[Music] hello everybody and welcome to Executive Forum delighted to have you with us today my name is Dave Malone and I'm your host if you were with us back in January uh we did a start of year boot camp and we had Sean Weaver with us and Sean I know Sean about 25 years there's no doubt he's one of Ireland's foremost and premier and best uh sales training and sales enablement consultants out there and he works in the communication space as well we've asked the feedback was phenomenal as I've said we've asked Sean back and he's going to do a follow-up session to that so if you're in the market to improve your interpersonal skills h and learn how to build trust and influence people better then you're in the right place so without further ado I'd like to welcome Mr sean Wafer thank you Dave appreciate that and nice to be here with you all again today um one of the things Dave said was my background in sales but actually my specialism is in communications so whether it's leadership or sales it's all in that space and in fact I see leadership and sales as two sides of the same coin really because when you're involved in sales you're dealing with external uh stakeholders in order to build relationships or as I say make connections and have great conversations in order to drive revenue but as a leader internally you got to be able to make those same connections and have great conversations with internal stakeholders so you can get them to execute what needs to be done to ensure that the company runs at its most productive rate the purpose behind this session is to build on the previous session on advanced questioning and influencing skills and talk to you a little about how do we start to work with people who are completely different to us when it comes to different personality types different communication preferences and how do we build really highly trusted relationships with people so the name of this session is called connecting in color and it's based on my book the highly trusted advisor how to lead teams and win clients in the hybrid age the main thing here is while it's great to be absolutely a master of questions and language a key element is to build a level of trust with people before they're willing to give you full responses to those questions and by that I mean there are different levels of trust in relationships so for example you may know people that you know and that you like and that you trust but you may not share everything with them and then there are other people where you have no reservations no hesitations no limitations whatsoever you just put everything on the table for them and you have a great relationship and those are powerful relationships those are influential relationships and one of the ways in which we do that is we're able to build very high levels of rapport with people so in this model what I want to do is I want to talk about um a methodology a process that allows us to do that by choice you see fundamentally for those of us not trained in this area uh we have an issue whereby we meet people and we either click with them or we don't click with them you know we either have a black or a white communication it goes well or it doesn't go well and that's based on a fundamental human principle which is what's called the fight orflight response if you saw somebody that you thought was an enemy you were able to get away or you were able to fight them you saw somebody as a threat you were able to do the same thing um regrettably and maybe not so regrettably we can't do that in a modern office environment we have to be significantly more elegant in our communications and more importantly it's not enough simply to build relationships with people based on good instinct we have to make choices about how we communicate with people and how we build powerful high trust compelling relationships with people and that's what I mean about the people that you might like that you might know but that you don't maybe have a high level of trust with versus those that you have no reservations or limitations with and you have these highly trusted powerfully influential relationships with people that you can work with quite happily day in and day out and accomplish extraordinary things with so uh let me introduce to the process and let's talk about something that's actually not that new in fact to bring you back to the original concept of the of the program it goes back to Athens in Greece 2 and a half thousand years ago and to a man known as Hypocrates pockates was the founder of modern medicine uh but not only was he the founder of modern medicine he was also a person who was something of a a behavioral psychologist as well and he looked at people he he studied people and what he did was for us which was a huge boon in terms of the psychology of communications he typed people based on would you believe their inner fluids but that's as far as I'm going to go with that so what he did was he came down to the fact that there were four primary behavioral types and they were red which you call cherics then yellow which you call sang wines then he had greens which you call flaggmatics and he blues which he called melancholics you don't need to worry about the actual names but do focus on the colors and what he did was the original model of color psychology understanding working with people's different communications preferences working with people's preferred engagement levels when we're developing highly trusted relationships with them and looking to influence ask questions use language get people to work with us collaborate with us co-create with us coach with us in order to get the very best out of the people that we are leading or managing or engaging with now many of you will be familiar with the color model and and some of you will be familiar with the disk the old disk concept which relates very closely to this personally I prefer the column model uh because it's intuitive it's easy to deploy and allows you to get uh to where you want to be with somebody very very quickly indeed rather than thinking whether they're ENTJ or any of the other sort of uh terminology we typically use in a disk environment not that there's anything wrong with disk it's a great system but