Explore the HBDI Assessment Tool Join Andy Palmer and Sarah Garratt in the tenth episode of the Weekly Training Booster. This episode is about ‘What is the H.B.D.I. Herrmann Brain Dominance Instrument assessment’. Exploring a number of questions to understand this assessment tool. You Can Read the HBDI Assessment Episode Transcript Below: Andy Palmer: Welcome to MBM's Weekly Training Booster. We are Weekly Training Booster number 10. This week we're going to talking about what is the HBDI, Herrmann Brain Dominance Instrument. Today I'm joined by my colleague, Sarah, who's going to ask me some questions to help bring this to life, and I'll do my very best to answer them. Sarah, thanks for joining us this week. Great to have you here. Let's start, what's your questions for me on the HBDI assessment? Sarah Garratt: Okay. Thanks, Andy. First question, what is the HBDI assessment? Andy Palmer: Good stuff. All right. So the HBDI assessment, or the Hermann Brain Dominance Instrument, is a psychometric test that allows people to understand their thinking preferences. And once they can understand their different individual thinking preferences, they can then start to understand and value, become more tolerant of others. So what we've really got here is a metaphoric model of how our brain works, taking into account the left and right hemispheres and the upper and lower parts of our brain. And what the HBDI profile [inaudible 00:01:06] and says is that, each of these four quadrants is responsible for different thinking, decision making and communicating preferences. Now the thing with the HBDI profile is there's no better or worse profile, there is no right or wrong. What it does, is allow us to start to understand why we have differences and similarities between different people and using this model can be truly powerful for many, many reasons. Sarah Garratt: Okay, thank you. And would you say that it was a personality test or not? Andy Palmer: No, not at all. So the HBDI profile unlike others, does not measure personality. It also doesn't measure temperament, it doesn't measure intelligence, it just purely looks at our preferences to these four different quadrants. And we can use our whole brain and that's absolutely critical to remember, we just have preferences. Now we can have a preference to what is referred to as the, A quadrant or the blue quadrant and that's about facts, it's about understanding logical, analytical, factual, here and now information. If we then continue round and I'll bring each of these quadrants to life. So that's our blue quadrant. If we move down into the green quadrant or the B quadrant, this is about organization, it's about sequence, it's about steps and stages. So people with a high degree of preference here, super organized and they can see the steps and the stages required in terms of understanding their individual thinking processes. We continue around and we move round into the C quadrant, which is the red quadrant, this is about feelings, it's about people's interpersonal skills, their communication skills, understanding the needs and the wishes of others is super important to those with a high preference here. And then lastly, we've got that D quadrant, the upper right or yellow quadrant. That's about holistic, conceptual thinking. It's not about the here and now, but it's about synthesizing and integrating with other people in the future and understanding the why of what those thinking preferences are like. So not about personality, more about preferences to thinking and decision-making styles. Sarah Garratt: Okay. Thank you. And HBDI profile, in terms of the quadrants, are we able to utilize every quadrant or are we just limited to one specific? Andy Palmer: Yeah, it's a very good question. It's a very good question because more often than not, when we are introducing the whole brain thinking model, people start to do that pigeon holing thing of you're red, I'm a yellow, I'm a green in you're a blue. And the reality is we can use all of our brain. Of course, we can, it's an incredibly powerful piece of kit. So in those initial stages of understanding and the initial stages of understanding and getting our head around the profile, people do do that pigeon holing stuff, you're a blue, you're a red, you're a yellow, you're a green. The reality is we can use all parts of our brain. We just have preferences to maybe 1, 2, 3, sometimes even all four of them. And it's about understanding the degrees of preference, not then using it as a limiting factor. Oh sorry, I can't do that thing, I don't have a strength or a high degree of preference in a certain quadrant. So we use all of our brain and we should never be limited by the preferences that we've got. It's about embracing them. Sarah Garratt: Okay. Thank you. And out of the four quadrants, which quadrants work best together. Andy Palmer: Yeah. That's a good question. I think there's no simple answer. The reality is we naturally gravitate to and get on with certain people. Now, one of the reasons that could be is because maybe they have a very similar preference to our own. So blues will naturally get on with blues, reds will naturally get on with reds, et cetera. And that's okay because it's on the same wavelength. Conversation's free flowing, thinking processes are very similar. To take that one step further, I also believe there's a real strong connection between those that have different thinking preferences. So certainly from a personal relationship point of view, we often find that partners have very different thinking preferences to their counterparts because actually some of those analogies of chalk and cheese and opposites attract kick in, in which case they then compliment each other. And as they start to build a level of tolerance and understanding for individual differences, they then connect, you compliment each other by maybe strengthening up an area that doesn't naturally come as well to them. So yes, certain quadrants get on with certain quadrants, i.e. kind of within the quadrant. But actually also I think people should think broader and wider and allow the different thinking and preferences of others to help compliment their own and to work better alongside each other, by having that level of tolerance and understanding and understanding that people bring different perspectives and opinions and that's all okay. Sarah Garratt: And based around that, in terms of an organization, do you need all quadrants within an organization to make it successful? Andy Palmer: I don't know about making it successful, but I think it would help make it more successful by utilizing a whole brain thinking. And because we have our different preferences, if you've then got a team that has balance across all of the quadrants, you might have two people in the green, two people in the yellow, two in the blue, whatever that may look like, then actually you've got a real balanced set of thinking going on. We sometimes see that companies or teams can be limited because maybe they are heavily prioritized or heavily preferenced towards one particular quadrant. In which case they may not naturally think into the other quadrants as easily. And often people say to me, oh, can we use HBDI as a recruitment tool? Yes you can. And actually, maybe you need to do the opposite of what you would naturally do. When you're interviewing someone you go, oh, I've gotten on really well with them, we seem to think ... they feel very natural, very normal, whatever we define normal as. Actually maybe you should employ the person that you didn't get on well with, maybe that didn't communicate in the way you expected them to, maybe didn't answer the questions in the way you would have liked them to because maybe, just maybe, they're coming at it from a different quadrant to your own, in which case they add further balance to the team. So having a balance across all quadrants for a team can be just super powerful. Yeah. Sarah Garratt: Okay. Thank you. And in terms of when you're under pressure, do you think it installs change? Andy Palmer: They can change. So its part of the questionnaire that you can complete to get your own individual HBDI profile. It also takes into account when you go under pressure, under stress and under duress. Now some people, and we all witness this, some people have those changes in what we would pass as their behaviors, when they're under pressure, they might want to go into themselves or they may do the opposite and want to vocalize more. They may become super organized or super unorganized or whatever that may look like. So yeah, when we're under pressure we can exhibit different behaviors and also some people stay pretty consistent. So when you see someone under pressure, they just seem to have the same sort of behaviors as they do when they're not under pressure. And again, this profile explores that because there is no right or wrong, there is no better or worse, we are who we are. And this profile just helps us to understand that. So yes and no, it is absolutely individually based. Sarah Garratt: Okay. Thank you. And as a final thought, can you name a few famous people who've completed the test and what quadrant they are? Andy Palmer: Yeah. I'm going to answer it a little bit differently. So I'm going to bring to life some of the people throughout history. Now these people haven't filled out the Herrmann profile because it wasn't sometimes possible to do that. But we've used something called or HBDI, the Herrmann company have used something called pro-former profiling and looked throughout history at some of the stand out people, to help bring potential profiles to life. So if I was to start with the upper right, the yellow quadrant, that's about future, we would find maybe the likes of Einstein in there, da Vinci, Picasso, those big visionary thinkers. Those big people that saw beyond and challenged the norm. And people like that tend to sit in there. We often see that these people are kind of inventors or entrepreneurs and that's typical yellow behaviors. If we were to come down into the lower right quadrant, the red quadrant. This is about feelings, about people. The likes of mother Teresa or [Gandy 00:09:47] would be in there. Those people who dedicated their lives to caring for others from a very humanitarian point of view. Into our green quadrant, a couple of people come to mind, J. Edgar Hoover. J. Edgar Hoover was instrumental in founding the FBI. How we look at his profile, I understand his set of thinking preferences, much like Margaret Thatcher, who was coming from a very organizational, sequential step, form points of view. And then coming up to our last quadrant, the blue quadrant. Bertrand Russell, Isaac Newton, big logical, mathematical, philosophical thinkers. Those people that are the absolute cutting edge of kind of science and understanding logic, rational thinking from a mathematical problem solving point of view. So Bertrand Russell, Issac Newton, would be in the seat in that blue quadrant for me. I think for me, it's truly fascinating to look at people throughout history and start to understand where they sat. All with a view to helping people to better understand where they sit in the world and to accept who they are. Because and as I mentioned before, maybe a couple of times, there is no better or worse, there is not a right or wrong. The HBDI, Herrmann Brain Dominance Instrument assessment really just starts to help you understand your own thinking, communicating and decision-making preferences. So thanks for those questions. I hope that I've answered them in a way that you wanted to hear the answers, but I think more over it then brings that to life. So thanks, Sarah. Sarah Garratt: Thanks, Andy. Andy Palmer: All right. And that's going to conclude our weekly training booster. We are at week 10, we will continue to do that. We're going to put in the links today. If you are interested and would like to know more about the HBDI profile, where you can find that and similar information, and if you wish to take your profile work, put that link in there so you can explore that as an option as well. Likewise, any questions or thoughts, please put them in the comments. We'd love to have and continue the conversation around the HBDI profile. So thanks again, Sarah. We'll maybe see you again in a future video and thanks for watching this week's MBM Weekly Training Booster. Sarah Garratt: Thank you. Take a look at the HBDI Assessment video on our YouTube Channel. Also, check out our award-winning blog.

