Decision Making, Visually!

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So, recently, LinkedIn, the professional networking platform, asked me why my activities on their networks standout? Why is it that I am so partial to visual presentations than textual ones? Here are my responses to their questions and I hope you can use them too.

  1. Compared to the rest of the parts of our neo-cortex, our visual cortex is larger, and it stores larger amount of data than all other parts of the neo-cortex. It is also more intimately connected to our deeper, limbic brain. Visuals/Images are attractive, easy to understand, harder to misinterpret and they help us discern and decide more rapidly compared to data from senses like taste, touch and smell. Text or scripts are really tiny images but scores of them have to put together, interpreted correctly before being understood and accepted.

When visuals are colorful they also stimulate and excite the creative, playful nodes in the whole brain. They bring up instantaneous smiles from the viewers while releasing increased happy chemicals inside the brain.

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Intentions of the Salesperson, Sales Coach and the Organization

Well, here’s the second question? In a sales coaching interaction whose intentions must take priority the salespersons, the sales manager’s or the goals of the whole organization? Do take note that I am, specifically, talking about sales coaching and not any other form of coaching.

This was one of the five questions raised during my last HeART2HeART Sales Coaching Seminar. I already answered the first question as to how long should a coaching intervention last through my article; Coaching, Seventy Times Seven.

Now, back to the question whose intentions must be considered most important?

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Appreciative Inquiry, Way of Life

Though this has impacted me several times and through multiple avenues, I can’t seem to be impressed any lesser every time it happens again…the fact that assessing any situation through a proactive stance and doing something concrete about challenges and hopes most often than not generates happy and constructive outcomes.

Recently, I spent three months working with a bunch of senior executives of a global corporation. In the last quarter of last year their sales were down, they were developing lesser new products and people in several of their departments were low on energy and low on engagement. Upon probing deeper and conversing with people at multiple levels we sensed a drop in trust levels among the senior management. Though this was barely visible in their behavior and internal communications, it seems that production, sales and even marketing had read between the lines and gotten a whiff of the underlying tremors. The infliction had spread and was slowing down progress and even routine work.

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