How to get to No

I read this article today and found it interesting and want to archive it on my blog for future reference...

Too often people are not sure if they want a yes and instead create prolonged discussions because they are either: a) too embarrassed to say no, or b) just want option value.


what can you do to drive a prospect to decision? Here are four things that can help:


Be clear on the "ask". People pitch with brilliant clarity of ideas, but a cloud of ambiguity on what they want from an investment partner in terms of both capabilities and dollars

Set a firm deadline and sense of urgency. When meeting any prospective investor, customer, or buyer, set a clear deadline for a decision. In most cases you can get to a definitive yes or no just by being clear about a close date.

Agree to and adhere to a post-pitch process. Outline next steps for the follow-up. What additional documents or meetings are required for a decision? When will these occur and will there be sufficient time given the deadline at hand? If nothing is required, agree to the next follow-up date and the form of the follow-up. Make the follow-up timing shorter than your gut tells you: if you think you should follow up in two weeks, say a week. A follow-up in two weeks often means that the person is revisiting the issue in 13 days (the day before follow-up) versus six days for a follow-up in a week.

Affirm the silent no and provide an out. Become better at trying to confirm the silent no. Schedules change, people ask for more time, and other priorities take over. Know how to escalate to the no. Prolonged silence or indecision requires a forcing mechanism. Something along the lines of "I want to thank you again for your time considering this and realize that now may not be optimal timing. Can I assume a pass for now?" Human nature is more conditioned to a yes or maybe, rather than a no. Politely providing an out is usually appreciated by the other side, and it is a good way to elicit a definitive decision or gain clarity on the best next step.

A yes is obviously the answer you always hope to get, but the ability to get a no, especially if it is a quick one, is critical to maximizing efficiency and effectiveness. The sooner you get a no, the faster you'll be able to look for that next yes.

Full text of article can be found on
http://blogs.hbr.org/tjan/2010/04/how-to-get-to-no.html

When to Confront Someone: The Rule of Three

I read this today on one of the HBR blogs and found it very actionable and useful information.

When someone shows up late to a meeting or makes a comment that makes you uncomfortable, it can be difficult to decide if it's a big enough deal to address or if you should let it go. In situations like these, try using the "rule of three." The first time someone does something that makes you uncomfortable, take notice of your discomfort. The second time, acknowledge that the first time was not an isolated incident and that there may be a pattern emerging. The third time it's time to speak up. Tell the person that you've noticed something three times and you want to discuss it with him. This simple rule can both help you determine what's worth raising and hold you back from jumping on every single issue.

I always say some version of, "I've noticed something three times and I want to discuss it with you." That way we both know it's a trend.


Is it OK to talk to them about it the first time? Sure. You don't have to wait. But everyone slips once or twice. Just don't let it go three times without having a conversation. Three is a good rule of thumb because it allows you to act with confidence that it's not all in your head. And in these situations, confidence is critical to your ability to speak with authority.

You can read the full article on
http://blogs.hbr.org/bregman/2009/11/when-to-confront-someone-the-r.html?cm_mmc=npv-_-MANAGEMENT_TIP-_-APR_2010-_-MTOD0406&referral=00203

Return on Investment

These are one of those times when I wonder to myself, am i getting my returns on getting my MBA, would I be able to do my current job if I would not have done my MBA. Answer to first part is a big NO and the answer to second part is partial Yes.

So what did I gain after spending 2 years of my career and all the lost opportunity that has gone with it. Had I not opted to go for an MBA in 2007, I would have travelled to Toronto, Canada to work as a client manager for RBC, Canada and stayed there for full 1 year or may be more and after that I would have switched to join another company to get a better pay hike and of course salary hike.

Money is lost, time is lost, so what did I gain ?. Definitely, confidence, ability to connect the dots and understand the big picture & analyze the business problems. Now neither do I panic nor stress if faced with new problem. I dont hesitate to even talk with my company COO, I can be at ease even when
talking with strangers. MBA did helped me to learn the business fundamentals and confidence to work with senior executive level person BUT was it all worth of time and money if you are not getting full financial returns out of it OR ......... ??

After all in the end its all about returns and investments, that is what MBA has taught me......isnt it.I wonder to myself??

These are one of those times ............

What is Marketing?

Today I finally got the Marketing Essentials CD that I ordered from HBR.

I am excited and interested what this concise CD has to offer. I have recently graduated with an MBA in Marketing & General Management degree from a top 20 american university and this CD should be a refresher of what I learned but I am sure there are many things still to learn and explore.