Personal Development Tips told through Short and Sticky Stories

Weekly Training Booster #10: What is the HBDI Assessment?

Grocery Guru Episode #39: Russian Supermarket Discounters

Grocery Guru Episode #38: Kantar Market Share

Ultra Fast Groceries Join Andrew Grant and Darren A. Smith in the thirty-seventh episode of the Grocery Guru. They discuss the rise of rapid groceries, also known as ultra fast groceries. These start-ups are being discussed by JP Morgan and Credit Suisse as having the ability to take serious market share in the UK. This week Darren and Andrew discuss ultra fast grocery deliveries You Can Read the Full Ultra Fast Groceries Transcript Below: Darren A. Smith: Hello, and welcome to the Grocery Guru. We are episode 37 and we are here with that Grocery Guru, Andrew Grant. How are you? Andrew Grant: Very, very warm, Darren. Darren A. Smith: Yes. It’s 31 here in town. It’s hot. Andrew Grant: Well yeah, the official temperature is 31, but I think in this office, it feels like 40. So yes. Darren A. Smith: Now, if I was very smart, I’d make the link between hot weather and ultra-fast groceries, but I’m not that smart. So would you tell us about an ultra-fast grocery? Andrew Grant: Well, I think you could say that their share prices are on fire. Darren A. Smith: They’re going like hotcakes? Andrew Grant: Something like that, yeah. So no, we spoke about it a few weeks ago, didn’t we? This rapid grocer I think is going to be the term that is used. So people like Getir and what have you, where they promise to deliver in 10 minutes. And I think both you and I are a little bit cynical, where to say okay, it’s a nice thing to have and the odd person in a city center might run out of crisps or something, but the reason I’ve brought this back today is J.P. Morgan, the investment house, I read an article last week where they reckon, and the headline of the article was Rapid Grocery Will Create an Existential Threat to Mainstream Grocery. They’re predicting, wait for this, that the rapid delivery grocers could capture 50% of the UK grocery market worth 200 billion a year. Darren A. Smith: And for someone like J.P. Morgan to make that forecast, we’re putting a lot of stead by that, and so we should. Andrew Grant: Well, I don’t know. It depends how cynical you are. I know both you and I have healthy doses of cynicism running through our veins, but I’ve always thought don’t brokers come up with stories in order to pump up a share price and then come up with another story to deflate the share price that they make money on the up and the down? Isn’t that what they do? Darren A. Smith: Well, a bit like Elon Musk with Bitcoin or Dogecoin. Andrew Grant: Yeah. So whether it’s one of these things, let’s just pump the hype so that we can make even more money out of the shares that we’ve hedged, or leveraged, or whatever they do. But they were reckoning, and this is the bit that got me is whether you believe they’ll get 50% of the market or not, but they’re [inaudible 00:02:39] these startups, this says why so much money is going into them and why the share prices have gone crazy is they’re making net returns of 10 to 15%. Now, we’ve spoken on here many times about UK grocers being the most profitable in the world, but they still only make about two and a half P net profit in the pound, which is a lot of hard time, effort, and energy for two and a half P for every pound you sell. They reckon these guys, because they’re operating out of dark warehouses on industrialist estates and under railway arches, they’re using transient labor, are getting 10 to 15% returns. Now, just do the maths, Tesco worth what? 80 billion, 100 billion, making 4%. If these guys suddenly carve out 200 billion making 12%, whoa. Darren A. Smith: That is staggering. Now, on top of what you said, so one of these guys is Gorilla. Andrew Grant: Yeah. Darren A. Smith: Gorillas, excuse me. Gorillas. And I had a look, and these guys are already in … Don’t know if you’re able to see that, but this many countries. So we’re not just talking about a UK phenomenon here, we’re talking about eight European countries that they’re already in. And Gorillas are saying one, thousands of products all at retail prices, so they’re not charging more, two, everything at your fingertips, it’s an app, and three, within 10 minutes, delivered by our legendary rider crew. Andrew Grant: Yeah. So is it a classic story of tech bubble stocks or could it happen? I mean I don’t know. The other thing that made me giggle a little bit is obviously this is quite low tech and the startup costs are very, very low, so the input capital’s low. Don’t know if you saw over the weekend, Ocado had a little problem with six of their robots getting into a fight. Darren A. Smith: Yes, they had a fire, didn’t they? Andrew Grant: Yeah, six of their robots decided to beat each other up and set themselves on fire, which I just thought was brilliant. Darren A. Smith: Robot wars. Now, let me share some of the facts [crosstalk 00:05:00]. Andrew Grant: Clearly they were England fans. Darren A. Smith: We’ve got the guys Getir, we’ve got the Gorillas guys, we’ve got Weezy, and these guys are saying the nationwide rollout, for instance, seeing a potential for 5,000 warehouses in the UK alone, which compares to Tesco and Sainsbury’s, with only 2,000 convenience stores. That’s pretty staggering stuff. These guys are going to move into this very, very quickly. Andrew Grant: And I think one of the interesting things, if you think back to what we spoke about last week with HFSS and impulse foods being slowly strangled out of grocery, what if these guys somehow found a way around the rules? Because they’re not chain players at the moment, the legislation’s not written for them because they’re well under the radar. What if all of a sudden you are PepsiCo, Mars, Coca-Cola, suddenly finding that your sales are literally drying up in the grocers and there’s this whole new channel that literally the words impulse, you don’t get much more impulse than 10 minutes. Darren A. Smith: And these guys, because of their size, they might go under the [GSCOP 00:06:27] radar, they’ll go under the HFSS. So just for everyone else, that’s high fat, high salt, high sugar foods. We’ve got legislation which is coming in about April next year which says that you cannot volume promote those products, so that’s ice cream, confectionary, and also you can’t secondary display them. Now, these guys, as you say, could get around all of that with their app, maybe. Andrew Grant: Well, the proposal, although they’re online players and the proposed legislation is going to cover online, it only covers people operating in stores of two and a half thousand square foot and above. These guys are running railway arches and don’t have retail space. Darren A. Smith: Maybe it’s the smartest move. Andrew Grant: Yeah. And then the other thing as well, again, I love the stats, Just Eat, I think it was, has the highest returning rate of any of the delivery apps. 76% of their customers are returning customers. Just imagine when somebody like Getir or Gorillas, whatever, efficiently partner up with a Deliveroo or a Just Eat. So within 10 minutes, you get your hot tasty takeaway dinner, your bottle of pop, your chocolates for afterwards, your cigarettes, your beer, whatever it might be, all delivered on the back of one rickety motorbike. Darren A. Smith: Wow. Andrew Grant: Do you ever need to go to Tesco again? Darren A. Smith: So what’s our advice for everyone watching? If they’re putting some shares up, maybe we ought to get some, you just got to pick which one. Andrew Grant: Well, I think for our audience, mainly account managers and brands that sell into grocery, I think you need to watch it really closely. I don’t think it is a tech bubble anymore, it’s something that if you don’t keep an eye on, you could wake up in 18 months time and it’s a mega, mega, mega new channel. Darren A. Smith: It could be, and maybe that’s why J.P. Morgan’s ears are pricking up, and Credit Suisse are having a look at them, and so on, as this report says. Wow. So we’re talking about ultra-fast grocery or ultra-rapid groceries, as it’s becoming known, a whole new market opening up. The growth is absolutely going exponentially through the roof. Now, just the last part, Justin King’s involved in Weezy, is that right? Andrew Grant: You’ve got me there. He’s involved in one of them, he’s put money into, yeah. Darren A. Smith: Involved in one of them, okay. So they’re buying in huge experience as well. Justin being ex-CEO of Sainsbury’s for many years, did very well, and has brought Sainsbury’s back from poor growth to great growth, so he may do the same. Andrew Grant: Yeah. So I think the watch word is watch this space. Darren A. Smith: Watch this space. Andrew, thank you very much for bringing that to our attention. We’ll let you go and sunbathe in the heat, and we’ll talk to you next week. Andrew Grant: Bye-bye. Darren A. Smith: Bye. Take a look at the Football Bonus video on our YouTube Channel. Also, check out our award-winning blog.

