L E A D, S O L V E, S E L L for Sales Leadership in a Recovering Economy

Opening Windows, Doors and Wallets

Strategic Alignment in Sales Leadership

Lead | Solve | Sell
Strategically Aligning what
Buyers Truly Value with
What Sellers Truthfully Sell

ACA Professionals Club
Chicago

Joseph Scandariato
Meeting Chair

Wednesday
20 July 2011 John R. Dallas. Jr.
Bank of America Chief Alignment Officer (CAO)
135 South LaSalle Street Hillview Partners Network LLC

Client Confidential and Resource Proprietary. All Rights Reserved. No Duplication or Distribution Without Prior Authorization, Please. Thank You.
Copyright © 2005-2011 Hillview Partners Network LLC | hillviewpartners.com | johnrdallasjr.com | 312.643.8000 | jrdallasjr@hillviewpartners.com

John R. Dallas, Jr. Introducing
Founder and Chief Alignment Officer (CAO)
Hillview Partners Network LLC
Consultants | Coaches | Speakers
jrdallasjr@hillviewpartners.com
John Dallas
hillviewpartners.com
weneedtohaveaword.com Today‟s Thought
johnrdallasjr.com Leader and Facilitator
A Vantage Point to Your Advantage™

 Since 2005 leading Hillview, a network of independent professionals in fields of strategic alignment
 President since 1974 of five prior technology-based B2B and B2C service companies:
1. Chicago Title Credit Services, Inc., Chicago / consumer and commercial credit data services
2. CreditComm Services LLC, Fairfax, VA (DC area) / consumer credit data services
3. Market Access Resources Corp., New York / consumer credit data services
4. Group Concepts Capital Corp., New York / consumer credit data services
5. National Business Intelligence Corp., New York / editorial services and electronic publishing
 Chairman, Advisory Board, UrbanPonics LLC, a hydroponics (soil-less) grower of produce and flowers
 Moderator, Greater Chicago Thought Leadership Forum (ThoughtForum)
 Leader in inclusive multicultural education and leadership development initiatives for business owners
 Keynote speaker, meeting moderator, workshop facilitator, interviewer, and panelist
 Guest lecturer at universities, colleges, and other schools
 Volunteer leadership in economic development, civic affairs, arts, education, and churches
 Majored in Journalism and Mass Communications, Pittsburgh‟s Duquesne University,
continued studies in New York at Columbia University
2

The task of leadership is to create
an alignment of strengths, making
our weaknesses irrelevant.”
− Peter Drucker

Copyright © 2005-2011 Hillview Partners Network LLC 3

Reversing Risk of Misalignment
Since 2005 Hillview is a collaborative network of independent consulting, coaching and
speaking specialists; individuals preeminent in various fields related to facilitating strategic
alignment of people, money, technology, and other mission-critical resources.

Alignment Consulting to Align Team Views toward Greater Productivity:

1. What buyers truly value and sellers truthfully sell
Consulting 2. Sustaining team engagement, efficiency, and exceptional results
3. Where team members are moving during planning, execution and measurement

Alignment Coaching to Align Leader Views toward Higher Performance:

1. Professional development and organizational growth (dual-track coaching)
Coaching 2. Career advancement, enrichment or stabilization
3. Career transition (internal or external)

Alignment Speaking to Align Audience Views toward Broader Perspective:

1. Building buyer-centric cultures, plans, operations, and sustainable revenue streams
Speaking 2. Igniting fully responsible leaders to maximize their Return on Leadership (ROL)
3. Digging, drilling and thinking a bit deeper — to reach, climb and stand a lot higher


Fully Responsible Leaders:

1. Lead people

2. Manage things

3. Align people and things

Importance of Being Alert to Your Patterns of In-and-Out Listening
Today please listen more “hearingly” − and with a “third ear.”