for me personally been able to use colors and apply colors is a powerful way by which I can quickly reformat my behavior my strategy my communications with people to build a really close and deep and compelling relationship with them so 2 and a half thousand years ago is where this original concept came from now fortunately we've taken that into the 21st century and we've associated a whole series of values or traits uh with these particular colors and now what I'm going to do is I'm going to ask you to look at these new values and traits and make a decision about where you think you might be in relation to this so here's the opportunity you're going to get a chance to choose your color now the reason that we need to do this is at the Oracle of Deli said "Know thyself." It's important to understand where you sit on the quadrants because by understanding where you sit on the quadrants you'll find out automatically those that you'll communicate with easily and those who will be a little more challenging to engage with and then what you need to do to overcome those particular challenges to engaging with them to build powerful compelling and influential relationships so let's take you into the values that we work with and this is the model that we're working from now so we've uh taken his melancholics and sanguins and flaggmatics and we developed him into what we call the red warrior type this is the first person on our four quadrant model now these kind of people are competitive they're demanding they're bold they're strong they're action takers they love challenges they're highly task focused and very focused on accomplishing the mission they're driven by powerful values and those values are ambition status control these are powerful values that drives these particular individuals now as far as their communication is concerned it's usually short and to the point a great way of defining it is be bright be brief and be gone when you're communicating with these particular individuals the problem is with their communication is because they're so direct and so task focused it can be overly direct sometimes their communication can be clipped it can be brief it can be very focused um it can be a little bit intimidating maybe a little bit overwhelming to different types of individuals who might see that style as aggressive or confrontational and so one of the things we have to be aware of is why people communicate in this model and then knowing the model how we can adapt to work with them more effectively because all of this is about the capacity not just to recognize difference but to be able to flex our behaviors to work more effectively with them because that's how we make powerful connections and of great conversations so your red type individuals are very strong willed and very task focused and very focused and and as I said driven by these powerful powerful values of ambition and status and power and control now the next individual that you'll see is what we call the yellow influencer type now you'll know the yellow when you meet them they're chatty they're sociable they're highly engaging they're the kind of person that if they walk into a room and there's nobody else in the room they'll talk to the wall because they have to they have to verbalize they have to communicate they have to generate their their language and sound and the reason is that they're primarily driven by auditory responses hearing and sounds are very powerful for them in terms of their communication and I'll explain why a little later on why it's really critical to understand that when you're working with them now these particular individuals are very sociable dynamic expressive you'll see them talk a lot with their hands for example is a very good example of the individual that you're dealing with you're dealing with people who are very enthusiastic very persuasive in many cases and in in a lot of cases as I said they're expressive they'll use their hands now you'll notice one thing about these two colors which will become very important when it comes to recognizing and working with these types and that is both reds and yellows are extroverted by their behavior now the powerful thing about human humanity is that we understand automatically purely by physiological and verbal responses whether a person is extroverted or introverted so if somebody walked into our room right now and they came in and they walked in with purpose their posture was straight they spoke quickly or they spoke they spoke to you they engaged you straight away they might be expressive with their hands we see straight away that that kind of person is extroverted by their behavior by that we mean they are comfortable with uh expressing their energy externally they're comfortable working with other people in many cases they get a lot of their energy from working with other people so one of the great things about being able to recognize and work with people is that if you use this model once you're dealing with a person who's extroverted by behavior on your team you're looking at a person who's probably red or yellow in terms of their communication preference now there is another element that we need to look at but I'll address that a little later in order to get the exact preference that we're dealing with but moving on if you deal with the greens you're dealing with the green healers these people are very focused on other people they're what we call kinesthetic or feeling based their emotions are critically important for them they like to be comfortable they like harmony they are not fans of confrontation they don't like any form of conflict and will actively avoid it if they can that said they're incredibly loyal they're incredibly persistent and they're fantastic members of a team to have now as I'm sure you've already worked out a really good team has a mixture of all of these different colors involved in that but the problem that we might have as a leader as an executive or as a as a manager is sometimes you will recruit people who are just like you which is quite natural because you get on with them and then what happens is your team becomes maybe red heavy or yellow heavy or green heavy or blue heavy and you miss out on the