Grocery Guru Episode #37: Ultra Fast Groceries

Ultra Fast Groceries Join Andrew Grant and Darren A. Smith in the thirty-seventh episode of the Grocery Guru. They discuss the rise of rapid groceries, also known as ultra fast groceries. These start-ups are being discussed by JP Morgan and Credit Suisse as having the ability to take serious market share in the UK. You Can Read the Full Ultra Fast Groceries Transcript Below: Darren A. Smith: Hello, and welcome to the Grocery Guru. We are episode 37 and we are here with that Grocery Guru, Andrew Grant. How are you? Andrew Grant: Very, very warm, Darren. Darren A. Smith: Yes. It's 31 here in town. It's hot. Andrew Grant: Well yeah, the official temperature is 31, but I think in this office, it feels like 40. So yes. Darren A. Smith: Now, if I was very smart, I'd make the link between hot weather and ultra-fast groceries, but I'm not that smart. So would you tell us about an ultra-fast grocery? Andrew Grant: Well, I think you could say that their share prices are on fire. Darren A. Smith: They're going like hotcakes? Andrew Grant: Something like that, yeah. So no, we spoke about it a few weeks ago, didn't we? This rapid grocer I think is going to be the term that is used. So people like Getir and what have you, where they promise to deliver in 10 minutes. And I think both you and I are a little bit cynical, where to say okay, it's a nice thing to have and the odd person in a city center might run out of crisps or something, but the reason I've brought this back today is J.P. Morgan, the investment house, I read an article last week where they reckon, and the headline of the article was Rapid Grocery Will Create an Existential Threat to Mainstream Grocery. They're predicting, wait for this, that the rapid delivery grocers could capture 50% of the UK grocery market worth 200 billion a year. Darren A. Smith: And for someone like J.P. Morgan to make that forecast, we're putting a lot of stead by that, and so we should. Andrew Grant: Well, I don't know. It depends how cynical you are. I know both you and I have healthy doses of cynicism running through our veins, but I've always thought don't brokers come up with stories in order to pump up a share price and then come up with another story to deflate the share price that they make money on the up and the down? Isn't that what they do? Darren A. Smith: Well, a bit like Elon Musk with Bitcoin or Dogecoin. Andrew Grant: Yeah. So whether it's one of these things, let's just pump the hype so that we can make even more money out of the shares that we've hedged, or leveraged, or whatever they do. But they were reckoning, and this is the bit that got me is whether you believe they'll get 50% of the market or not, but they're [inaudible 00:02:39] these startups, this says why so much money is going into them and why the share prices have gone crazy is they're making net returns of 10 to 15%. Now, we've spoken on here many times about UK grocers being the most profitable in the world, but they still only make about two and a half P net profit in the pound, which is a lot of hard time, effort, and energy for two and a half P for every pound you sell. They reckon these guys, because they're operating out of dark warehouses on industrialist estates and under railway arches, they're using transient labor, are getting 10 to 15% returns. Now, just do the maths, Tesco worth what? 80 billion, 100 billion, making 4%. If these guys suddenly carve out 200 billion making 12%, whoa. Darren A. Smith: That is staggering. Now, on top of what you said, so one of these guys is Gorilla. Andrew Grant: Yeah. Darren A. Smith: Gorillas, excuse me. Gorillas. And I had a look, and these guys are already in ... Don't know if you're able to see that, but this many countries. So we're not just talking about a UK phenomenon here, we're talking about eight European countries that they're already in. And Gorillas are saying one, thousands of products all at retail prices, so they're not charging more, two, everything at your fingertips, it's an app, and three, within 10 minutes, delivered by our legendary rider crew. Andrew Grant: Yeah. So is it a classic story of tech bubble stocks or could it happen? I mean I don't know. The other thing that made me giggle a little bit is obviously this is quite low tech and the startup costs are very, very low, so the input capital's low. Don't know if you saw over the weekend, Ocado had a little problem with six of their robots getting into a fight. Darren A. Smith: Yes, they had a fire, didn't they? Andrew Grant: Yeah, six of their robots decided to beat each other up and set themselves on fire, which I just thought was brilliant. Darren A. Smith: Robot wars. Now, let me share some of the facts [crosstalk 00:05:00]. Andrew Grant: Clearly they were England fans. Darren A. Smith: We've got the guys Getir, we've got the Gorillas guys, we've got Weezy, and these guys are saying the nationwide rollout, for instance, seeing a potential for 5,000 warehouses in the UK alone, which compares to Tesco and Sainsbury's, with only 2,000 convenience stores. That's pretty staggering stuff. These guys are going to move into this very, very quickly. Andrew Grant: And I think one of the interesting things, if you think back to what we spoke about last week with HFSS and impulse foods being slowly strangled out of grocery, what if these guys somehow found a way around the rules? Because they're not chain players at the moment, the legislation's not written for them because they're well under the radar. What if all of a sudden you are PepsiCo, Mars, Coca-Cola, suddenly finding that your sales are literally drying up in the grocers and there's this whole new channel that literally the words impulse, you don't get much more impulse than 10 minutes. Darren A. Smith: And these guys, because of their size, they might go under the [GSCOP 00:06:27] radar, they'll go under the HFSS. So just for everyone else, that's high fat, high salt, high sugar foods. We've got legislation which is coming in about April next year which says that you cannot volume promote those products, so that's ice cream, confectionary, and also you can't secondary display them. Now, these guys, as you say, could get around all of that with their app, maybe. Andrew Grant: Well, the proposal, although they're online players and the proposed legislation is going to cover online, it only covers people operating in stores of two and a half thousand square foot and above. These guys are running railway arches and don't have retail space. Darren A. Smith: Maybe it's the smartest move. Andrew Grant: Yeah. And then the other thing as well, again, I love the stats, Just Eat, I think it was, has the highest returning rate of any of the delivery apps. 76% of their customers are returning customers. Just imagine when somebody like Getir or Gorillas, whatever, efficiently partner up with a Deliveroo or a Just Eat. So within 10 minutes, you get your hot tasty takeaway dinner, your bottle of pop, your chocolates for afterwards, your cigarettes, your beer, whatever it might be, all delivered on the back of one rickety motorbike. Darren A. Smith: Wow. Andrew Grant: Do you ever need to go to Tesco again? Darren A. Smith: So what's our advice for everyone watching? If they're putting some shares up, maybe we ought to get some, you just got to pick which one. Andrew Grant: Well, I think for our audience, mainly account managers and brands that sell into grocery, I think you need to watch it really closely. I don't think it is a tech bubble anymore, it's something that if you don't keep an eye on, you could wake up in 18 months time and it's a mega, mega, mega new channel. Darren A. Smith: It could be, and maybe that's why J.P. Morgan's ears are pricking up, and Credit Suisse are having a look at them, and so on, as this report says. Wow. So we're talking about ultra-fast grocery or ultra-rapid groceries, as it's becoming known, a whole new market opening up. The growth is absolutely going exponentially through the roof. Now, just the last part, Justin King's involved in Weezy, is that right? Andrew Grant: You've got me there. He's involved in one of them, he's put money into, yeah. Darren A. Smith: Involved in one of them, okay. So they're buying in huge experience as well. Justin being ex-CEO of Sainsbury's for many years, did very well, and has brought Sainsbury's back from poor growth to great growth, so he may do the same. Andrew Grant: Yeah. So I think the watch word is watch this space. Darren A. Smith: Watch this space. Andrew, thank you very much for bringing that to our attention. We'll let you go and sunbathe in the heat, and we'll talk to you next week. Andrew Grant: Bye-bye. Darren A. Smith: Bye. Take a look at the Football Bonus video on our YouTube Channel. Also, check out our award-winning blog.

Weekly Training Booster Episode #9: How to Tell Stories at Work to Improve Your Presentation Skills