In In In In In In

Out Out Out Out Out

Copyright © 2005-2011 Hillview Partners Network LLC

7

President John F. Kennedy is to have said,
“There’s always at least one [S.O.B.] at the
table who doesn’t get it.”

Kennedy Cabinet seated around the Cabinet
Room Table in 1962, the day after the Cuban
Missile Crisis ended. Imagine “not getting it.”

If it happens in
The White House…

Pause to imagine the times every day we hear, read, see
or sense that someone just does not get it. This is risk.

To win points today, the ball is in your court . . .
In meetings with one or many, for you to gain value you must
monitor your in-and-out engagement. Yes, keep your own score.


Sustaining All-Important Focus on Your Engagement

Please jot on paper; perhaps on sheets separate from your rolling notes:

││││ Crosshatch marks for “first-time-heard” items
P Pivots you identify as you turn toward new views
? Question marks if you “need more information”
O “O” for moments you were Out Listening ( + or -)
T “T” for takeaways for you to use/share TODAY
It is always better in meetings to monitor your own reaction to
the substance of the information you are hearing and seeing, rather
than sit in judgment of the speaker‟s “performance.” Preparing to
evaluate how any speaker performs, informs, entertains, or otherwise
arrests your attention and engagement distracts you from the most
important matter. This is about YOU, not the speaker.
How well you do today is what really matters most.

10

Medical Alignment Acronym Borrowed from Traditional Emergency Room Triage

ER triage professionals will ask
if you are alert and oriented (A&O) to:
1. Your Name?
2. This Place (i.e., a hospital‟s ER)?
3. Today‟s Date?
4. Your Purpose for being in the ER?


11

Committees City Hall Diversity Life!

Economic Reality
Boards

Past, Current and Federal YOU Family
Future Employees
Ad Agencies Social Media
Credit
V
PR
Outsourcing E
Q&R N
D
Schools & O
IT/MIS Teams Universities R
Prospective Buyers
S
Law Networking

WHO?
The HILL Model™

IRS
Competition
Public

Global Needs
& Realities Strategically Aligned?

Strategic
Politics Alliances Quality Control &
Associations &
Foundations Best Practices
E-Commerce
HR
Regulatory
Seller Authorities
The Media
Faith Buyer
12

To achieve strategic alignment of people and things, you must remain . . .

Fully responsible leaders will ask if you are
alert and oriented (A&O) to each situation‟s:
1. Strengths (first and foremost!)
2. Weaknesses
3. Opportunities
4. Threats


13




Lead | Solve | Sell

Strategically Aligning what Buyers Truly Value with What Sellers Truthfully Sell
Part 1
Three-Part HILL Climbing Expedition

Based on Hillview’s Proprietary John R. Dallas. Jr.
High-Impact Leader Lens (HILL) for Viewing People and Things Founder and Chief Alignment Officer (CAO)
The Hill Model Hillview Partners Network LLC

Three Steps for Strategic Alignment in Sales Leadership

First Second Third

  $
Lead Solve Sell

“The task of leadership is to create an alignment of strengths, making our
weaknesses irrelevant.” − Peter Drucker
15

Retrain Your Brain JULY 20, 2011

“Every leader faces a share of irritating screw-ups and minor setbacks.
In response to those annoyances, some leaders get irritable and
stressed out. Others keep on moving. To be in that enviable latter
category, you need resilience. Train your brain to bounce back from
hassles rather than get snagged by them. Find a quiet place where you
won't be interrupted. Sit comfortably and focus on your breath. Notice
yourself inhale and exhale. Don't try to change your breathing, just be
attentive to it. As thoughts, sounds, or other distractions come up, let
them go and return your attention to your breath. By doing this 30
minutes a day you will teach your brain to go to a quiet calm place
when it is stressed, rather than triggering your fight or flight response.”

Deep Breath No. 1: The Leading Breath

 Breathe-in — the present moment's reality.
 Whisper inside, "Lead."
 Breathe-out with a sense of aligning your leading strengths.