strengths of the other colors that you really need to have a really successful and properly functioning team so as a manager as a leader as an executive one of these fundamental skills is the capacity to be able to recognize people and even though they're different be able to work to with them to connect with them and to value that difference as a strength that you may not have so your green type individuals are very sharing they're very caring they're very relaxed they're very amiable they're very easy and they're very patient people to work with great team members to be a part of the process the last individual you're dealing with is you're dealing with your scholarly blues these are interested in understanding they're interested in order they're interested in completion they're interested in logic analysis and this is fundamental for them so they're very interested in things having a structure to it uh a schedule a timetable u a plan i mean you know these sort of people didn't come out of the womb unless they had a flip chart outlining where they were going to go for the first six months they are absolutely plan everything to the last detail but again you need these people on your team you need people who can sketch out the ideas that come from the reds and come from the yellows that are able to map that plan it detail it in granular detail so that actions can be agre agreed and accountability placed on the team in order to deliver the results that you're looking to do so this is our model now what I ask you to do is ask you to choose a color um maybe the color that most resonated with you so maybe it was a red maybe it was a yellow maybe it was a green or maybe it was a blue or maybe just maybe some of you are suffering from schizophrenia i couldn't choose one i'm kind of red but I'm a bit of yellow or I'm a bit of green and a bit of blue if that's what's happening for you let me deal with the schizophrenia now so the beauty about these colors is while you will absolutely have classic colors like your red and they'll be very clearly read individuals and types that you're dealing with or you'll very clearly have strong yellows you'll very clearly have strong greens and blues and I'm sure right now you're already thinking about people on your team who match those kind of areas you'll also get mixes of colors now what do I mean by that well somebody might present themselves as a very strong red they'll be directive they'll be in your face they'll tell you what you want they'll be demanding they'll be brief they'll be direct they'll be concise they'll make decisions quickly um but then when you meet them when all that's done when they feel and this is really important that everything's under control they might suddenly become extremely sociable you know they might throw a pizza party or they might invite you out to a few drinks it might be great fun um you know out out afterwards at drinks or at dinner for example so you'll see it you'll see that it isn't just purely focused purely on the task purely on the mission when that area is covered for them when they feel in control of that then you'll see another side you'll see that sociable engaging humorous kind of side come out equally but this is important to understand though the difference between a red and a red yellow or a yellow red so a red yellow is a person who will lead with red so you'll see all those red traits coming out straight away and then when they feel comfortable that's when the yellow will come out if you're dealing with a yellow red however they lead with sociability they'll lead with the fun they'll lead with the engagement they'll lead with the the persuasiveness the big ideas but when they see things aren't happening that's when they'll dive into the red and all of a sudden become very directive maybe do some micromanagement be very controlled about what's going on and you'll see a change in their behaviors as well why am I mentioning this well the thing is it's really important to understand what's the lead color because the lead color whether it's red or yellow or blue or green is the color that we work to initially now here's something else that's important all of us have all colors in our makeup okay so we all have reds we all have yellows we all have greens we all have blues we have all of these traits all of these values all of these elements all these ways of processing information already ex exist in every single one of us so we can understand where a person's coming from but we may not have it very strongly let's say for example we are a strong yellow there's a pretty good chance we'll have a low blue element in our makeup and so what happens is you'll get a sort of a tension if you will between a yellow person and a blue person or between a red person and a green person and I'll get into that in a moment but what's really important is to understand that we actually have all of those colors in our makeup now to take it a stage further and to add a little more complexity to that what we're looking at when we're in the job is the face that people want us to see in other words what we call a conscious persona it's the face they adapt so people will actually manipulate their energies to present a particular persona in the job and when you're working with these people that's the persona you engage with but we also have an external or what we call unconscious persona which is how people present when they're at home when they're at socializing or indeed when they're under stress so it's important to understand that a lot of us can have two types of personas now they may not be radically different i mean the big change in a lot of cases was when somebody steps into a leadership position or a management position because of our traditional sense that leadership is about command and control they'll work very hard on building up their red energies and then that red energy disappears when they go home or disappears when they're going out for a couple of drinks or a social entertainment but actually in terms of leadership what's really important to understand is red is not the power that makes leadership work in today's age in fact green the collaborative energy the emotional energy the supportive energy