0418 126 652   phil@thebiggergame.com.au
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  • negotiation

Do you trust your intuition or use logical decision making?

By in behaviour, communication, decision making, forecasting, Influence, Performance, pitching
3 years ago
3 years ago 0 2 1660

When you make a decision, how confident are you that you make it logically? Most people will say that they make most of their decisions using logic, weighing up the facts and figures and coming up with a reasoned, logical outcome. However, in reality, our brain is designed to short-circuit logical decision making and make emotional, non-rational decisions. We often call this ‘intuition’ or instinct. These instinctive decisions are critical to survival when there is little time. However, the benefit gained through the speed of response is traded off for accuracy. An experiment in thinking: Try these two tasks: Task one: What comes next? Apple, Orange, Banana …… Task two: without calculator or paper and pencil, find 23 x 17. • Which task was easier? • Which task was faster? • Which task has a ‘known’ answer, and which one did you create? • Can you explain why you gave

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12 steps to tactful communication

By in behaviour, change, communication, Emotional Intelligence, Influence, Performance, Sales and Marketing
3 years ago
3 years ago 0 4780

“What we have here is a failure to communicate” –Cool Hand Luke. (Paul Newman) How often is performance derailed by a failure to communicate? We lead and work through others, collaborate and seek to influence beliefs and behaviours. These all take quality communication to achieve. However, communication is perhaps the greatest single opportunity for increased efficiency and effectiveness in any business, organisation or system. It simply does not work well enough, often enough – because although we are taught to talk, we are rarely truly taught to communicate. Communication, at its heart, is about ‘transmitting’ a message of some kind to one or more recipients, in such a way that the message they understand is equivalent to the message that was transmitted. This transmission requires pre-processing by the communicator (translation) and post-processing by the receiver (reception and decoding). The transmission is conducted through a medium using known symbols (language, hand

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Transacting or creating real value as a sales and marketing strategy?

By in Customer focus, Leadership, Sales and Marketing, Strategy
5 years ago
5 years ago 0 0 966

Recently, I have been bombarded with ‘push’ marketing emails from some people who have obviously attended a seminar on ‘building and converting lists’ as their main sales and marketing strategy.  They are not talking with me, they are simply shouting AT me.   It makes me wonder how little time have they really put in to deciding that I am the sort of personthat they can flog to me and charge me for. It reminds me that there is a transactional approach –  or a ‘bigger game’ approach – of dealing with your customers: 1. The transaction model. In this model, the organisation has something specific to sell.  They go out and find customers that may want to buy it.  They trade – or more precisely, they transact.  Only the act of exchange brings value to both parties and the customer only serves as a recipient of the good or service for the

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Is your ‘Little Black Duck’ getting you in trouble?

By in Leadership
6 years ago
6 years ago 0 0 997

I recently ran a one-day workshop on negotiation.  This was an experienced group of sales managers, each with lots of experience in negotiating big deals, and all with previous negotiation experience.  Even the best of them was being sabotaged in their negotiations by their ‘little black duck‘. Whilst they could all describe the core skills and elements of negotiation (what a BATNA is, for example), within the first two exercises it was clear that it wasn’t only what they knew, but rather which ‘part of them’ was negotiating.  For many of them, their ‘little black duck’ was getting them into trouble. In one exercise, participants were giving away 30% of their value, turning the negotiation into a battle or even accepting things which were not in their interests – because they were allowing their self-concept (identity issues) and emotions to drive their behaviours, rather than their considered interests and the issues

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Phil Owens – Founder of The Bigger Game

Phil is one of Australia’s leading performance and leadership specialists. He honed his skills working with executives and leaders around the world, coaching and consulting in over 30 countries, from entrepreneurial start-ups to boards of multi-billion dollar businesses.

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