Deep Breath No. 2: The Solving Breath

 Breathe-in — the present moment's challenge.
 Whisper inside, "Solve."
 Breathe-out with a sense of aligning your solving strengths.

Deep Breath No. 3: The Selling Breath

 Breathe-in — the present moment's opportunity.
 Whisper inside, "Sell."
 Breathe-out with a sense of aligning your selling strengths.
Feel the physiological and psychological alignment you are achieving.

“Value is ultimately determined by the buyer,
and never (ultimately) by the seller.

Price is ultimately determined by the seller,
and never (ultimately) by the buyer.

Strategically aligning what buyers truly value
with what sellers truthfully offer ultimately
creates an ethical win/win-plus exchange.

When sellers accurately address what buyers
ultimately value, price matters less than
sustainable benefits for both parties.” −JRDjr


What Do Your Buyers Value in Doing Business with You?

?
How deep and how wide is your understanding of this one word you
chose? What does this one word REALLY mean to your buyer? How
might you lead in supporting your buyers to deepen and broaden their
grasp of the upside potential within this one word? If they prioritize this
word in assessing your value to them, it is in your and their best interests
for everyone involved to REALLY “get it” and make it work to the max.


True-North Strategic Alignment Requires Vision, Thoughts
and Actions Moving toward Where the Puck is Going to Be

Leading, Solving and Selling Requires Vision, Thoughts and
Actions Moving toward Where the BUYER is Going to Be

"I skate to where the puck is going to be, not where it has been."
- Wayne Gretzky

"I lead toward where the BUYER is going to be, not where the BUYER has been.”
- Fully Responsible Market Leaders


Think
It’s about
how you think!
Your mind’s attitude and altitude determine how you’ll hear responses to:
Who? What? When? Where? Why? How? And − what’s “the Wow?”


Fresh Thinking for Envisioning
Value of Strategic Alignment

“You cannot solve a problem from the
same consciousness that created it. You
must learn to see the world anew.”
− Albert Einstein


Asking yourself or others,
“Where do things stand?”
is not the right question.
Change is ceaseless. Views
toward where people and
things are moving focus
your thoughts and vision to
identify direction and
velocity of momentum.

A Vantage Point to Your Advantage TM

From what height in your day-to-day mindset are you viewing people and things?

“What you see is what you get, so
where you stand to look at life‟s
sights really matters. Precision
vision is required for every mission.
Clarity comes from lifting your
mind to „a hill‟ for viewing people
and things − instead of from a flat
plain, a lofty mountaintop, or a
stale ivory tower. We must dig,
drill, and think at least a little
deeper − so each of us will reach,
climb and stand a lot higher.”− JRDjr
25

Hillview Presents The HILL Model™ with Views of Strategic Alignment for Fully Responsible Leadership
Based on Hillview’s High-Impact Leader Lens™ (HILL) for Realistically Viewing − and Positively Influencing − Movement of People and Things

In Your Mind’s Eye You are Standing on this HILL to Focus, Align and Balance Your and other Views toward Vision and Viability

From this just-right HILL-height ask: Who? What? When? Where? Why? How? And what’s “the Wow?”

Viability Vision

Left Brain for Viability: Right Brain for Vision:

Uses logic Uses feeling
Detail-oriented Big-picture oriented
Defines “it” Describes “it”
Knows object’s name Knows object’s function
Facts rule Imagination rules
Words and language Symbols and images
Present and past Present and future
Math and science Philosophy and religion
Comprehends Senses intrinsic value
Knowing Believing
Acknowledges Appreciates
Order/pattern perception Spatial perception
Reality-based Imagination-based
Forms strategies Presents possibilities
Practical Impetuous
Safe (risk-averse?) Risk-taking
Viability
Humble by deduction Hubris-prone (a risk)

Vision


Three Pivotal Moments in Sales Leadership:
International Telephone and Telegraph
Corporation (ITT), CBS, and American Express

“Mr. Savage, I can be in your office in 15
minutes. If you allow me 30 minutes, I‟ll
demonstrate face-to-face what I failed to
convey during this telephone call. May I
come over now, please?”