is what really drives teams in today's world command and control is only used at the extremes when someone has just joined a company doesn't know what they're doing that's when you need to use a little bit of command and control and tell them what they need to do and then at the other end of the extreme the bell curve is when somebody is leaving their motivation's gone they've got another job if you want to drive performance from them you may need to use a certain degree of command and control but for the vast majority of our team members we need to be able to coach to support and utilize what they now call servant leadership which is really learning coaching skills questioning skills engagement skills and working with them to release more of their potential in what they do but coming back to this you can get a mix of colors you have the reds yellows greens and blues but you got red yellow or yellow red you've got yellow green or green yellow you've got green blue or blue green and then you've got red blue or blue red as I said what's important is to identify the primary color and then understand that there might also be a strong secondary color to the makeup and then to adapt accordingly uh it's really important to understand this because while we understand where we're coming from the real secret the real power in this model is to look at our team or to look at our client base or look at the people that we work with and interact with every day and be in a position to identify where they're at so we can adapt and develop our style we can flex we can change we can modify i I'll give you a simple example what I mean by that if you're watching this live let me let me ask you to do something just fold your arms for a second so just fold your arms simplest thing in the world to do okay i mean there's a good chance you didn't have arm folding class when you were a kid right this is just something you do unconsciously you don't think about it you're comfortable doing this all right uh and if we take that as a metaphor for how you communicate that's how we communicate it's easy to communicate with people who fold their arms the same way as us because it's unconscious it's comfortable doesn't require any effort but now what I'd like you to do is I'd like you to fold your arms again but this time in the opposite direction so now you have to fold them in a completely different way to the way that you had them now if you're doing that you realize I have to think about that uh you have to slow it down and you have to be a wee bit and are indeed a wee bit uncomfortable right now if you've done it you can relax my point is made you're going to meet people whose communication style or personality is radically different to yours and that will be where you're able to recognize that person and then adapt your style to work with them more effectively sometimes that means adapting a different style to what you're natural and comfortable with but as a leader that's your responsibility as a sales professional that's your responsibility you should be the master of communications you should be the person putting the other person at ease in order to build the relationship so yeah you know it's you're not going to naturally connect with people but this is where we move from flight or or or fight from I like you and I don't like you to where I know you i recognize you i see you i understand the difference i'm willing to work to make you more comfortable because I value that difference particularly in terms of its contribution to my team or to my organization and so this is a really important thing to be able to do we've got to be able to flex or adapt accordingly now that said we've talked about the fact that it's not about a black and white world it's a it's a world made of rainbows of color we've talked about the four primary types which is the red the yellows the greens and blues and we've talked about how those types can intermix so that we have multiple types of personalities that we deal with out there and that mostly that happens because you'll see a strong primary communication preference and then you'll see a secondary communication preference come in as well in which case we need to be aware of that what I want to do now though is talk about the fact of what happens when one color meets a completely opposite color and how they're perceived and this is where we don't click with people this is what happens when we don't click with people and then we'll talk about what we have to do to adapt to work with them so this is it this is you on an off day right so if you're a red there's there's some powerful like elements about what you do you know you're direct you're to the point you're clear you you can you can tell it like it is you believe you're very direct and very open in your communication and as far as you're concerned that's a great way to communicate but if you're a green or if you got a green member on your team they may see that very differently they may see you as aggressive they might see you as a controlling dominant driving overbearing intolerant simply because of the way that you communicate and simply because of the style of personality preference and communication preference that you like to adopt so yeah there's huge value in being that particular personality as indeed it is for all personalities but there's also a downside and the downside is where your opposite is challenged by you just being who you are and that's why I mentioned the importance of being able to fold your arms in the opposite direction that's why I mentioned the importance of being able to flex see if we want to build trust with people the secret of trust is that people like people who are like them so the more that I can adapt my behavior to be more like the person I'm engaging with by conscious choice by deliberate action I'm able to build trust by choice not by accident and so what happens is that if I'm a red I need to adapt my style to meet the green's needs which I'll get into in a few minutes now the other way around is if you're a red looking at a green you're going to see somebody who is docile bland stubborn uh they just you know if you challenge a green on their values they'll become very difficult