The Urgent and Important Matrix Join Andy Palmer and Darren A. Smith in the eighth episode of the Weekly Training Booster. This episode was about understanding the urgent and important matrix. Also known as the Eisenhower matrix. A tool for helping you to understand how to improve your time management. Understand and utilise the urgent and important matrix You Can Read the Urgent and Important Matrix Episode Transcript Below: Andy Palmer: Welcome to week number eight of our MBM weekly training booster. Good afternoon, for those that are watching it live, and hello to anyone else. It’s a hot Friday afternoon here for us. Today, Darren, we are going to talk about the Urgent versus Important Matrix of helping to support a time management system, sometimes called the Eisenhower model. So I’m going to ask you to give us a brief overview and then we’ll get in and explore it further. Darren A. Smith: Cool. This is a cracking tool, the Urgent versus Important, or Important versus Urgent Boston Matrix. So imagine a Boston Matrix. I’m going to flash one up, but I don’t think everyone will be able to see that quickly. And what it says is, there’s two axis. Urgent, and there’s another axis of important. And once you cross check those and you get your four windows, you end up with what you can do and how you can think about time management, and whether a task is urgent, or whether it’s important and how it overlaps with each other. Andy Palmer: That makes great sense. And I keep referring to situational base needs. Whenever I’m doing training of late, whether it’s people management, situational leadership, or whether it’s category management and talking about situational category management, adapting to the situation. And I think this is just another good example of, based on a situation that you’ve got and your situation be dictated by urgent and important allows, and that then, of course, dictates the options that you’ve got. So from what you’ve just said about those four quadrants, what sits within those four quadrants? How would you bring that to life? Darren A. Smith: So let’s roll through. The reasons it’s called the Eisenhower Matrix, is supposedly, President Eisenhower came up with it. Whether that’s true or not, I don’t know. I guess it doesn’t matter. So you can either call U and I Matrix, or the Eisenhower Matrix, or the Urgent and Important Matrix. If we take that Matrix, and we say something is neither urgent, so we look at this axis, or important, then it’s right down here. So we’ve got a time demand or a task that’s neither urgent or important. Now this is the crazy space you get into. You say, “Well, if it’s not urgent and it’s not important, what should I do with it?” What do you think? Andy Palmer: What should you do with it? Well, it’s actually probably not do anything with it, but again, you don’t need it slipping through your system. So I’m going to hazard a guess that some sort of reminder, some sort of park it somewhere, put a date on it, come back to it. That type of [crosstalk 00:02:32]. Darren A. Smith: It could be that. I mean, if it’s not urgent and it’s not important, you probably shouldn’t do it now. Now if you get some JFBI’s in your business, we all know what that acronym stands for. And sometimes, you’ve just got to get these things done. “That’s okay. The boss wants it, the customer wants it. I’ll just get it done. Fine. Not particularly urgent, it’s not important, but over the next couple of weeks.” So what we ought to do with this, is try and do as few of these as possible, because you can imagine, if you and I are operating in a space where it’s neither urgent or important, what the hell are we doing? We can’t be being productive. Andy Palmer: Yeah. Absolutely. All right. That makes sense. So we can either dismiss that, get rid of it. If then we were to dial up one of those axis, and let’s say, something becomes more important, what does that look like? Darren A. Smith: Yeah. All right. So we’ve got something that’s important, but not urgent… An example of that might be an account manager’s got a meeting with Morrisons in four weeks, big presentation. So it’s not happening right now, we’re not on a burning platform. It’s important because it’s in four weeks and there’s five squillion quid on the table available. So this, they could work through gently. You and I have a term of, “Get the hare’s running,” which is, “Maybe I’ll go get the marketing guys to get me some data,” or, “Maybe I’ll get the graphic designer to work up some graphics.” So we can get the hare’s running. We’ve got some time. It’s important, but not urgent. Andy Palmer: That makes sense in kind of alluding to the greyhound racing, getting something off started, as and when you then catch up with it, you’ve got those things ready that you need and to hand. Makes good sense. All right. We’ll continue round. If things then become urgent and important because time has now caught up with us and we have that important thing, what does that then look like? Darren A. Smith: Okay. I’ll describe what most people’s time management looks like. If you see this graphic, you’ll see that all four boxes are the same size. Now, actually, the way most people operate is, if I took those boxes and made these three really small, but the urgent and important really big, that’s when most people operate. They operate in this system, but the urgent and important box is huge. Everything’s in it, everything’s urgent, everything’s important. And they run round like a hamster on a wheel. The reason is, they’re never getting off that burning platform. So yes, they’ve got to get these things done, that isn’t going to change. The challenge is to use their discretionary time, which are all those little bits of time you have during the day, to try and get ahead, try and get the hare’s moving, try working up a box. So that not everything is fire fighting, coming up against the wackiness in place every day. Andy Palmer: This sounds much like it’s the reactive box. You literally have, stuff’s coming in, you’re doing it, everything’s needed yesterday, and you’re just reacting in the moment as opposed to, I guess… I like this saying. It’s, your time is managing you, as opposed to you managing your time. Does that makes sense? If people are full on up against it, what I think you were talking about, was actually, we’ve got to then move down and we should ideally try and work in the next box, our last box. So what is that last box? Darren A. Smith: Yeah, so that last box… Let me just make sure we go round. We’ve got the not urgent and important. So we’ve now got the unimportant, but urgent. This is a strange old box, because if you want to explore that for a moment, what’s urgent, but not important? So again, we want and try and get rid of these tasks, these time demands, as much possible because they’re almost an oxymoron. How can you have something that’s not important, but urgent? Now they do exist, but we want to make sure it’s a small part of our time management system. The challenge for all of us when we manage all these time demands, and I call it stuff management, because there’s neither work in my head or personal, it’s all up there together, is to try and work in that box that is important but not urgent. So I’m going to try and get stuff moving gently that I can see coming in the distance. And that’s how you have a less stressful life and you don’t get overwhelmed. Andy Palmer: Good, good. All right. So they’re our four quadrants of the Urgent and Important Matrix. I really like that last pitch about time management, which is actually more about stuff management, which goes hand-in-hand with priority management. And I think we’ve probably got maybe just another 60 seconds to go. It’s that question, the most powerful question we can ask when we’re in time management, why are you on the payroll? So that, to be able to dictate whether things are urgent and important, which you’ve got absolute genuine clarity on why you’re on the payroll, you can then use this Matrix to support yourself. Darren A. Smith: Absolutely can. I’m just going to add one more thing, and that is, the way that we can throw all of that out the window and just be really, really busy, is to stay in our inbox. And what we find is, people who are stuck in their inbox, don’t make the big differences because they’re doing basically whatever comes into their inbox. And all I can guarantee them, is at the end of that inbox pipe, is a lot of work. Whether it’s the right work, I don’t know, but there’ll be a lot of it. So it’s our choice to decide, “Why are we on the payroll? What are the big things that are going to make the difference?” Switch off from our inbox, and try and get more of the big stuff done and not put it off. Andy Palmer: Very good. All right. Excellent. Darren, thank you. For those that have got interest in this particular model and maybe a wider interest in time management, we’re going to put links in the bottom of this video for you to refer to, maybe continue that learning. But for now, that was week number eight of our weekly training booster, looking at the Urgent and Important time management Matrix. Thank you, Darren. Darren A. Smith: Okay. Good. Take a look at the Urgent and Important Matrix video on our YouTube Channel. Also, check out our award-winning blog.

Weekly Training Booster Episode #8: How to Understand and Use the Urgent and Important Matrix