“Charlie, make a decision!”

“Judy already gave you her answer.”

Single Words and Concepts are Pivots toward
New or Clearer Views of People and Things

As you stand atop hills in your fine mind, allow your attention to
pivot toward new views that may validate or change the
direction you and your team members are heading. Breathe!


One word made a difference in a hearing…

Incorrect word: “… most humiliating day of my life.”

Correct word: “… most humble day of my life.”
Tuesday 19 July 2011


29
29

Yes, one word can make a big difference . . .

A rather impertinent reporter
from The Wall Street Journal
asked Mikhail Gorbachev for one
word to summarize the state of
the Russian economy. One word.

One word: Good
Then two words: NOT Good

30
30

A single word‟s value
to others and you is
influenced by your
depth of definition,
breadth of
description, and
scope of view for its
desired impact . . .

Now in PDF for e-readers
Hardcover Fall 2011


Leading, Solving and Selling Power of
One Three-Letter Word . . .

32

Leading, Solving and Selling Power of
One Three-Letter Word . . .
 Your Empathy Sells – YES!
 Your Enthusiasm Sells – YES!
 Your Energy Sells – YES!
 Your Eagerness Sells – YES!
 Your Education Sells – YES!
 Your Exactitude Sells – YES!
 Your Eye (Contact) Sells – YES!
 Your Ego (Healthy) Sells – YES!
33

Applying to Leading, Solving and Selling
Coach Vince Lombardi’s “Fundamentals”

“This is a Football.” This also is a Football.

Fundamental No. 1 for
Leading, Solving and Selling

35

“Put people first.
Put people second.
Put people third.
Profit of many types
follows people,
people, people.”
− JRDjr


“Life moves pretty fast. If you don't stop and look
around once in a while, you could miss it.” —Ferris Bueller


Think about the Leading, Solving and Selling
Power of One Four-Letter Word:
"The meaning of love is not to be confused with some
sentimental outpouring. Love is something much
deeper than emotional bosh.“ −Martin Luther King, Jr.

Yes, I love what I do for a living. Yes, I love the favorable impact I have on lives
of the people my work touches. Yes, I love __________________________ . . .

38

Help is a Four-Letter
Word to Avoid

Choose to offer,
provide and sustain
support.


Differentiating “with”
from “to” and “on…”
One-with-one exceeds in leadership value:

One-on-one . . .
One-to-one . . .

One for all, all for one!


Differentiating Views
From Opinions
Views from hills in your mind can change with
the direction you are looking, the height from
where you are looking, and how long you focus
for clarity. Opinions are less flexible than views.
If someone or something points your head or
heart in a different direction, your view changes.
Opinions you and others pronounce have much
less inherent flexibility than “sharing adjustable
views seen from just-right hill-height.”

Choose to express your views over imposing
your opinions. Share views and expect change.

Pause to Ponder Perils of Pride
Pronounce at Your Own Risk
Hillview encourages fully responsible leaders
to avoid thought, words and actions that
trade on the less-than-productive emotions
of pride. Choose instead the thrill of “being
deeply pleased” with positive outcomes
accomplished by others and yourself. Pride
has no place whatsoever in The HILL Model.
Pride is considered a major risk to strategic
team alignment. Resisting pride allows self-
awareness that leads to selfless teamwork.

For Writing to Others Remain Tightly Focused on the Intended Reader:

1. Resist starting any written paragraph with “I”

2. Avoid starting any written paragraph with “I”

3. Don’t start any written paragraph with “I”
Put the reader first in your mind, “You . . .”

 You will find this of interest . . .

 You and your colleagues will want to hear . . .

 You are cordially invited . . .

 Your time today was greatly appreciated . . .

 You would be more than welcome . . .