to work with because their values are important to them but actually what's really interesting and by the way I I might clarify this point you know you don't ever if you're a red want to tick off a green right ever because they may not get you now but they will get you eventually so you want to be nice to these people in fact you want to be nice to everybody right but what's important here is to understand that there is a difference and really where this difference comes from is communication style which I'll get into in just a moment now the other two types we need to look at actually before I go into that one one one point I I should indicate which should be probably obvious but I'm going to mention it anyway while a red and a green are ostensively at odds with each other by virtue of their personality preferences a really powerful team has a red and then a green who are able to collaborate who are able to work together who are able to recognize their differences recognize their strengths recognize their respective weaknesses and cover for each other so while the red can drive things forward and make things happen the green comes in and supports them from a people perspective looks after the team make sure everybody's on board so a really good relationship a really powerful relationship can often be where opposites are able to recognize that and then work together to even out their strengths and weaknesses so they work really powerfully as a team it's the same with the yellows and the greens if you're or sorry the yellows and the blues so if you're a yellow you'll be seen by a blue is excitable hasty frantic indiscreet one of the great things about yellows is they're incredibly incredibly creative so what happens is they'll come along and said "Oh this is a great idea let's do this." And they get highly focused on this one idea and then a couple of minutes later they go "Oh bored down let's do something oh this is a great idea let's do this this is brilliant bored okay let's No no let's do this." So while they're incredibly creative they're not completed finishes and meanwhile in the other room a blue is loading a shotgun just finish one thing please because it's driving the blue's sense of order and structure and planning and closure out of the ballpark whatsoever they may be seen by the yellows of course and this is emotional language so we don't take it seriously is just purely to indicate things a stuffy indecisive suspicious cold reserved sometimes we call blues low reactors what do we mean by a low reactor a low reactor is where you walk into their office and you go "Good morning how are you?" And the other person doesn't say anything to you but what's going on in their head is "Who is this person what are they doing here they're interrupting my day oh I better say something hello see the way blues operate is with selft talk we call it auditor digital i'll get into that in just a moment but they are highly reflective they're they consider things they take time they analyze they want to understand where things are and you want that kind of person on a team you want a person who's going to be detail focused granular you want a person yeah you want a yellow you want somebody who's going to create ideas look at new ways of doing things present speak for you know uh do your presentations for you but you also want someone who'll do the planning you want somebody who look at the foundations and build the foundations from the ground up you need all of these elements on a really successful team and again as before with the reds and the greens they may ostensibly be opposites but actually a yellow and a blue working together can be incredibly powerful the blue develops the plan but the yellow presents that plan to the rest of the organization and if you bring all of those elements together you won't have legacy teams anymore you won't have teams that are just blues or just reds or predominantly greens or predominantly yellows you'll have highly successful open communication teams that are engaging with each other in a very high level and degree of trust and collaborating to deliver on the results that you want to have now that said let's look at the colors in a little more detail and how do we recognize them easily and effortlessly in our process first one I want to look at is our reds how do we recognize a red preference person well the first thing that you'll see as I've said earlier is that they are fundamentally extroverted by nature so they from a physical perspective their posture will be erect they'll walk into the rooms they'll walk with purpose it'll be very clear looking at them physiologically that this is a yellow now the other thing that's interesting about the reds however is they also speak at a typically at a fast pace in like uh very very quickly i need this done i need this done today and by the way we also need to get that done and that also needs to be done and when we're done we need to get this done so they speak very quickly the reason they speak quickly is that reds are fundamentally visual processors they see pictures every nancond in their brain now if you see a picture in your brain every nancond and you're trying to explain to people what you see well you know that's that old expression of a picture makes up a thousand words right so they're downloading what they're seeing in order to communicate to you the vision that they see which is if you're a green where you're kinesthetic or feeling orientated that comes across as overwhelming that comes across as a huge amount of data that you can't process but that's how reds communicate and in fact often you can stress out a red by speaking too slowly or with lots of pauses you know I've been thinking about maybe getting around to because if you do that two things are going to happen number one you're going to drive the red nuts because you're not giving them enough information to make up the picture in their head so they can understand what you're talking about and second of all most likely they're going to fill in the blanks for you i was thinking about uh taking a holiday going somewhere help me out here or what do you want to do and you'll get that because you are stressing them out because of