Football Bonus, HFSS, Morrisons & A Tough Autumn Join Andrew Grant and Darren A. Smith in the Football Bonus episode of the Grocery Guru. They discuss England being in the Euro 2020 final which gives a football bonus & stress on the supply chain, driver shortage, labour shortages for frowers, rapid groceries – Wheezy, HFSS, Morrison’s bids and a tough Autumn Ahead for the grocers and their suppliers. England football team being in the final have meant a football bonus and driver shortages You Can Read the Full Football Bonus Transcript Below: Darren A. Smith: Hello, and welcome to the Grocery Guru. This is episode 36, and we are here with that guru, Andrew Grant. How you doing? Andrew Grant: Morning Darren. Yes. Pretty good. Thank you. Darren A. Smith: Lots going on at the moment. I know we’ve got a few things we want to share with our audience, but we can’t not mention the football. Andrew Grant: What’s that? Sorry, Das, I missed it. Darren A. Smith: It’s a sort of football-like brown thing we might win. Andrew Grant: Oh, yes. There’s a small match on Sunday evening, I believe. Darren A. Smith: There very much is. And I know you’re a big football fan. Andrew Grant: Yeah, no, exactly. I mean, it’s one of those weekends, obviously putting aside the sort of, the passion for the national team, but as an [inaudible 00:00:48], we all remember these weekends. They don’t come around very often, but a Royal wedding, a Brit winning Wimbledon, England football team getting through to the semifinals and now the finals; it’s not in your budget. You weren’t expecting it. You’ve spent this whole week ordering in gazillions of whatever it might be; crates of beer, burger buns, barbecue briquettes, whatever. And it’s all froth on the top of your budget, I mean, happy days. Darren A. Smith: It’s like getting a football bonus, isn’t it? You didn’t know it was coming and there it is. Lovely. Andrew Grant: Yeah. And then obviously the trick is by this time next year, make sure you’ve moved categories because you’re going to have the mother of all spikes to try and overcome. Darren A. Smith: Can’t you still just blame COVID? Can this not go on for years? Andrew Grant: Yeah, but it doesn’t get taken out of your budget, unfortunately. I’m not sure finance directors know that there’s things such as football and COVID, it’s just next year’s budget is. Darren A. Smith: So we’ve got lots of people planning for this bonus weekend. It gives them extra on top of their budget. Fabulous. All right. That makes sense. And what about taking that forward? What does that look like? Andrew Grant: Well, it’s an interesting time, isn’t it? Because we spoke, I think a few episodes ago, about the challenges the grocers are going to have this year. Obviously they got a massive pandemic boost when everybody… when all the other shops were shut. And they’re now obviously in the… they’re now lapping that fantastic performance. And I saw some stuff from NielsenIQ this week, which said that actually sales in supermarkets fell 2.4% in the four weeks to the 19th of June, which actually probably isn’t bad. If you think, they got something like 10% bonus, only to be 2.4% now a year later, is pretty good. Darren A. Smith: Well, that’s much better than I would have thought. The average was 10% up in sales, so now we’re saying only 8% up, minus two. Okay. [inaudible 00:03:10]. Andrew Grant: We had Sainsbury’s quarterly update performance. They increased their profit expectations, I think; doing pretty well, growing market share. And interestingly, the takeout I took from it, was their online business, their online grocery business, as opposed to Argos, is now steadying out. The growth rate is steadying out, but at 20% of their overall business. Darren A. Smith: Oh, one in five. Okay. Andrew Grant: So if you remember a year ago, we said it had doubled to 20%. So it doubled in a year, sort of five years worth of growth in a year, but it now looks as if the new normal is sort of one in five customers shopping online. Darren A. Smith: Right. Okay. Okay. All right. Interesting. All right. And when we look forward to the Ultimate’s coming up, what’s your predictions for what the UK grocery world’s going to look like? Andrew Grant: Well, I think, as I say, if you’re a bar and grocery, enjoy this weekend, because there’s a whole storm of stuff coming down the pipeline at the grocery sector, yet alone business. We saw this week, Haribo can’t deliver those nice little sweets because they’ve got no drivers. Darren A. Smith: Yes. Andrew Grant: So I think, the HGV situation is quite serious. I read a whole load of stuff about farmers in East Anglia having to plow in their summer crops because there’s nobody to pick the lettuces or pick the asparagus or leaks or whatever it might be. So there’s some real… and back [inaudible 00:04:55], again, desperately trying to hire workers for their convenience factories. So some real challenges around labor and supply. Darren A. Smith: So we’ve got driving shortages, labor shortages. Okay. Yep. Sorry, go on. Andrew Grant: Lots of food inflation, lots of commodity food-input price inflation, which I know the retailers are desperately trying to bat-off at the moment. And as I said, still those challenging like-for-likes from last year. And then put on top of that, bid-frenzy fever [inaudible 00:05:36] bid-frenzy fever, with… It looks like a bidding war for Morrisons, but will that spill over into a bid for Sainsbury’s? Because when you look at it, going back to what we originally said, the grocery market has done really well through the pandemic. It’s come through the other side, almost unscathed, as the rest of the economy opens up, and yet the share prices, and I know this, are where they were 25 years ago. So not surprised these clever Americans are looking at UK grocers and going, “Hey guys, we’ll have some of this.” Darren A. Smith: Yeah. And also not forgetting during COVID whilst the supermarkets did well with increases of sales around the 10% mark, they also spent a fortune on COVID costs. I think about four episodes ago, we said Sainsbury’s COVID cost was 468 million. Andrew Grant: And obviously that’s… it’s going to be nothing like that this year, so that’s straight back onto the bottom line. I mean, okay, they had a huge rates’ relief, which they paid back, which would have dented their profits, but with every like-for-like downside, there is an upside, and they won’t have all of those COVID costs this year. Darren A. Smith: True. And then I’m just thinking of two other things that are coming down the line. We’ve got people like Weezy, the London-based delivery shopping window of 10 minutes? Those guys are coming in, we talked about those a couple of episodes ago. I think Justin King was one of their investors. Andrew Grant: Yeah. Yeah. So super fast home delivery. Rapid grocer, I think it’s becoming known as. I think we said at the time, Darren, it’s a bubble. Darren A. Smith: It feels like a .com. It really does, because the 10-minute window, “Yeah, great, I got it the first time, that was exciting,” but do I really want it all the time? I don’t think so. But what do we know? We’re not just thinking- Andrew Grant: Well, if it gets to 10:30 on Sunday night and it’s penalties and you’ve run out of beer, I can see the benefit of a 10-minute delivery window. Darren A. Smith: I certainly can. In fact, I might want to in five minutes, but I hear what you’re saying. And then the other thing that’s coming down the line possibly April next year, we’ve talked about HFSS, which is the biggest change, you said to me, in enforced diets since the Second World War? Did I get that wrong? Andrew Grant: Yep. Yeah, effectively. HFSS, high fat, sugar and salt foods, the government has… Depends on your point of view, but the government has waged war on advertising these products in schools, et cetera. It’s now going a whole step further as far as the grocers are concerned, in that they will not be able to volume-promote or display these products. And for me, because this legislation is due in April next year, I do need to check when April is… Sorry, not when April is, when Easter is next year, but as the proposed legislation stands, you could see headlines like, “Boris kills the Easter bunny,” which with no Easter egg displays allowed, which would be mind blowing. Darren A. Smith: So the two principles are, you can’t volume price promote anymore and you cannot secondary site. Is that right? Andrew Grant: Yeah. Broadly. So no bog-offs, no two-for’s, three-for’s, just straight price promotion and no secondary siting. No foyer displays, till displays, et cetera. And you think, Easter is the one that really springs to my mind because think of the pallet displays of Easter eggs that the grocers put out there. Darren A. Smith: Well, I’m thinking, I’m sure we walked into ASDA last year at Easter, and there were two, three pallets of these Easter eggs, from the 10 pound ones to the pound ones. You couldn’t move past the lobby for them. Sorry, come April next year, it won’t be possible. Andrew Grant: Well, it all depends, the legislation is still to go through parliament. I’m sure the big retailers and the big three confectionary giants will lobby hard against it. And can you see a government not letting us have our Easter eggs? I don’t know, we’ll see. Darren A. Smith: We’ll see. All right. Andrew, final takeaway? Before we let you get on with your house buying, which I think you’re doing at the moment. Andrew Grant: Yeah, no, the final takeaway is get that Domino’s order in early this weekend because I think they’ll struggle for half time. Darren A. Smith: Oh, and your prediction for score Sunday? What do you think? Andrew Grant: Oh my God. Darren A. Smith: I put you on the spot, haven’t I? Andrew Grant: I think it’s penalties and England. Darren A. Smith: Okay. You said the P word. Andrew Grant: I think it’s a very tense nil/nil, and then nine penalties and we just scrape it. Darren A. Smith: All right. Andrew Grant: And what about you? What about you? Darren A. Smith: You said the word. Well, I’m going to go and be a real patriot. I’m going to go one/nil. Andrew Grant: Okay. Darren A. Smith: I’ll go further than that. I think it’s Raheem in minute 43 just before halftime. Andrew Grant: So Sir Raheem on Monday morning. Darren A. Smith: Yes. Andrew Grant: I’ll go with that. Darren A. Smith: All right. You have a good weekend. Thank you, Andrew. Andrew Grant: Chow. Bye. Darren A. Smith: Bye-bye. Take a look at the Football Bonus video on our YouTube Channel. Also, check out our award-winning blog.

Grocery Guru Episode #36: Football Bonus, Groceries, & A Tough Autumn

Use the GROW Model For Your Employees Join Andy Palmer and Darren A. Smith in the seventh episode of the Weekly Training Booster. This episode was about the GROW Coaching model; Goal, Reality, Options, and Way Forward. An overview of this coaching model to help you to begin coaching. Learn how to use the GROW coaching model You Can Read the GROW Coaching Model Episode Transcript Below: Andy Palmer: Welcome to our next MBM Weekly Training Booster. We’re at number seven. Today, we’re going to be talking about the GROW Coaching Model and how to use the GROW Coaching Model. So Darren I’ve got, and as I’ve said before, in previous videos, I’ve got issues. Another one that I’ve identified is my inability to manage time. So you said you would kindly sit down with me, use something called GROW to make me better. Can you give us an overview of what this GROW thing is you keep pushing at me? Darren A. Smith: I can, there are a number of coaching models out there, like Oscar, GROW, a bunch of others. The one I really want to focus on because it’s the most popular is G-R-O-W, the four stages of GROW. It was designed by a guy called Sir John Whitmore, who was originally a racing driver, not many people know that. And he came up with this four stage model for helping someone to coach someone else. G is the goal, where do I want to get to? R is for reality. Where am I right now? O is for options. What things could I do? A way forward is basically choose the options before I’m going to go into. Andy Palmer: Brilliant. So if we decided that I do need to resolve my time management issues, how would you be using each of those stages with me, to help unlock this? Darren A. Smith: So the first question we’d ask you around the first stage, which is goal. So one of my questions would be where do you want to get to on your time management? And you might say, where I want to get to, Darren, is… What you say? Andy Palmer: Finishing on time more often, being able to prioritize my workflow, because I tend to work on all the wrong stuff at the wrong times. And ultimately, maybe to try and manage when stress, cause I’m just incredibly busy. [inaudible 00:01:49] I’ve got a job. Darren A. Smith: And they will be great answers, because I would then follow up that with some subsequent questions to try and get you to define that goal. What does it look like when you’re there? How were you feeling? What does it look like? What does it smell like? How euphoric would that be? Andy Palmer: Good stuff. All right. So once we’ve got our goal, we know what we’re aiming for. We can then move into our reality stage of trying to figure out maybe what’s not working so well right now. Is that right? Darren A. Smith: It could be. So we’ve got our bit over here. Where does Andy want to get to on time management? But now trying to establish, how far is he away? That’s his reality. So I might say to you, considering your goal, how would you compare that to your reality? If this is nine out of 10, what score would you give yourself now? Andy Palmer: And I guess flushing out with a number of different questions coming at it from multiple different angles just helps that we’re, [inaudible 00:02:43] classes that kind of conscious incompetence. I now know what I didn’t think I knew before. I know with the view to help understand that differential between where I want to get to and actually the real reality of where I am now. That then moves us into our options. And again, we’re looking to explore things that can help solve it, I guess? Darren A. Smith: They are, so again, GROW and coaching’s all about the answers within you, all I’m trying to do is ask you the right questions to pull it out your head. What I’m not doing is giving you the answers, because we move into more mentoring, which is very different. This is all about, I should be able to coach you to do anything, as a coach. I don’t need to be a subject matter expert. So I might say to you, what have you tried before? What’s worked, what hasn’t worked, what have other people done that you’ve seen work? What things float your boat, do books float your boat? Videos? Online training? And I’m trying to prod and poke your brains when you go oh, it’s these things over here I quite like to do. Andy Palmer: Because that develops, creates a bunch of options for us, which then allows us to move forward into that way forward, that wrap up parts of the model. What does that look like? Darren A. Smith: So that might be me saying too, when you think about those three things that you’ve chosen to do, it might be an online training course. I’ll have some coaching from someone else and I’ll go and do three activities. I might say, well, which one of those isn’t going to work for you? And I’m trying to poke and prod to look to the future to see, well, where is Andy going to fall over? Because I’m trying to look forward ahead through you to see what might and might not work. Andy Palmer: I guess, following this work for me, the GROW coaching, we’re very much a cycle. One that often kind of recycles, but allows, and that’s kind of close that circle and move us towards create a plan to help achieve that goal. Darren A. Smith: Absolutely, absolutely. They’re the four stages of the GROW model. A lot of people don’t want to coach because they just want to tell, but actually the difference in coaching is you’re much more likely to do it because it’s coming from within you, rather than me just say, “Andy, go and read that from the book.” Andy Palmer: People have an emotional connections to the things that they help create. And if they’re then help creating their own plan, their own training, their own development, then they’re in a really strong place. So what’s one top tip. And it’s very leading question. If people want to embrace the GROW model, what suggestion have you got to help them take that on board? Darren A. Smith: Well, I’ve got a pitfall that people fall into, then a solution. The pitfall most people fall into is they talk too much as a coach. So my top tip is 80/20. Make sure as a coach, you’re only talking for about 20% of the time, come up with cracking big open questions and almost watch your coachee in the nicest possible way, squirm a little looking for the answers. That would be my top tip. [inaudible 00:05:40] Would be to buy our coaching cards. We now have 17 decks of coaching cards. They look like playing cards. There’s about a hundred in a deck. They’re only about seven pound 50, and they enable amateur coaches to become more professional coaches. Andy Palmer: So, let’s put a link to all those coaching decks in there. I know there’s one specifically around GROW. There’s also an advanced GROW deck as well. Prompt example questions across a number of different subject matters. Tell people to help unlock the potential in both themselves and others around them. Good stuff. All right. Thank you, Darren. That was our weekly training booster for this week. I’m not going to retake that because we’ve been here for too long already. That was how to use the GROW Coaching Model. Thank you. Take a look at the 6 Thinking Hats video on our YouTube Channel. Also, check out our award-winning blog.

