Getting From Chat, to Cha Cha
•Als PPT, PDF herunterladen•
0 gefällt mir•545 views
Adviser Edge 2014 presentation on the things you need to know and do in order to successfully move online engagement, or lead generation, successfully offline into the real world to generate actual clients.
Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Ähnlich wie Getting From Chat, to Cha Cha
Ähnlich wie Getting From Chat, to Cha Cha (20)
Mehr von Tony Vidler, CFP, CLU, ChFC
Mehr von Tony Vidler, CFP, CLU, ChFC (20)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
Getting From Chat, to Cha Cha
- 1. Getting from “Chat” To ChaCha Baby! Finding Mrs Right… …and getting to Mrs Right Now!
- 2. In this session…. Strangers are strange…why do they do what they do? Dating for mating….how can we arouse interest Getting “Lucky”….using the Casanova Strategy
- 3. Coded Behaviour: TheAmygdalaInAction Fight or Flight Quick think Triggers Conditioned Responses & Coded Behaviour
- 4. Combatting Coded Behaviour De Bono’s explanation of Collaborative ThinkingArgumentative Theory
- 5. September 2013| Page 5 The 4 Processing Styles (Honey & Mumford 1985) Let me think more about it, I need to understand all angles before I try it. If this was combined with that, it could really fly! Prove it works, then I’ll do it right away Sounds good, I’ll do it! Activist Theorist Reflector Pragmatist Time Speed Information Evidence
- 6. Know…Like….Trust: takes time…and “touch”
- 7. ATTENTION INTEREST (Intrigue...) DESIRE... ACTION Publicity, Advertising, or Presence Google you View LinkedIN & website Views Video Listen to Podcast or webinar Download Whitepaper Newsletter or ezine subscription Follows on Social Media Follow Blog 1 on 1 interaction SALES PROCESS Engagement Process
- 8. Aug 19, 2014 | Page 8 The 4 Decision Making Stages:
- 9. Aug 19, 2014 | Page 9 Social Engagement + Relevant Content = Opportunities
- 10. The Basics of ANY successful relationship
- 11. Taking it offline: Establishing Common Understanding • Common Problems lead to common understanding. • Common Problems are most powerful in the 3rd Person Perspective (‘them”, “they”) • 3rd Person provides “distance”, and negates argumentative or challenging conversation • Your opposite chooses to engage when ready, without revealing weaknesses • You establish empathy and understanding • Yet….it is still personally relevant COMMON PROBLEMSTORIES FORMULA
- 12. Core Professional Social Skills Online OR offline….
- 13. YouNEED: Collaborative Thinking + 4 Processing Styles + Engagement Process + Relationship Basics + Common Problem Stories + Social Skills Now we Baby!Cha
Hinweis der Redaktion
- Understand why people behave the way they do helps us convert Mrs Right into Mrs Right Now Need to understand why Mrs Right runs away to begin with
- AMYGDALA: the bit of the brain at the top of your back at the bottom of your head The part of the brain that processes quick thinking in times of potential danger Triggers fight or flight responses and other conditioned, or coded behaviours The POINT? We all have one, and all clients have coded behaviour that we have to avoid triggering
- When fight or flight is insufficient, we learned to manipulate others. Argumentative behaviour designed to achieve the outcome we want. In response, others developed coded behaviour – recognizing signals we developed rapid response mechanisms to negate the manipulation. A first step in avoiding coded behaviour is to use collaborative thinking….get everyone looking at the same side of the problems, and then everyone moving on to look at the other sides together
- Part of the objective is to create Top Of Mind Awareness – have them thinking of you first. They don’t do that from one contact. Demonstrate persistence, patience, knowledge, value, helpfulness…..draw them to you at the time of their choosing, and at the time of their greatest need.
- TRUST: a firm belief that a person or thing can be relied upon CONFIDENCE: firm trust…a state of mutual respect….freedom from apprehension….assured expectations UNDERSTANDING: confidence from defined expectations and knowing each others objectives & positions COMMON OBJECTIVES: do not have to be identical, but there has to be common overlap – a win-win. Day 1 as a Part 3 Submariner…..Trust….Confidence…..Understanding…..Common Objectives
- EXAMPLE: Recent regulation changes have come thick and fast for financial advisers. There is so much money involved in super and savings these days in Australia that politicians and the vested interests see it as an easy win with the electorate to be forever tampering with the system and being seen to take actions to protect customers – almost regardless of whether the actions they take prevent real problems or not. The impact on financial advisers is disproportionately large, in that many many advisers are finding that they are having to push up prices and fees for the very people they are trying to help and protect, and that is making advice for many Australians simply unaffordable. The advisers are having to put fees up because costs of meeting the regulatory changes are rising so fast, so the effect is that all the good intentions create pricing pressure that actually prevents customers getting great advice.