Complete Impact Model

For the first time in my life I invented something. Actually, it was more of a process/model than a ‘thing’. I didn’t think it was very good; but it worked for me. I shared it with a few people, it worked for them too. Maybe it will work for you as well.

The Problem

When trying to help and lead others we often encounter resistance, challenges, and obstacles. Taking action will solve most problems. Well, what do you do when that action doesn’t get you anywhere? You know you need to change, but you don’t know what they change should be. Trial and error works, but often takes too long. One way to overcome stagnation is when you have models to follow, mentors to mimic, and processes to plan around.

Every leader has to sell. Every professional needs to sell processes, to sell results, to sell outcomes, and to sell visions. When you are in sales your ultimate goal is to help others make a decision that results in positive outcomes for all stakeholders. When you are truly trying to help others, ‘sales’ is a noble profession, even if you are not a sales professional. There are some great resources to learn how to sell well. They teach you tactics, or some of the science, or offer models for presenting and closing. They are all valuable. Then there are research based materials. The field of influence and persuasion has been studied by the greatest minds on earth. Data backed research and thousands of examples have been done to show how humans are influenced. Most of that research is focused either on the emotional state or the mental state of the people involved in the sale.

While these ideas/methods work and are useful, most of the material does not provide us with a model that does two very needed things:

  1. They Don’t Teach You How to Apply the Findings
  2. They Don’t Combine Both Mental and Emotional aspects into One Model  

Since I have been in sales my entire professional career, this bothered me. I didn’t have the time or resources to figure this out on my own, I knew other people must have figured it out. So I read. I read some more. I studied everything I could on sales and influence and found some amazing material. Yet, nothing connected it all together.

Robert Cialdini’s book “Influence”, is the greatest resource produced so far on learning the various methods for how people can be influenced.  These are Cialdini’s – 6 Principles of Influence:

(1) Reciprocity – People tend to return a favor, thus the large amounts free samples in marketing. Do something for someone, and they will often do something for you.

(2) Commitment and Consistency – If something is consistently heard or seen, it is more likely to be believed and acted upon. Also, if people commit to a goal, they are more likely to honor that commitment even if the original reward or incentive is taken away after they have already agreed.

(3) Social Proof – People will do things that they see other people do or approve of.

(4) Authority – People generally obey authority figures if they deem that authority legitimate.

(5) Liking – People are persuaded by other people that they like. If Peyton Manning or Beyonce like something, we tend like it is as well.

(6) Scarcity – Scarcity will generate demand since we think it must be valuable if it is running out.

These are valid and science backed principles. Yet, the more I studied them the more I realized something was missing. It was the emotional, or the why, or the purpose, or the main motivator. Simon Sinek’s content was imperative in understanding the need for this.

“People don’t buy what you do, they buy why you do it.” – Simon Sinek

The thing that lacked in Simon’s work was a specific model or pattern that can be applied to personal and professional situations.  I needed a way to apply Sinek’s and Cialdini’s great insights.

I was thinking about this problem constantly for a few months. Then one evening I took a group of 16-18 year old young men to master marketer Russell Brunson’s “garage” (gym/wrestling room/man cave) where he taught the boys some life skills as well as showed them some cool wrestling moves.  One thing he shared was Tony Robbins Six Human Needs.

Breakthrough.

Finally, I heard something that addressed the “why” in a way that can be applied to the science of influence.  Tony Robbin’s teaches that these are the 6 Humans Needs we all have:

(1) Certainty – The need for security, stability, and reliability.

(2) Variety/Uncertainty – The need for change, stimulation, and challenge.

(3) Significance -The need to feel acknowledged, recognized, and valued.

(4) Love and Connection – The need to love and to feel loved, and to feel connection with others.

(5) Growth – The need to grow, improve and develop, both in character and in spirit.

(6) Contribution – The need to give, to help others, and to make a difference.

Study those needs here.

Basically, every human has six emotional needs. We possess all of them, yet one of the needs is our own personal primary driver. Our main need, the one we thrive on, is our most dominate Human Need. Each person has one major need and that need always wins out when decisions are made and actions are taken.

My wife is driven by Certainty. I thrive on Growth. Donald Trump is motivated by Significance above all else. Serial entrepreneurs are often driven by Contribution or Uncertainty (variety).

The Model

Once I learned about these 6 Human Needs I was able to connect them to Cialdini’s 6 Methods of Influence and “curated” the Complete Impact Model (CIM) or The Robbins-Cialdini Impact Model. I wish I actually invented something so awesome, but really I just took what was already there and found a way to use it for my situation.