Weekly Training Booster Episode #7: How to Use the GROW Coaching Model to Coach Your Employees

How to Use the Six Thinking Hats Theory Join Andy Palmer and Darren A. Smith in the sixth episode of the Weekly Training Booster. This episode was about the six thinking hats. Designed by Edward De Bono, these 6 hats help teams to solve problems with this incredible problem-solving tool. You can choose how you sequence the hats to get the best results. Find out how to apply the 6 thinking hats theory with this training booster You Can Read the 6 Thinking Hats Episode Transcript Below: Andy Palmer: Okay, good afternoon or good morning, depending on when you’re watching this. Welcome to MBM’s weekly training booster. This is number six; how the time flies when you’re having fun. Okay. Today is about how to use, and how to understand the Six Thinking Hats, the tool that’s been developed by Edward De Bono. For me, Thinking Hats is a super powerful way of helping unlock the potential and to support team thinking. So Darren, give us an overview of De Bono’s Six Thinking Hats. Darren A. Smith: It’s a way of problem-solving as a team. That’s its best application, I think, having used it for the last 20 years. It can really help a team to focus, without having to worry about being sidetracked on positioning themselves in the discussion, my opinions here, your opinions here. So it can really help a team to focus and solve a problem. And the Six Hats are various colors, they were created by, as you said, Edward De Bono, and I’d like to share them all with you. Andy Palmer: All right, good stuff. So what I’m going to ask you to do then is pick a hat, give us an overview of any one of them, anyone that comes to mind for you? Darren A. Smith: Well, let’s do the one that people would most heard of, which is the black hat. Andy Palmer: Okay, and what’s the black hat? Darren A. Smith: The black hat is being a naysayer or a negative Nellie as some people would call it. So you’re in a discussion, and the idea is that the team together wear each hat at a time, a metaphorical putting on a colored hat. So at this point, each member puts on the black hat altogether, and we have a problem to solve. And the problem might be that project XYZ isn’t working. And then what we do on a flip chart is write down all the problems with this project, “Well, it doesn’t work because Bob’s not engaged, the client doesn’t like it, we’re going to run out of money.” And we’d list all the problems, all the things that are going to go wrong, all the negativity. Andy Palmer: Good stuff. And I guess that then allows people to get those thoughts out of their head and, at the same time, manage their own perception that maybe they’re not being negative. They’re actually just trying to spot stuff that can happen, the risks that are going to be associated with the project, to then figure out if we need to accept, mitigate, transfer them, or whatever we need to do with them. So it’s a good way of unlocking that thinking where naturally the majority just don’t want to go to that black hat thinking. But this helps us to take us there. Darren A. Smith: And you can also imagine Bob and Ron in a room, and maybe Bob’s negative and Ron’s saying, “Oh, but we don’t want to be negative.” You can see the tussle going on. Whereas if we’d all agree to put on the black hat and we’re all negative together for a few minutes, great. Andy Palmer: All right, absolutely. Good stuff. All right. Pick another hat, what other colors and what [crosstalk 00:02:54]? Darren A. Smith: Okay, we’ll go opposite and we’ll talk about the white hat of the six thinking hats. Or, as we call it an MBM terms, the detective hat. And this is saying, “What do we not have? What facts and information should we go and seek in order to solve this problem?” So we don’t understand enough about the customer on this project, or we don’t have enough data, or we need to find out what the shopper thinks. That’s our white hat. Andy Palmer: Good stuff. And it’d be particularly useful when we’re trying to validate maybe the opportunity, or to consider if it’s even a goer, because we can’t make decisions without having the facts. We need to go and get them to allow us to make informed decisions. All right. Darren A. Smith: Yes. It’s a particularly good hat for… I’m at risk of mixing my metaphors and colors, but it’s good for the HBDI blues. If anyone’s done HBDI, you’ll know the blue guys love the facts; this is their hat. Andy Palmer: All right. Yes, that makes sense to me. Let’s put a link in the bottom of the video today for people are going, “HBDI, what’s that?” We’ll bring that to life as well. Albeit, let’s not go there right now. Okay. I’m going to pick a hat from the six thinking hats. I’ll pick the red hat. The red hat’s about… And actually, this does align to Hermann, more about feelings and hunches and intuition. Darren A. Smith: Yeah, so this is about giving the group permission. We all put on the red hat and for, let’s say, four, five minutes, “What are our feelings on this project?” “Well, I’m pissed off with Bob,” and, “Ron’s doing really well, but I fear this.” It allows us to put our feelings forward, and particularly as a British male, we’re not allowed to do that. But with the hat on, we can, which is great. Andy Palmer: Okay, fair enough. Yeah, and I think this is important for a number of reasons. One, because yes, we can look at projects as being one dimensional things. But actually they have impact on people, whether that’s internally, externally, maybe customers further afield, to consider those groups in a much, dare I say, detailed, much greater level of detail can be powerful. Darren A. Smith: Yeah, very true. Andy Palmer: All right. All right, so that’s our red hat, that’s our black hat, and our white hat. Pick another one for me? Darren A. Smith: Okay, so let’s talk about our green hat, and in MBM terms, it’s our entrepreneurial hat. It’s our creative ideas hat. So this is where us yellows in HBDI terms, or the right brain-ers, put this hat on and they go for it. So the group all put on the same hat and we list all the ideas that we’ve got to solve this problem. Now, one of the tools that you and I know works very well here, is random word tool, and again, we’ll put a link to that. But sticking with De Bono, this is all about how many ideas have we got? How many solutions? How many crazy thoughts to solve this bad boy? Andy Palmer: Yeah, we’re talking about a good level of brainstorming, getting it all out there, no idea’s a bad idea. Then we filter them, prioritize them, remove the duplication, and get down to the ones that are going to help solve our particular problem when we’re doing a problem-solving. Good. Okay, good. Tell me about the blue hat? Darren A. Smith: Okay, the blue hat is our policemen hat or our film director hat. It’s the process hat. So this is the hat we put on at the start and at a end of the sequence, I’ll come back to those in a moment. But at the start, before we all start putting on a red hat, or a white hat, or black hat, we have a process which says, “As a team, we’re going to do this for about 20 minutes, five minutes per hat”, let’s say. “We are going to evaluate at the end of the blue hat again.” And this is making sure that our journey is going to solve our problem. So the blue hat is about setting it up correctly, which hats are we going to use for how long, and then evaluating again at the end. So blue to blue with other colors in the middle. Andy Palmer: Lovely. Well, last but not least then, our yellow hat? Darren A. Smith: So our yellow hat is the opposite, I guess, of our naysayer black hat. The yellow hat is all about optimism. It’s all about, “Okay. What about if we found a hundred thousand pounds and threw that into the project, how could we solve it?” Or, “What if we all worked every day for the next 10 days, how would that work?” So we’ve got to try and split the ideas into the optimism. These hats are quite close, but optimism is the exact opposite of the black hat. Andy Palmer: Brilliant. All right. All right, it’s a great overview of how De Bono’s Six Hats can help facilitate our own thinking. And the bit that I really liked, depending upon the situation you’re in or the thing you’re trying to explore, you can select a sequence of hats. Sometimes it might be the blue, the red, and the green. Other times it might be all six. And as you talked about earlier, sometimes you might start with one hat and finish with that same hat, and do some other stuff in the middle. So while I don’t think we’re getting into all those different permutations and scenarios, maybe we can, again, add a link at the end of this video for people can then see how they can practically apply it. Darren A. Smith: We do have some sequences that we’ve written down in the link which we’ll put in. I’ll just share with you a couple that I’ve seen work really well. If you’re new to the Six Hats thinking, then I would take a blue hat, consider with your team, “We’ll do all the colors of the hats”, and finish with a blue. That seems to be the basic choice. When you get more advanced, you might just do blue, black, and white, and then blue again, that’s possible. And remember that this thing shouldn’t take that long. The hats, you only wear a hat for up to about five minutes. We’re not talking about hours of discussion. Andy Palmer: Great stuff. All right, fabulous, top tip. Let’s wrap it up there. We’re going to put some additional information in the link. Today’s video was about Edward De Bono’s Six Thinking Hats and how you can use them to solve problems and improve communication within teams. Darren A. Smith: Brilliant, thanks, Andy. Take a look at the 6 Thinking Hats video on our YouTube Channel. Also, check out our award-winning blog.

