ssed including the manufacturing division, so she includes that person in the process. Now she goes back to the visualization. The presentation goes smoothly, the customer loves the product, Mary makes the sale, and can now afford to go on vacation.

She lists everything she needs and who will be needed to provide it. To guide her thinking, she asks herself these questions: What will this sale mean to the employees involved? How will they benefit? What's in it for them? Why is her request more important than all the other work that is piling

Mary, an executive vice president of a large company, was frustrated. She had big plans for her division, but when she handed a project off to one of her managers, it would end up either completed late, or not completed at all. She was ready to fire the entire group and start over!

Because she knew she had good people in the positions, we helped her look at her part in project leadership and conveying a vision to her team.

She already successfully uses "outcome-based strategy" for project planning. This involves the following steps: Think through the outcome you want and the benefits you'll receive. Then think through the outcome the customer or employee receives, including what they want, and the benefits to them.

The missing piece of this puzzle is "Outcome-Based Conversations". The same key issues Mary knew so well from her strategy or sales processes can also be applied to her communication process...not just with customers, but also co-workers, employees, and family members!

Build the Outcome

Let's say you need to ask a co-worker to help you with a project. Take five minutes to think about the end result you want--what is the ideal outcome? What is the worst-case outcome? What would it mean to you to achieve either one?

Let's go back to our example:

Mary needs her marketing department to develop some material for a crucial presentation to their client. In the past, Mary would make a quick phone call, or catch the marketing person in the hallway, briefly give the requirements...and run off to the next meeting (time is valuable, after all!). The marketing person, recognizing that his time is valuable, tosses the request on top of his stack of other "urgent requests" and moves on to his top priority (which at this point isn’t Mary, understandably).

Eliminate Misunderstandings Page 2

This time, Mary takes an "Outcome Based Conversation" approach. First, she pictures exactly what she would like to have the outcome to be. In this case, she will have a brochure that describes the new product, some pictures, a sample, all the prices, and a PowerPoint presentation. She sees herself giving the presentation, and realizes that she missed including the manufacturing division, so she includes that person in the process. Now she goes back to the visualization. The presentation goes smoothly, the customer loves the product, Mary makes the sale, and can now afford to go on vacation.

She lists everything she needs and who will be needed to provide it. To guide her thinking, she asks herself these questions: What will this sale mean to the employees involved? How will they benefit? What's in it for them? Why is her request more important than all the other work that is piling

k through the outcome you want and the benefits you'll receive. Then think through the outcome the customer or employee receives, including what they want, and the benefits to them.

The missing piece of this puzzle is "Outcome-Based Conversations". The same key issues Mary knew so well from her strategy or sales processes can also be applied to her communication process...not just with customers, but also co-workers, employees, and family members!

Build the Outcome

Let's say you need to ask a co-worker to help you with a project. Take five minutes to think about the end result you want--what is the ideal outcome? What is the worst-case outcome? What would it mean to you to achieve either one?

Let's go back to our example:

Mary needs her marketing department to develop some material for a crucial presentation to their client. In the past, Mary would make a quick phone call, or catch the marketing person in the hallway, briefly give the requirements...and run off to the next meeting (time is valuable, after all!). The marketing person, recognizing that his time is valuable, tosses the request on top of his stack of other "urgent requests" and moves on to his top priority (which at this point isn’t Mary, understandably).

Eliminate Misunderstandings Page 2

This time, Mary takes an "Outcome Based Conversation" approach. First, she pictures exactly what she would like to have the outcome to be. In this case, she will have a brochure that describes the new product, some pictures, a sample, all the prices, and a PowerPoint presentation. She sees herself giving the presentation, and realizes that she missed including the manufacturing division, so she includes that person in the process. Now she goes back to the visualization. The presentation goes smoothly, the customer loves the product, Mary makes the sale, and can now afford to go on vacation.

She lists everything she needs and who will be needed to provide it. To guide her thinking, she asks herself these questions: What will this sale mean to the employees involved? How will they benefit? What's in it for them? Why is her request more important than all the other work that is piling

e five minutes to think about the end result you want--what is the ideal outcome? What is the worst-case outcome? What would it mean to you to achieve either one?