So what caught my attention today...the definition of marketing indeed

"Marketing isn't somebody's responsibility—[it's] everyone's responsibility. "
–Jack Welch

"Marketing is the process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods, and services to create exchanges that satisfy individuals' and companies' goals." --- so what is new for me in this definition, the work pricing is new for me...

so true........

Tips for Making Small Talk With Bigwigs

I read a hbr blog today, which I found to be very informative and will help us propel in our career.
Please click here to read full article...http://blogs.hbr.org/cs/2010/03/tips_for_making_small_talk_wit.html

So here's what you can do.
Do your homework. Learn the issues the senior team is focused on. Ideally everyone in the company should know the strategic priorities. Bone up on these so you know them, too. Think in advance what you will say to a senior person if you meet her in person. Work out a key message about your projects, your career and yourself. This is good practice whether you meet a senior person or not. Finally, if it's a more social meeting, you might try to learn of a boss's personal interests — hobbies, sports he or she likes, or their volunteer activities.

Be yourself. When you are introduced to the senior leader, make eye contact as you shake hands. Smile and act relaxed. Feel free to ask questions about what's going on in the company. If appropriate, talk about what you are working on. This is your opportunity to use your messages. Strive to be brief and to the point.

Read the situation. Keep speaking if the boss is interested; if not, thank the person for his time and move on, even when you didn't get the opportunity to use your key messages. In some ways your sense of decorum is more important than what you say. Rattling on when no one is interested marks you as lacking in self-awareness; knowing when to end the conversation says much about your ability to read the situation.

Never forget that senior leaders are people first; executives second. Never forget your own personal abilities. And never forget that making small talk can have a big impact on your career.

Overcome Resistance With the Right Questions...

Today I read an interesting article, there were many take aways..hope you will also like it..
http://blogs.hbr.org/cs/2010/01/overcome_resistance_with_the_r.html?cm_mmc=npv-_-MANAGEMENT_TIP-_-MAR_2010-_-MTOD0305&referral=00203

Managers meet resistance every day. The way they handle it often is counterproductive.
Asking a series of easily answered questions will help the other person rethink his assumptions and open up possibilities for agreement.

The idea was first proposed by Socrates in classical Athens some 2,400 years ago. The Socratic Method has helped opposing parties reach agreement ever since, though in today's more confrontational world it's greatly underused. Asking a question like "Why do you say that?" can help you learn the reason why the other person isn't cooperating. The reason might surprise you.

You can easily dig a hole for yourself if you give a facile response to an objection without fully understanding what the other person means.

Socrates put the case for using questioning rather than rapid-fire talking neatly: "Nature has given us two ears, two eyes, and but one tongue — to the end that we should hear and see more than we speak," he said.

Let's get more specific: what kinds of questions should you be asking?
You'll need different kinds of questions for different stages in the discussion. Here's a list of six categories of questions for a Socratic Dialogue, compiled by Richard Paul of the Center for Critical Studies:
Questions that help clarify what the other person means.
Questions that probe assumptions.
Questions that look into the rationale, reasons and evidence the other person's using.
Questions examining viewpoints and perspectives.
Questions that probe implications and consequences.
Questions get to the root of the other person's questions.

Asking the right questions is only the beginning of the process, however. You also have to listen carefully to the answers. Taking a cue from Socrates, you should listen with your eyes as well as your ears because the other person might be saying a lot with body language. Posture and movement can signal interest, openness and involvement — or their lack. If there's a disconnect between what you're hearing and what you're seeing, the other person's body language might have more meaning than the words being spoken.

Make it clear from your own body language that you're listening. It's not enough just to ask the question; you have to hear the answer. Lean forward, look closely at the other person, nod in agreement when appropriate. Paraphrase what you're hearing, to show you're listening — and to be certain that you heard it right.

Finally, as with any other dialogue, you must appeal to both the head and the heart of the other person. It isn't only the soundness of your argument that will determine the dialogue's outcome. Unless you also connect on an emotional level you can't be certain that the agreement you reach will be honored.

after a long time........

Where were I. Trying to realize my so called great American dream. I graduated with a MBA degree from US top 25 business school and got lucky to find a job in this very competitive and recession affected job market.

I will say, I am greatful and I know this was the result of the well wishes and prayers of my family. Someone has rightly said that prayers never gets unheard.

I will be regular with my updates ...........