the lack of information you're giving them in order to make sense of what it is you're talking at if you're working with reds you've got to pick up your pace of speech you've got to say it quicker faster more concisely and if you can't do that that's what's going to stress them out and that's what I meant about folding your arms so you may not be entirely comfortable but you're making life easier for them they also like graphs and videos and pictures and color charts great ways to deliver if you're giving them a presentation or a proposal you really want to you want to give them bullet points simple information they don't do a lot of writing uh a paragraph made up of bullet points is perfect in fact if you've ever seen executive summaries for proposals and reports executive summaries were created for RITs they don't need the detail they need the global perspective they're able to make fast decisions quickly on key strategies based on just three or four bullet points they're happy to commit to that and the reason they're happy to commit to that is they have what we call in in psychological terms they're internally referenced they have a high degree of inner certainty they don't have to talk to anybody else once they're good with it that's good enough and that's why they can make decisions quickly now as I said they're visual processors and as I said one other key element is they're driven by powerful powerful values and those values are control they like to feel they're in control so if you say you're going to do something for red keep them in the loop keep them informed come back and let them know where you are on that project what's happening because if they don't hear from you they're going to be afraid that you're no longer in control which means I'm no longer in control which means I'm going to come after you and that's when the micromanagement kicks in so be aware of your reds they are powerful they are really powerful people to work with but they are also people who can become very very difficult if you don't meet their preferences in terms of how they like to communicate so have a think for a second who are your red preference people who is on your team who's in your organization that you can clearly see are direct to the point task focused and extroverted in terms of their behavior now the next color I want to look at is I want to look at our yellows now the interesting thing about yellows is I said the reds are extroverted the yellows are also extroverted but the difference is where the reds are focused on task and mission and logic the yellows are focused on people it's all about the relationship it's all about the conversation and one of the important things about these guys is that they're also what we call auditory processors they do everything through sound for example if you're sending a report to a yellow or if you're sending documentation to a yellow there's a good chance you will never see it again okay and the reason is they don't do paperwork okay if you're going to do a report for them bring the a arrange to meet them for coffee or get a Zoom meeting or Teams meeting with them and read the proposal to them read the conversation to them because then they're using their primary faculty which is auditory sound processing and you'll get to a decision a whole lot quicker with these guys the other thing that you can do in relation to this is when you're working with the yellows often they don't like documentation or paperwork so assuming it's not breaching any compliance laws precomplete any documentation you need them to complete fill in the basics and then bring it to them and get it signed again you know yellows will make decisions quickly but there's a pretty good chance that out of sight is out of mind so you want to tie them down as quickly as you can the other thing they do a lot of is talk so a three-hour conversation or sorry three-minute conversation with a red concise brief bright to the point will take three hours with a yellow but there's a very good reason for that this is how yellows build trust this is how they build relationships they're auditory they like sound they might like the sound of their own voice but they like to be engaged in interactive conversations and be careful while you might feel you're under pressure for time and you want to bring the meeting to a close the yellows build rapport through conversation and by limiting or cutting short those conversations you stand a very high degree of minimizing the degree of trust rapport or relationship engagement that you're going to have with that yellow going forward now you can control the meeting obviously with questions and for that look at the previous recording you will have with the executive forum that I did around advanced questioning influencing skills but that's one way of doing it but you've got to give them space and you got to give them time again as extroverts we can recognize so here's a clear difference reds are extroverted but task focused yellows are extroverted but people focused now the values for a red that drives them is recognition affirmation and fun so they're very sociable individuals so if they know there's going to be fun involved if there's going to be an event I mean they'll show up at the opening of a sandwich so they love networking events okay um they they are sociable also they are very driven by variety so these could be the first adopters for a lot of projects a lot of ideas and they're incredibly creative so they're really good people to talk to if you're looking at brainstorming ideas or brainstorming a concept for the organization so with that who are your yellow preferences who are the people on your team that are clearly yellow and remember as I said they may be yellow but also look for that secondary preference that might kick in depending on how well you know them the next color I want to look at is I want to look at our greens and the greens are are different the greens unlike the reds and the yellows are introverted so as soon as I see somebody who's introverted in other words their posture is a bit more closed over they're invited to speak they speak at a slower pace and by the way the yellows speak at a medium to fast pace typically this