By Sherif Attar
In a world of ever-changing ambiguity and uncertainty, executives have to face two challenges: excellent performance and people development. Where many managers think those endeavors are “competing”, this author believes they are “completing”.
GET DOWN TO BUSINESS argues.
Adapted from Rob Jolles, business consultant
As a child, I remember “connect the dots” game. What looked like a bunch of random dots on paper, could magically be connected to create an unexpected prize: a picture. Well, when looking at how ideas are formed in another person’s mind, all you need to do is connect the dots.
When people look at specific solutions to address their needs, they are usually completely unaware of the string of connections that got them there. For instance, one of my favourite little products is a pair of glasses made from a company called Thinoptics. This particular company manufactures a thin, lightweight, comfortable pair of reading glasses that can be carried on the back of your phone, purse or pocket.
Many people, like me, can get away without glasses, but once in a while, I’m without a way to make out critical text. You find yourself guessing at what you are reading, and after you guess wrong once or twice, you’ll buy yourself a pair of Thinoptics. But that’s the finished picture; let’s take a look at how you get there.
It begins with a problem. Needs don’t drop out of the sky; they actually are formed by the challenges we endure. It’s not uncommon for people like me to only require the use of glasses when reading smaller print. I found myself often straining to read a menu or a text message on my phone. Now that you see the problem, let’s connect the dots:
- The Problem Shapes the Need. With the problem identified, the mind moves and connects to the need. This usually presents itself as a rather vague desire. In this case, I found myself wanting a thin, lightweight pair of glasses, thin enough to fit in my pocket.
- The Need Shapes the Solution. With the need identified, the mind moves and connects to the solution. The solution began to take shape as something small that could be connected to my wallet or cellphone case.
- The Solution Shapes the Feature. With the solution identified, the mind makes its move and connects to specific features that solve the problem.
This string of events was a matter of connecting the dots. When you’re trying to help someone past his fear of change, you need to be aware of these dots that are being connected.
Now, let’s connect the dots from a business perspective.
- The Problem Shapes the Need. Once you learn about the connection between problems and needs, you see the wisdom of not walking into a situation with someone you’re trying to persuade and asking him what they need. Instead, you spend time establishing trust and earning the right to ask problem questions.
- The Need Shapes the Solution. Once you learn about that connection between needs and solutions, you see the wisdom of not going into the solution. Instead, you pivot off those problems and ask questions like, “Are you looking for a solution to have them with you, without having to remember to pack them?”
- The Solution Shapes the Feature. Once you learn about that connection between solutions and features, you see the wisdom of pivoting off those solutions, and providing connections between the solution the required, and the specific features you offer that satisfy the requirements.
So when you look at how people make decisions, and how to work within those decision patterns, it’s a matter of connecting the dots. If you learn to ask questions about problems that your solution is specifically geared to address, you can connect the dot that moves others to your solutions. Make that discovery their idea rather than yours! How’s that for a good game of connect the dots?
For questions or suggestions, please send your comments.
Sherif Attar, an independent management consultant/trainer and organisation development authority, delivers seminars in the US, Europe, Middle East and the Far East.
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