“You” was the first word spoken to man in the Garden of Eden.

For Writing to Others Shift Gears to Focus Tightly on the Intended Reader:

 Know your “who, what, when, where, why, how and wow” messages.
 Put yourself in the reader’s shoes (i.e., use extra empathy).
 Be friendly, warm and appreciative in your thoughts and text.
 Don’t be abrupt, rude, self-centered, or aggressive.
 Don’t be egocentric or otherwise demonstrate any insecurity.
 Be human! Be personal. Say hello. (Bill, hi. Carol, hello. Dear Jill:)

 Say “please” and “thank you” often! (Tom, thank you for your . . .)

 Say that you’ll support (not “help”). (Call when you want . . .)

 Say it because you mean it! (It’s great to know you.)

 Wrap-up. Say good-bye. (All the best, Kind regards, Best, etc.)

 Take three deep breaths. Feel how deeply aligned you are with others.

For Writing to Others Remain Tightly Focused on the Intended Reader:

 Use often the words “yes” and “you.” (Avoid “I,” etc.)

 Compliment the reader in genuine ways. (“It will be good to see you.”)

 Ask legitimate, provocative and compelling questions.

 Offer YOU-focused statements – You will/can/do…

 Identify/understand prospect’s strain, pain and gain.

 Use simple sentences, short paragraphs; to-the-point, though not cryptic.

 Speak directly to the reader – You, you, you . . .

 Focus for the reader on benefits and attributes, not features per se.

 Start stories as if a headline from The New York Times – not the tabloids.

 Wrap-up with a highly specific call to action – today, now, tomorrow, etc.

Pivoting away from Pop Culture
Words, Phrases and Behaviors

Just checking-in to see if you received the material I sent.

Thank you for spending time with me.

No problem. No big thing. Don’t mention it. Whatever.



With all due respect . . .

Between you and me . . .

In my opinion . . .



What is the pain you want me to address?

My pleasure.

The bottom line . . .


For meetings always arrive at least a few minutes early ― don’t be late!!!

Remove any overcoats, scarves, gloves, boots, etc., as quickly as possible
after arriving ― intentionally look READY, willing and able!

Remember to NEVER shake hands with gloves on!

Never be seen sitting down on the job while waiting in a reception area ―
try to remain standing! (If pressed to sit, there’s a way to handle it.)

With exception of not sitting down in the reception area, always graciously
accept hospitality: hanging coat, offers of coffee/water, etc. Adding a yes
sure beats introducing a no. “Saying no” to a host’s hospitality is unwise.

Be genuinely polite to receptionists, secretaries, assistants, security
guards, restaurant servers, and your host’s colleagues ― it really matters!

Aligning Your Best Efforts with
Putting Your Best Face Forward

Research by Dr. Albert Mehrabian, Professor Emeritus of Psychology at UCLA,
delves into much more than our vocal communication:

 07% of our message is communicated through words
 38% through our vocal tone
 55% through facial expressions and body language
 For phone conversations the percentages are:
8% through words and 92% through vocal tone
 Non-literal communication can count for 90%+ of impact

Lead | Solve | Sell Requires Substantive Engagement in a
Steady Stream of Valuable Messages through Social Media

 Web sites
 Blogs
 Linked-In profiles and groups
 E-mail newsletters with photos and testimonials
 Forwarded articles and photos of likely interest
 Daily Facebook postings on business pages
 Routine valuable “Tweets” via Twitter
 Personal text messages of value to receivers
 Mobile photographs and videos
 What social networking media do you use?


Questions and Responses


Sir Winston Churchill’s
Commencement Address

Persist
Persist
Persist

Your Lead | Solve | Sell
Commencement Address

Persist in leading
Persist in solving
Persist in selling



Lead | Solve | Sell

John R. Dallas, Jr.
1133 North Dearborn Street
Suite 3201
Chicago, Illinois 60610-7197
312.643.8000
jrdallasjr@hillviewpartners.com


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