. Next on our list is anticipate and answer those questions before they're even asked. Like, if I really know what somebody is concerned about, am I too expensive? Is it going to cost too much, is it going to take too long? What, you know, what are these, what are these concerns that people are going to be having about this project? That's like raising the objection before it even comes up. So you know, back to the example of Janine, because you were such a perfect example right now, is you know, somebody, you know, somebody wants to know if you're a team player or not. You know the questions going to come, okay? You're an introvert, so you just going to prepare for that question exactly the way we just did that. By making sure that whatever you answer sounds like you are basically walking on pure gold, right? And, you know, not everything is always about extroverts. Right, so introverts are a good thing. So, you also learn how to use that to your advantage, because the world is, you know, it's 50 50. You need that part on the team, and it's okay to say, "Well, if your looking for somebody "on your team, who has the ability to take that step back, "right, and to take it all in, "and then come back and sort of give you that synopsis." Then you know, that's now also a really good thing. Instead of saying like, "Well, I'm the one in the meeting that never talks." Because that's a problem, when people say, "Well, introverts don't talk." Well, no body asked the introvert, and sometimes introverts are holding back, and they don't want to participate because they're not part of the ya, ya, ya, ya, ya, ya, ya. And the joke is like extroverts and introverts have a meeting, and the extroverts walk out and they say "Wow, this was a phenomenal meeting." And the introverts say, "We got nothing accomplished." Right, because the extroverts just threw out a bunch of ideas, and the introverts said, "Yeah, but there was no substance to this." So, just keep that in mind, and then if you know that kind of stuff, you can say, "I keep the extroverts in check." Or "I make sure that all the introverts "are having a voice on the team," because if we have them, they are already working here, we may as well give them a voice. Is that an advantage you think, to formulate something like this, in you know, a humorous kind of way? Because people, extroverts know that we, you know, I know I talk a lot, which is why I'm up here! Alright, let's see what else we have here. Close with a call to action, so never, never, never, never, never, ever, never ever, have a meeting that ends no where. Always have something that you want to get out of it, and be very clear about that, so and what I'm asking you to do specifically is this. Give me that, let me do this, this is what I want you to do, this is our next step, can we agree to. And again, you know, if you have the pitch script, the pitch perfect script, it's exactly outlined on how you open, what you're asking for, and why it's a good idea. It says on page number 23 what the specific problem it is, that it solves, because it does need to have a specific problem that it solves. 'Cause we're not just talking, we're here for a purpose, and you are the right person for the job because of your super skills, and the next steps should be the following, so I'm going to take you through this one more time. So, page number 22 and 23, you open a pitch perfect with something like do you need, can we, would you like, should we, what if, how about, so that's how you'll open. Because you come in, it has to be clear that you have something to say. Then you say, "What I'm exactly asking you for is," and then you state exactly what it is that you want. And it is okay to want these, it's better to be clear about what you want versus like stumbling in the dark and having people guess. People are busy, so just tell them quickly, precisely. Then you tell them why it's a good idea and you need it because of what, what the reason to this is. Then you tell them the specific problem it will solve is, because that, when it solves something, it will make them look good, so spend some time on that. And then, you're going to have to strut your own stuff by saying, "I am the right person for the job because," and then this is where we add some of the super skills that we have uncovered, and then the call to action would be what the next steps should be.
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Ratings and Reviews
Laurie Hagedorn
I really enjoyed listening to Beate. She brings insightful examples and truly helped me identify some important factors about myself.
GOPIKRISHNAN M K
enjoyed it , helpful,