Appendix: How are you tracking?

A summary of the quick questions

Chapter 1 — Tool number 1: breaking down the e-wall

• Can you do a better job at finding out who all the decision makers are?

• Are you consistent at discovering preferred methods of communication with your customers?

• If so, is the client’s preferred method also the most effective?

• Do you lay out a decision timeline with your customers and establish clear expectations?

• Are you in the habit of laying out Next Steps at every contact point in the decision cycle with your clients?

• Do you leave something in the chamber for face-to-face meetings? Do you leave clients with a reason to need to meet with you?

• Are some customers simply wasting your time? Are there clients in your business that are simply taking too much time for no reward?

Chapter 2 — Tool number 2: the butterfly

• What activities do you procrastinate on that you know should be prioritised?

• Do you catch yourself falling into a negative state when you have failed to prioritise and take action on important tasks?

• How can you change your own language with yourself when you feel the butterfly effect?

• In which areas of your business and life will you be able to apply the butterfly effect?

Chapter 3 — Tool number 3: the sunset

• What does your 12-month sunset look like for you professionally?

• What actions do you need to take to achieve it?

• How could you get better at living in the now?

• What are the chips on your shoulder that sometimes hold you back? How do they sabotage your success?

• To turn those chips into learning, ask yourself, why do you think those things happened? What did you learn? How does knowing that improve your ability to be successful now?

• Have you idealised the past and the way things used to be in a way that is not constructive?

• Have you felt paralysed in the land in-between, wondering what should be the plan moving forward?

• Do you need to embrace a new reality in your business and adopt some new habits and behaviours?

Chapter 4 — Tool number 4: act as if

• What does it mean to act as if?

• What are the five simple shifts that change how you are perceived?

• Would it be useful to print out a list of these shifts or have them as your screen saver?

• Which one of these areas are you naturally good at?

• Which one of these areas needs the most work from you?

• How else can you apply the concept of act as if in your business and your life?

Chapter 5 — Tool number 5: FORD

• In which context would you use each of the FOR, ORF and ROF in conversation?

• What does it mean to get the D?

• How can you use FORD as a salesperson in developing relationships?

• How can you use FORD as a leader?

• How would you use FORD in the development of a database?

• How could FORD improve the energy and politics inside an office?

• How are you going to apply the tool of FORD to your business and life?

Chapter 6 — Tool number 6: positive, positive, positive — negative

• What are the areas of your life in which you are motivated by the pleasure that the activity gives you? What areas are motivated by an avoidance of negative consequences?

• Are you living a life that is driven primarily by joy or by obligation?

• Why do the words what would be a shame create a commitment to action from the person you are speaking to?

• Can you come up with three different scenarios in your life in which you could use positive, positive, positive — negative?

Chapter 7 — Tool number 7: the colours

• What are the characteristics of the Red, Yellow, Aqua and Blue personalities?

• Which part of the timeline does each of those colours prefer to play in?

• What adjustments do you need to make to sell to each of the four different colours?

• What do you believe your main two colours are?

• What is your challenge colour? Whom do you struggle to gain connection with?

Chapter 8 — Tool number 8: reading body language

• Which one of the body language signals are you going to focus on?

• In what areas of your business do you need to be most conscious about other people’s body language signals?

• How would reading body language change what you look for in a social setting, such as a party?

• What are the signals that tell you people are engaged in your conversation?

• What are the signals that tell you that you are losing someone’s interest and they are becoming disengaged from the conversation?

• In the future, what will you do in meeting someone one-on-one in relation to finding the most influential angle?

Chapter 9 — Tool number 9: same, same but different

• What is a PTPFN? How would you know if you saw one?

• How would you answer the question, ‘Why you?’

• What are the key selling points for your organisation that are same, same?

• What are the one, two or three key differentiators between you and your competitor(s)?

• What are the benefits of those separation points to your client?

• How could you use the concept of same, same but different to deal with an existing negative perception of your company or industry?

• What are the little things in your business that could be improved on to increase your sales conversion rate?

Chapter 10 — Tool number 10: move to the side

• How can moving a money answer to the side help you identify what is really most important to a client?

• How can moving to the side help you in a negotiation with your clients?

• How could you use the street-fight question to work out exactly who you need to beat to win the business?

• Why is switching hats an effective language tool when having difficult conversations?

• In what areas of your life could you use the tool of switching hats?