This model works only once you really get to know the person you are in a relationship with, selling to, leading, or working with.

The first step is to discover what their main human need is. You need to truly care enough about them to get to know them. Find out what drives them and then help them achieve what they want. The second step is once you know what they are motivated by, you can then determine what principle of influence you are going to use to help them make a positive decision.  You choose a Cialdini influence method and then apply it in an ethical fashion.

In order to apply the Complete Impact Model (CIM), first you determine which of the Robbin’s Human Needs are most relevant for the person you are leading and then combine that Human Need with a Cialdini Influence Principle. You now have a better way to help lead, inspire, and motivate others.

The Results (Example & Application)

I was a manager for 7 direct reports. The top executives decided to change the customer success model where how we handled the daily client interactions would be drastically changed. The current process seemed to work well, so we felt getting buy-in might be hard.

Of the 7 reports: 2 were driven by certainty, 3 by contribution, and 2 by growth. In order to make the impact model work I decided to use the same influence method of consistency and commitment while personalizing it by using their main human need as the foundation. The goal was to influence through consistency, since the more we hear something, the more we believe it. But, what each person needed to “hear” was different because each of the human needs were different.

When implementing the model, I took 3 specific actions:

  1. Since I had a few weeks of lead time I decided to purchase each of the reports a book that connected with their main driver. Each were provided with self-help business book where I felt they would resonate with the “findings”. Instead of trying to teach them something new, I focused on their strengths, on what already connects with them. Inside the cover of the book I reminded them how important following the right processes is to sustained customer satisfaction and how the unique skills/outlook they have (Certainty, Contribution, Growth) will impact the success and then be sustained over time.
  2. Then I sent a follow-up email reminding them how I am thankful for the skills they bring to the team and highlight their main driver and why it helps, and how it will help as we continue to change and innovate to help our customers. For the people who thrive on contribution I connected the end results with their ability to contribute to the team. For the ones who need certainty I was able to help them understand that as we change and adapt the certainty we attain is found in not losing the client. Each human need was emphasized and the value drawn out.
  3. The third “consistent” message was done in-person as I created one-on-one time with them and reiterated everything I told them in the book message and previous email.

The results were impressive. Finally, when the time came to formally introduce the changes, we were able to share the ideas and I was able to connect with each report on a deeper level. While many people in the company did not like the changes, those 7 were 100% on board because they were able to connect emotionally and mentally to the vision and to the process in which the vision was presented.

Bringing it All Together

Leadership is about helping others see the solution and the process and then giving them the tools and confidence to achieve the vision. You need to sell yourself, and then you need to sell others. Sales is about helping people. In all cases you need to be able to influence others on an emotional and mental level. Not manipulation, but pure motivation.

Sometimes we need models and processes to follow. One process that might help is the Complete Impact Model. The essential key is to learn and understand Tony’s Robbins’s 6 Human Needs and combine that foundation with Robert Cialdini’s 6 Influence Principles in order to create an actionable plan that will help you help others. Happy Selling.

Mareo McCracken

What The Best Leaders Do That Other’s Won’t

 

“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.”

 

 

 

 

 

 

We were on the 5th floor of our downtown corporate headquarters.  It was our weekly sales meeting with bunch a uber-successful sales executives for our company. Our leader had been with the company since it was founded almost 30 years before. He was a legend. Young leaders can learn from experienced leaders on how to help others. This is what I learned:

Every week we had our “sales team call”. This call was to discuss opportunities, track progress and most importantly come up with solutions and make decisions. At least that is what I thought. Really it was the way our leader helped us overcome our challenges. Our leader would post a question to make it seem like he had a certain problem, or we as a team had that problem. In reality, he was addressing a specific personal issue one of us was facing. He knew what each of our strengths and weaknesses were and used these meetings to help us overcome our personal obstacles. He then would ask each of us for our own solutions and ideas. Everyone got to voice their opinion. Everyone felt heard. Our leader knew where he was going with the questioning and what would help us the most. The leader would pick and choose which answers made the most sense according to his years of experience and then he then would help us feel like we came up with the solution on our own. Then he would give us the confidence we needed and send us on our way. He lead us in the right direction. As a team we overcame challenges together. Our boss guided us and gave us the tools we needed. He was a true leader.

Good leaders have vision. Great leaders inspire. The BEST leaders have vision, inspire and help others overcome obstacles to accomplish the vision.