Weekly Training Booster Episode #6: How to Use Edward De Bono’s Six Thinking Hats & Their Sequences

Become a Supermarket Supplier with S.E.L.L.I.N.G Join Andrew Grant and Darren A. Smith in the thirty-fifth episode of the Grocery Guru. They discuss how to become a supplier to a UK/European Supermarket using their acronym of S.E.L.L.I.N.G. that helps you to get ‘a foot in the door’. Use S.E.L.L.I.N.G. to help you become a supermarket supplier You Can View the Full S.E.L.L.I.N.G Transcript Below Darren A. Smith: Welcome to episode 35 of the Grocery Guru. We are here with that guru. Andrew Grant, how are you? Andrew Grant: Morning Das, yes, very good, thank you. Darren A. Smith: All right. Good, good. You’re off to buy a house soon. So we’re going to make it snappy and grab a bit of your time. Andrew Grant: Yeah, maybe we should do negotiate. I think whether it’s all about selling, maybe you should do negotiation based on what I’m up to today. Darren A. Smith: All right. You and I were together yesterday at the Algerian trade conference. How was that? Andrew Grant: Well, virtually. I don’t think we were actually in Algeria. I didn’t notice, but yeah. Darren A. Smith: We were. We were. And what came out of that was there was an audience of about 200. There was the minister of trade on the top table. You and I were virtually there as well, offering advice on suppliers who want to become suppliers to UK and European supermarkets. And you and I found a whole bunch coming out of that from the questions they asked. So I’m going to drill into your head and see if we can bring some of that back for viewers today. Andrew Grant: Yeah. Well, what struck me was just how desperately keen overseas buyers are to get into Brexit Britain. Darren A. Smith: Yes. Andrew Grant: They really see us as a land of new opportunity and yeah, they’re desperate to do trade with the UK. Darren A. Smith: So thinking about your years in supermarkets, what made you want to select this supplier as a supplier and not this one? Andrew Grant: Yeah. Now that’s a good question. Because I still remember. Particularly when I did produce and a lot of those Algerian suppliers were produce suppliers. I’d get faxes every week with, “Oh, we can supply your melons for X.” And it was always half what I was currently paying, but I never did business with them. Because you’ve got to be able to trust the supplier. And you’ve got to know that they do the basics in terms of technical and logistics. So can they get the stuff to you? And is it not going to be full of harmful chemicals and stuff when it gets out? Are the two most important things. But what always struck me and I know I’ve used the analogy before is very often new suppliers, particularly those from abroad would just not do their homework. Darren A. Smith: Yeah. Andrew Grant: And I would sit there thinking I was almost like a travel agent. “How may I help you today? Yes. Let me guide you through the process of S.E.L.L.I.N.G to me and let me write the tickets out for you and the itinerary. And here’s your seat number. And would you like a drink before your meal?” Honestly, it was… Some of the basics they didn’t do was scary. Darren A. Smith: It was. And when we work with current clients and some are suppliers… Who want to become suppliers to supermarkets. One of the things we’re trying to share with them is they’ve got to do their homework. And that’s blindingly obvious, yet we are still surprised by how many that don’t. How many that don’t know how many depots Tesco have or Sainsbury’s have and how the supply chain works. Andrew Grant: Well. That’s… I think it’s common courtesy, especially in this day of the internet, to know how many stores a supermarket group has, what fascias they operate on, what their advertising timeline is. That is really basic stuff. If you or I have gone for an interview, you actually bother to find out who your prospective employer is, what they make, how they operate. And it just stick in me because effectively a new supplier is going for an interview when they’re meeting a buyer. Darren A. Smith: Right. Andrew Grant: So I think that’s common courtesy. And if they don’t even know how many stores a retail has, they should be shown the door instantly. But then another level down, one of the common things I find particularly in chilled food, is they don’t understand just how sophisticated and just in time the chilled supply chain is in the UK. Darren A. Smith: Yeah. Andrew Grant: They’re staggered when you say you’ll get day one for day one orders. “What do you mean day one for day one?” “Well, you get an order at 8:00 AM and you’ll have to be in [RDTC 00:04:21] by 4:00 PM that afternoon. Oh, and by the way, they’ve got 28 of them.” Darren A. Smith: Yes. Andrew Grant: And you can see their heads just exploding. Darren A. Smith: And the other point I heard came out of the conference yesterday, you made a very good point around adding value or a USP. Would you just share more with these guys around what you were talking about at the Algerian- Andrew Grant: Yes. That’s probably the third level for me. So level one, common courtesy know how many… Yeah, know who you’re S.E.L.L.I.N.G to. Level two, get the technicalities right. So can you deliver, do you know what safety standards and hygiene standards they insist on? Do you know what the logistics operation is? But then it is about how can you add value to their business? And that’s the sophisticated way of selling that we train, it’s needs based selling. So who are their shoppers? What do their shoppers want? What are the needs that they’re trying to deliver for their shoppers? So on a really basic level, are they going to need to go up market, are they going to need to go down market? Are they value driven? How important are promotions? But on a much more sophisticated level that we spend a lot of time with UK suppliers on, it is what is the biggest strategic challenge facing an Asda at the moment or a Tesco at the moment? How do they stop the erosion of their shoppers to the likes of Aldi and Lidl? That’s probably the biggest strategic challenge for the big four is how do we range, price and promote to stop the inexorable bleed to Aldi and Lidl. Darren A. Smith: You just reminded me of a wonderful story. I think his name was Ronnie [Owlback 00:06:08] , but I’ll have to check that, the founder of Goo. And he said that he created some packaging or his design team created some packaging, he put it on a shelf in Waitrose, it was just a piece of packaging. There’s nothing in it but you wouldn’t know. And he checked from up to the aisle to see how many people picked it up to see whether he might be able to sell it. And every time he put it there, it got picked up within 10 seconds. When he put it back, it obviously went to the customer, it’s fake pizza packaging. Put it back in, someone else picked it up. And he thought, “Actually, I’ve got a good business there.” Andrew Grant: Yeah. Yeah. [crosstalk 00:06:40] yeah. In terms of standout and impact. Yeah. So it was at different levels with different suppliers, but as far as the very busy people, they’ve got their own businesses to run, but it does often surprise me. But they don’t treat it like it’s a personal job interview. Anybody that goes for a job interview, that’s a big thing in your life or your career. You spend a lot of time prepping and covering the questions you may get asked, the challenges that may get thrown at you. And yet, you and I have both been staggered over the years at the lack of prep and almost the ignorance that is sometimes shown. Darren A. Smith: Yeah, it is shown. Just finishing up, we’ve come up with this mnemonic S.E.L.L.L.I.N.G with seven parts, just going to start two seconds on that. And then we’ll let you go and negotiate with the state agents. Andrew Grant: Yeah. Well, it’s a seven-step pneumonic, is it? Is that what you call it? Darren A. Smith: Mnemonic, yeah. Andrew Grant: Pneumonic. I call it an acronym. But anyway, acronyms, you, mnemonics, me. Yeah. It’s a seven step and I’m sure you’ll put a link on the end of this webinar. But the seven things you need to do to prepare to effectively sell. I won’t go through each of them, we’ve covered the most important ones, which is shopping knowledge, educate yourself about the customer. What insights have you got that will differentiate you from the rest of the pack? Legislation, do you know how [G Scott 00:08:25] can protect you? And if you do get into a contractual discussion with a retailer, you need to know what supply agreement is written. Supplier agreement and ensure it is drafted correctly. So a nice, simple mnemonic as you call it. But actually if you are planning a meeting with a retailer in the next week or so, that’d be a really good starting point. Darren A. Smith: All right, Andrew, thank you very much for your guruness. Best of luck buying a house. I will talk to you next week. Andrew Grant: Okay. Take care. Darren A. Smith: Take care. Bye. Take a look at the S.E.L.L.I.N.G video on our YouTube Channel. Also, check out our award-winning blog.

Grocery Guru Episode #35: How to Become a Supplier to a UK/European Supermarket Using S.E.L.L.I.N.G.