Let's go back to our example:

Mary needs her marketing department to develop some material for a crucial presentation to their client. In the past, Mary would make a quick phone call, or catch the marketing person in the hallway, briefly give the requirements...and run off to the next meeting (time is valuable, after all!). The marketing person, recognizing that his time is valuable, tosses the request on top of his stack of other "urgent requests" and moves on to his top priority (which at this point isn’t Mary, understandably).

Eliminate Misunderstandings Page 2

This time, Mary takes an "Outcome Based Conversation" approach. First, she pictures exactly what she would like to have the outcome to be. In this case, she will have a brochure that describes the new product, some pictures, a sample, all the prices, and a PowerPoint presentation. She sees herself giving the presentation, and realizes that she missed including the manufacturing division, so she includes that person in the process. Now she goes back to the visualization. The presentation goes smoothly, the customer loves the product, Mary makes the sale, and can now afford to go on vacation.

She lists everything she needs and who will be needed to provide it. To guide her thinking, she asks herself these questions: What will this sale mean to the employees involved? How will they benefit? What's in it for them? Why is her request more important than all the other work that is piling

uable, tosses the request on top of his stack of other "urgent requests" and moves on to his top priority (which at this point isn’t Mary, understandably).

Eliminate Misunderstandings Page 2

This time, Mary takes an "Outcome Based Conversation" approach. First, she pictures exactly what she would like to have the outcome to be. In this case, she will have a brochure that describes the new product, some pictures, a sample, all the prices, and a PowerPoint presentation. She sees herself giving the presentation, and realizes that she missed including the manufacturing division, so she includes that person in the process. Now she goes back to the visualization. The presentation goes smoothly, the customer loves the product, Mary makes the sale, and can now afford to go on vacation.

She lists everything she needs and who will be needed to provide it. To guide her thinking, she asks herself these questions: What will this sale mean to the employees involved? How will they benefit? What's in it for them? Why is her request more important than all the other work that is piling

ssed including the manufacturing division, so she includes that person in the process. Now she goes back to the visualization. The presentation goes smoothly, the customer loves the product, Mary makes the sale, and can now afford to go on vacation.

She lists everything she needs and who will be needed to provide it. To guide her thinking, she asks herself these questions: What will this sale mean to the employees involved? How will they benefit? What's in it for them? Why is her request more important than all the other work that is piling up? Can they possibly fit hers request into their schedule? If they can't get it in, what other options can Mary choose to get her presentation ready?

She then creates a timeline, which includes interim deadlines and checkpoints.

Now she again thinks through what this means to the others involved, and why they will make the time to get her project done. How can she recognize the others for doing their job? Is simple "thanks" enough, or would a little verbal appreciation be appropriate. When she closes the sale, maybe she'll send a treat basket or bring in a pizza for everyone involved.

Finally, Mary thinks through the phrasing she'll use. She knows, "Get this done or else!" won't work, and she also knows the team members are quite busy. With this in mind, Mary approaches the conversation with a friendly tone, "I need your help--can you find ten minutes today to talk about a project that will help us reach our numbers?"

This way, her team member can enter the deadlines on the calendar, fully understand the scope and importance of the project, and Mary can even offer to make a quick reminder call to the team member before the deadline.

Mary reported that, at first, this process seemed unnecessary and unwieldy, but she quickly discovered that the preparation resulted in a smooth delivery of the needed materials. In fact, it went so smoothly that Mary's results started to climb after years of stagnation. She now has time to focus on the big picture instead of rushing around just before a deadline.

Eliminate Misunderstandings Page 3

Summary of Outcome-Based Conversation:

1. Stop and think. What do you really want to happen? Who is involved? What is their situation, and what will they need from you? How can you make their life easier? What other options are available, that will help you achieve your goal?

2. Keep the focus and tone positive. If your employee hasn't delivered on time in the past, help that person set interim deadlines, and create a support structure so they can deliver this time.

3. What is in it for your employee? A little verbal appreciation goes a long way.

4. Set deadlines and checkpoints, both