is why you can also tell on the phone based on the pace of speech what kind of personality type you're dealing with but the greens are introverted they are feelingoriented what we call kinesthetic touch and feel is really important for them so for example if you're building a proposal or you're making an internal report for them don't just send a soft copy create a hard copy put it on recyclable paper put a nice cover on it make sure it's handd delivered to them because the fact that they have a kinesthetic element a physical hard element will go a long way to making a decision in your favor based on what's in the documentation that you're sending to them but they're fundamentally introverted and they're also feeling orientated so they check their emotions how they feel their values are harmony collaboration um loyalty is hugely important to them as well both loyalty that they give and loyalty that you give to them and persistence is really important for them it's very important that they in fact not even persistence it's service it's how can I be of service these are very service focused individuals but they'll be incredibly persistent in how they deliver for you so if you're working with them they're a wee bit more reserved a bit quieter and they need to be invited and brought into the conversation by the way if you're holding a meeting and you have a mixture of these colors the reds will drive the meetings the yellows will do most of the talking the greens will wait to be invited to have a conversation but never do so they never contribute and the blues need time to go away write it all up before they come back and talk about the meeting findings just be aware of that as you go forward it's how they work okay but coming back to the greens they're people focused they're very concerned about other people's feelings whether people feel included whether they're part of the team they're fantastic in engaging and working with people you find a lot of greens in areas like HR customer service client support that sort of area um they're very specific thinkers though they like detail they like to look at the micro stuff and they like to get everything in writing where possible reds don't read very much yellows don't read anything but greens like a lot of documentation helps them get comfortable now when you're working with greens a really useful thing and indeed blues as well is if you want them to consider something a pitch or a presentation or a report before you meet with them send the information in advance how many times have you been in a meeting where somebody said to you "That's great can you put it in writing and let me think about it?" If you've ever had that kind of meeting that's a meeting that never had to happen why because you were probably dealing with a green or a blue and if you'd sent the information in advance they would have felt more comfortable as a green they would have understood it as a blue and you would have actually gotten a lot further in the meeting that you got with them face to face so remember if you're working with a green and there's documentation involved send it in advance and as I said with the blue so for these guys focus on detail they are kinesthetic so they're touch and feel they don't make decisions quickly and they take time to reflect never ever push a green for a decision they will see that as pressurized they'll see it as confrontational and they'll probably give you a a negative decision or they'll just avoid you and won't give you a decision at all because they don't want you to feel bad when they say no the last color I want to look at though is our blues and again like the greens introverted they're analytical we call these guys auditory digital they they do a lot of selft talk they talk to themselves they analyze things there's always a constant commentary between what's out here and what's going on in here so again introverted but unlike the greens task focused these are very much focused on the mission the task and the logic and they love information what's really important for them the values that drive these guys are understanding uh closure structure logic order these things are really critical for them when it comes to actually making decisions and again making decisions they're not the fastest but they are the most thorough the worst thing you could ever say to a blue preference person is that you didn't think that through trust me they do there's no point asking these guys to read the manual they wrote the manual they can look at subsection 5 paragraph 2 AB and quote it to you but they're incredibly powerful collaborators they are the experts they are the knowledge masters they are the technicians they are the mathematicians they are the planners you need these people on your team and you need to understand how to work with them and they work alone and comfortably alone so again like the the the Greens they won't make decisions quickly for you it'll be slow but it'll be thoroughly thought through and that's what you want you want people like this who are the foundation of the businesses and it means that when you work with them you need to slow your pace of speech you need to take time you need to let them think things through because if you direct answers to them they won't accept that as an answer they've had a chance to think through and they'll just ignore it you got to give them time you got to give them space and you got to let them come to their own conclusions themselves but when they do you can pretty much you know bet your salary on that that that was the right decision and this is the direction for us to go in so we can see from teams they're not just individuals they're not just people like you there there's a mix of colors there are glowing rainbows of colors and understanding something about them is really important let me just recognize the color preference based on a very simple model which is this so if you're dealing with a person who is interested in the external versus the internal world you're dealing with an extrovert or an introvert so I see an extrovert I'm dealing with a red or a yellow no question if I see an introvert I'm dealing with a person who's blue or who is green that's what you're