How to Give Feedback Part #4 Need to have ‘That’ conversation but don’t know how, worried how it’ll be received, or just believe that if you ignore it for long enough it’ll go away? This 4-day training will dispel every belief you have about feedback, that you’ve been previously taught or learned by yourself along your leadership journey. Learn how to give effective feedback with this sticky lunch Sticky Learning Lunch Videos M: Struggling to be Productive Because You’re Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts  E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back  G: Frustrated Because You Know You Need to Coach Your People – Goal  R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1  2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5  1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2  3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3  4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4  M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset  I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #5 6: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #6 7: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #7 1: The Leadership Upgrade – #1 ‘(Self) Evaluation’ 2: The Leadership Upgrade Part #2 ‘Vision’ 3: The Leadership Upgrade #3 ‘Obstacles’ 4: The Leadership Upgrade #4 ‘Create’ 1: What is the HBDI Model and Whole Brain Thinking ® – Part #1 2: How You Use the HBDI Model to Better Understand Yourself and Others – Part #2 3: Practical Application of the HBDI Model for You and Your Teams – Part #3 1: Feedback – ‘What Elephant? – How to Give Feedback’ Part #1 2: Feedback – ‘What Elephant? – How to Give Feedback’ Part #2 3: Feedback – ‘What Elephant? – How to Give Feedback’ Part #3 Take a Look at Our Podcasts

Sticky Learning Lunch #61: Feedback – ‘What Elephant? – How to Give Feedback’ P4

How to Give Feedback Part #3 Need to have ‘That’ conversation but don’t know how, worried how it’ll be received, or just believe that if you ignore it for long enough it’ll go away? This 4-day training will dispel every belief you have about feedback, that you’ve been previously taught or learned by yourself along your leadership journey. Learn how to give effective feedback with this sticky lunch Sticky Learning Lunch Videos M: Struggling to be Productive Because You’re Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts  E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back  G: Frustrated Because You Know You Need to Coach Your People – Goal  R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1  2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5  1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2  3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3  4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4  M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset  I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #5 6: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #6 7: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #7 1: The Leadership Upgrade – #1 ‘(Self) Evaluation’ 2: The Leadership Upgrade Part #2 ‘Vision’ 3: The Leadership Upgrade #3 ‘Obstacles’ 4: The Leadership Upgrade #4 ‘Create’ 1: What is the HBDI Model and Whole Brain Thinking ® – Part #1 2: How You Use the HBDI Model to Better Understand Yourself and Others – Part #2 3: Practical Application of the HBDI Model for You and Your Teams – Part #3 1: Feedback – ‘What Elephant? – How to Give Feedback’ Part #1 2: Feedback – ‘What Elephant? – How to Give Feedback’ Part #2 4: Feedback – ‘What Elephant? – How to Give Feedback’ Part #4 Take a Look at Our Podcasts

Sticky Learning Lunch #60: Feedback – ‘What Elephant? – How to Give Feedback’ P3

How to Give Feedback Part #1 Need to have ‘That’ conversation but don’t know how, worried how it’ll be received, or just believe that if you ignore it for long enough it’ll go away? This 4-day training will dispel every belief you have about feedback, that you’ve been previously taught or learned by yourself along your leadership journey. Learn how to give effective feedback in this sticky learning lunch Sticky Learning Lunch Videos M: Struggling to be Productive Because You’re Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts  E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back  G: Frustrated Because You Know You Need to Coach Your People – Goal  R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1  2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5  1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2  3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3  4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4  M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset  I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #5 6: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #6 7: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #7 1: The Leadership Upgrade – #1 ‘(Self) Evaluation’ 2: The Leadership Upgrade Part #2 ‘Vision’ 3: The Leadership Upgrade #3 ‘Obstacles’ 4: The Leadership Upgrade #4 ‘Create’ 1: What is the HBDI Model and Whole Brain Thinking ® – Part #1 2: How You Use the HBDI Model to Better Understand Yourself and Others – Part #2 3: Practical Application of the HBDI Model for You and Your Teams – Part #3 2: Feedback – ‘What Elephant? – How to Give Feedback’ Part #2 3: Feedback – ‘What Elephant? – How to Give Feedback’ Part #3 4: Feedback – ‘What Elephant? – How to Give Feedback’ Part #4 Take a Look at Our Podcasts

Sticky Learning Lunch #58: Feedback – ‘What Elephant – How to Give Feedback’ – Part #1

HBDI Model & Whole Brain Thinking #3 Find out more about the HBDI Whole Brain Thinking ®. ? Do you want to understand more about the way you prefer to think, communicate, and make decisions using the HBDI ® assessment? ? Using the HBDI ® assessment, understand how you can use your profile to help adapt your thinking, decision making, and communication style to improve audience engagement. ? Identify how to improve team effectiveness, through better problem solving and effective feedback. Improve your HBDI knowledge and understanding with this sticky learning lunch Sticky Learning Lunch Videos M: Struggling to be Productive Because You’re Working from Home? I: Help! Cabin Fever is Starting to Take Hold N: Confused about What to Wear When You are Working from Home? D: Working from Home – Lots of Time – Not Sure Where to Start? S: Working from the Kitchen Table and the Sofa will Drive You Nuts  E: It is Hard to Know How People Feel when they Work from Home T: The Tech You Use whilst Working from Home is Holding you Back  G: Frustrated Because You Know You Need to Coach Your People – Goal  R: Frustrated Because You Know You Need to Coach Your People – Reality O: Frustrated Because You Know You Need to Coach Your People – Options W: Frustrated Because You Know You Need to Coach Your People – Way Forward 1: Personal Development Plan – Not Sure What to Start? Part #1  2: Personal Development Plan – Not Sure What to Start? Part #2 3: Personal Development Plan – Not Sure What to Start? Part #3 4: Personal Development Plan – Not Sure What to Start? Part #4 5: Personal Development Plan – Not Sure What to Start? Part #5  1: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #1 2: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #2  3: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #3  4: The Cunning 4 Stage Sales Plan by Geoff Burch – Part #4  M: Having a Mental Health Conversation Bothers Me – Part #1: Mindset  I: Having a Mental Health Conversation Bothers Me – Part #2: Importance N: Having a Mental Health Conversation Bothers Me – Part #3: Network D: Having a Mental Health Conversation Bothers Me – Part #4: Direction Your Online Presentations Really Lack Oomph and Engagement – #Part 1 Your Online Presentations Really Lack Oomph and Engagement – #Part 2 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #1 They Come Back from Training Courses and Do Nothing Different – Arggh! – Part #2 My Virtual Team Could be Much More Effective – Help! Part #1 My Virtual Team Could be Much More Effective – Help! Part #2 Working from Home I Feel like I am Always Stuck in the Office 1: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #1 2: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #2 3: No Flaming Idea How to Prepare Effectively for a Negotiation? Step #3 1: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 1 2: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 2 3: Are You Annoyed by the Tasks on Your To-Do List that You Just Keep Putting off? – #Part 3 1: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #1: Capturing 2: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #2: Listing 3: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #3: Emptying 4: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #4: Deleting 5: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #5: Storing 6: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #6: Scheduling 7: My Time Management is Excellent! – I Don’t Need to Attend this Webinar – Part #7: Acting 1: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #1 2: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #2 3: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #3 4: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #4 5: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #5 6: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #6 7: Significantly Increase the Number of Category Opportunities Landed with this 7 Step Process – Part #7 1: The Leadership Upgrade – #1 ‘(Self) Evaluation’ 2: The Leadership Upgrade Part #2 ‘Vision’ 3: The Leadership Upgrade #3 ‘Obstacles’ 4: The Leadership Upgrade #4 ‘Create’ 1: What is the HBDI Model and Whole Brain Thinking ® – Part #1 2: How You Use the HBDI Model to Better Understand Yourself and Others – Part #2 1: Feedback – ‘What Elephant? – How to Give Feedback’ Part #1 2: Feedback – ‘What Elephant? – How to Give Feedback’ Part #2 3: Feedback – ‘What Elephant? – How to Give Feedback’ Part #3 4: Feedback – ‘What Elephant? – How to Give Feedback’ Part #4 Take a Look at Our Podcasts

Sticky Learning Lunch #57: Practical Application of the HBDI Model for You and Your Teams P3

Our podcasts aim to help you, the listener, to get a personal development tip that will make you better at work. Help you to improve your time management skills, nail your negotiation skills, or to be the best at Category Management. Every episode of this podcast will enable you to do one thing that will improve your efficiency and effectiveness at work.| We (MBM) are the soft skills training provider to the UK Grocery Industry, helping Suppliers to win more business. They choose us because of our money back guarantee, our relevant experience, and because we make their learning stick. The problem suppliers face is that they are investing money in training but are not seeing a measurable return on investment. Our 5 level evaluation provides a ‘Chain of Evidence‘ for each training course. Our trainers have worked on both sides of the fence and know the challenges of working with the UK supermarkets and being a supplier in a very demanding environment. Our unique training method, Sticky Learning ®, ensures that your Learners are still using their new skill 5 months later and this is supported by a money back guarantee. http://www.makingbusinessmatter.co.uk

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Personal Development Tips told through Short and Sticky Stor...

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