The “Best Leaders” do some things consistently:

  1. They Coach
  2. They Inspire Action
  3. They Provide Feedback
  4. They Show Extreme Patience
  5. They Are Never Jealous
  6. They Embrace Change
  7. They Show Gratitude
  8. They Are Open Minded
  9. They Help Others Develop Talents
  10. They Stand Up for Others

In order to build up these abilities it takes thoughtful practice. It takes being self-aware and exercising deliberate practice. A way to speed up self-awareness is by studying others and then comparing your actions to those who are already successful. You can do this by reading biographies and journaling.

First, read the biographies of people who have overcome great challenges. Then connect the the times they overcame the obstacles to the traits they were exhibiting. Next, journal your thoughts. Take a self-assessment of your current mindset. Dive deep and become more self-aware by writing down what you think and plan ahead for what you need to do to become better.

Self-awareness and gaining knowledge only becomes valuable when action is taken. Take action. Learn from your mistakes. Learn from others. Think. Ponder. Reflect. Focus on helping others take action. Use your vision to help others overcome their problems. Even the biggest walls can be torn down with enough help. Help others overcome the walls that are blocking their success. The more you help others succeed, the more you will succeed. Leaders are created. You become a better leader by helping others.

You Are Destroying Trust (and What You Can Do About It)

“Earn trust, earn trust, earn trust. Then you can worry about the rest.”

 

 

 

 

 

 

 

This is how you are ruining trust in your (business) relationships:

  • You lie.
  • You hide information.
  • You stop producing for the team.
  • You think you know more than everyone else.

Don’t do these things. No one is perfect, but we sure can try. Instead of focusing on the negatives, focus on what you do well, what others do well, and magnify those talents. Every interaction we have with others either builds or destroys trust. Focus on building!

5 Effective Ways to Build Trust in the Workplace:

DO WHAT IS RIGHT – Easy. Just don’t be a jerk. Don’t hurt other people. Don’t lie. Don’t play politics. Help others. Be nice. Work hard. Think positive. In every situation just make sure you do what is honorable and helpful.

ACT WITH INTEGRITY – You show integrity through honest actions and words. Honesty is the root of trust in all relationships. Integrity must start from the top and then move down. Being honest means telling the truth, keeping promises no matter the consequences. If its people have integrity, the relationship is healthy. If relationships are healthy, then business is healthy.

HAVE SHARED GOALS – Teamwork only happens when the goals are shared. To create trust, employees/colleagues must feel like everyone is working together to carry out a shared dream, a shared vision, instead of a series of personal agendas. The best teams know the goal, believe the goal, and work toward it together.

ALWAYS COMMUNICATE – Communication is the vehicle for information and truth. We must communicate our values and vision first, and then we can communicate our organization’s vision next. By opening channels of communication, we can all stop trying to do the impossible task of reading minds.

CREATE PARTNERSHIPS – You build trust when people work together. We need to value each person. Trusted partners know that the work they do is important and that the work their partner will do is quality. AS partner has the same goals and dreams. A partner wants you to succeed.  This means the leaders need to spend more time with the team. Then leaders need to give and receive feedback.

If you are a leader you need to build trust.

Stephen M.R. Covey, Author of The Speed of Trust teaches that these are the 13 behaviors of high trust leaders across the globe, they:

  1. Talk Straight
  2. Demonstrate Respect
  3. Create Transparency
  4. Right Wrongs
  5. Show Loyalty
  6. Deliver Results
  7. Get Better
  8. Confront Reality
  9. Clarify Expectation
  10. Practice Accountability
  11. Listen First
  12. Keep Commitments
  13. Extend Trust

Mr. Covey says: “Remember that the 13 Behaviors always need to be balanced by each other (e.g., Talk Straight needs to be balanced by Demonstrate Respect) and that any behavior pushed to the extreme can become a weakness.” 

The foundation of all worthwhile relationships is trust. Trust is about risk. It is about emotional intelligence and it means giving control to others. The more trust we develop trust, the more success that we will find. Joel Peterson (JetBlue / Standford / Investor) wrote a new book (just finished it!) that outlines what trust is, how to develop it, and how to repair it. His book teaches these 10 Laws of Trust:

  1. Start With Personal Integrity
  2. Invest in Respect
  3. Empower Others
  4. Measure What You Want to Achieve
  5. Create a Common Dream
  6. Keep Everyone Informed
  7. Embrace Respectful Conflict
  8. Show Humility
  9. Strive for Win-Win Negotiations
  10. Proceed with Care

“…the absence of trust is betrayal…” – Joel Peterson

As we show our integrity and performance, we will build trust. Building trust is about people, competence, honor, and performance. Work hard to make sure the people you work with can rely on you. Once they know that you care and are trustworthy, everything else becomes easier.