dealing with but we need another element to be really clear about what particular quadrant they sit into and that's this one which is how they make decisions so people who are logic focused fact focused mission focused are typically reds and blues task focused and people who are more feeling focused subjective they include themselves in the decision- making will tend to be greens and yellows so quick pop quiz if I'm extroverted and task focused what color am I the answer is red if I'm introverted and people focused what color am I the answer is green if I'm extroverted and people focused I'm yellow but if I'm introverted and task focused I'm blue so all of a sudden we now have a means by which I can step out of I like you and I don't like you to where I can consciously recognize understand and adapt my style of engagement to work with people in a much more powerful much more high trust environment which gives me a huge degree of influence when I'm working to look at change and adaptation there is one other element which is the way people absorb information so you have sensing people and you have um uh intuitive people so sensing people tend to be people who look at the detail and the people who look at detail are blues and greens and they need a lot of data a lot of information and then you have intuitive people which are going to be your reds and yellows they look at big picture and big picture only that's what you deal with but for me the two elements of whether they're extroverted or introverted whether they're task focused or people focused are more than enough and if you adopt this process and take time to learn it in more detail then what can happen is gives you a powerful means of being able to consciously choose the relationships that you have either as a leader a manager an executive or a sales professional lastly to remind you red warriors are competitive and demanding and determined strong willed they are confident people who make decisions quickly the yellow people are sociable dynamic intuitive persuasive really really good at engaging with people building long-term building relationships with people very quickly great networkers your green healers are caring and sharing team players loyal persistent focus on service and then your blues your scholarly blues are your sources of knowledge they are the people that have the information the structure and the planning to help the team go to where it needs to go and as a leader or as a sales professional our capacity is to be able to recognize these different types recognize where we are and how we need to engage with them to build highly trusted relationships so as I've said we've gone from a black and white situation to I like you or don't like you to a more sophisticated model that gives us conscious choice about how we build our relationships so if I can just thank you for your time this morning and wish you the very best for the future and I'll hand you back to Dave sean thank you very much my friend i'll take that off you and then I'll shake your hand that was excellent lots and lots of really really rich content there i've been watching the questions Q there's lots of questions that coming in there's two that keep reoccurring i'll ask you the two of them because the answers might be interlin okay so the first one is um one h is there any drill you go into before a meeting to get yourself in the zone to to to prepare or if you're not a 100% sure of of the type of person you're dealing with and then the second question is if you're dealing with somebody you haven't met before is there anything you do uh when you're sitting up to them for the first couple of minutes so there might be interact um I think probably the first question which is how do you prepare for the meeting is as I said earlier you want to send that information in advance because you don't know who's going to be in the room it could be reds could be yellows could be greens or blues if you send the information in advance reds and yellows will just ignore it okay they're not going to read it they'll only deal with you in the room because that's how they operate reds been visual yellows being auditory they want to talk they want to chat they want to engage but the greens and the blues will have gone through that in detail and not providing that in advance actually reduces your opportunity to either uh get their agreement and their engagement right from the start uh or you'll just have to come back and do it all over again when you have sent in and writing that's the first thing I would do that's always the first thing I would prepare when I'm walking in and the second one as you said Dave is interlin which is when you walk into the room you want to recognize who engages you first usually they'll be the rapport leader so what you want to do is you want to recognize quickly the personality you're dealing there and adapt that style to work with them you don't have to adapt the style of everybody in the room because what you want to do is you want to influence the rapport leader the most senior person because you then you take on their appearance and you have the influence they have with the other people in the room the only exception I'd make to that is if I get asked a question by someone who's clearly a blue or a green so they've asked a very technical question or they've asked us slowly if I've been speaking quickly because I'm dealing with the red in the room I will slow my pace of speech down okay so I'll deliberately uh slow my pace of speech down to make it easier for them to appreciate or to understand and then I quickly summarize that again when I look at the red in order to make sure that he she or they have picked up in it in their preferred style so you're just as important to be able to flex depending on who you're dealing with that's great Sean and then finally um great content there if people want to learn a little bit more about you and connect with you how can they do that the best thing to do is just reach out to me on LinkedIn so reach out to Sean Weaver on LinkedIn and um all our links to our various services our websites uh our new selling his life platform they're all there thank you very much Sean my pleasure fantastic thank you