Friday’s Think BIG! Success Summary

"7 Steps To A Better Debrief"  

In our business activities, we find success and shortfall.  We are excited about the wins and most likely place too much stress upon ourselves as we experience those shortfalls.  However, in the larger scheme of things, we must realize that each success or shortfall should be followed by a thorough debrief.  This debrief will afford us a valuable learning experience on what worked that may be repeated; and, what fell short and must be improved for greater success in the future.  The challenge comes in how do we hold an effective debrief?

There are seven simple steps that can be utilized to help you hold an effective debrief and better position you for more effective success in your sales or other related interactive interchanges. 

1) What were the circumstances?   Chance meetings and scheduled appointments often demand different approaches. Further, even the environment where the meeting occurs has an impact. Understanding how to effectively approach your interchange and deal with the environment  will help you better facilitate the meeting.  Keep in mind that first impressions are vital and that one point can greatly impact your result is success or shortfall.  Chance meetings may take more fact-finding and rapport building; whereas, scheduled appointments may demand you stay on task more succinctly so as to not take advantage of your client’s time. Finally, the environment plays a part in the process as to whether it is a controlled environment such as inside an office; or, an uncontrolled one more in the general public arena.  Both can work but understanding how to proceed in those settings is crucial.  

2)  What did the dialogue entail?  Remember, words do matter.  Reflecting back on what was said often opens the doors either positively or negatively on your meeting.  Though it is virtually impossible without recording the event to remember every word, there are certain interchanges that will come forth as you reflect on the meeting.  What you say and what is said actually guides what transpires.  

3)  What objections were presented and how were they addressed?  With any exchange you come in contact, there will be points of objection voiced.  This is particularly true where a sales or negotiation process is being conducted.  Listening to the objection and then replying to it in a professional, understandable and fact-satisfying manner is critical for acceptance.  Further recognizing all objections even those causally presented and responding in the proper manner better enables you to gain final approval. 

4)  What was the turning point in the interaction?  Just like the movies, every interchange has a turning point.  A time that can be looked upon as the “thing” which either led to success or caused the event to become a shortfall.  Those “things” should not be taken lightly.  They should be embraced to enable you to learn what to do or what not to do.  

5)  A major “do over” would be…?  This demands letting go of ego and really digging deep to examine what could have been done better and what will be done better in the future to positively impact the outcome or enhance the result. This does not mean one should indulge in “self-condemnation;” but, a thorough “self-analysis” of performance.  The experience is to learn, not to find critical fault.  It is much like learning to drive a car, practice makes perfect.  You use the good and the not so good to make your next driving experience better. 

6)  What are the next steps?  You have examined the meeting you had whether it was by chance or scheduled.  You examined the circumstances, dialogue, objections and related comments, the turning point, major do-overs and now you are ready to list next steps.  The next steps could simply be a written or verbal follow-up from the meeting with the individual or individuals; closure; a reminder to follow-up at a later date; a thank you; or, a detailed need to provide additional information and prepare for another meeting.  Regardless, setting those next steps down and visually understanding what must be done provides another valuable insight that will give you a clearer picture of where things stand.

7)  What improvements are needed?  This is where the example of “the rubber meeting the road…” comes forth.  After all the analysis, listing next steps,etc.,  what are the specific improvements that are needed?  What are the positives that can be enhanced to make the process even better; or, what shortfalls have to be reworked so that future shortfalls do not occur with similar circumstances.  If thorough attention is given to this area, it can greatly enhance the success you seek in all future undertakings.    

Some final thoughts that should be considered regarding the debrief process are:

1)  Don’t debrief alone totally.  It is always good to examine yourself and your actions.  As long as you are honest with yourself, some good things can occur.  However, it is always good to involve others who might be impacted or who can provide valuable outside input in the debrief.  Though each may not have been in the initial meeting, their listening to details and thinking together with you will produce valuable insight for your benefit.  Outside ears and eyes on situations provide views we often overlook. 

2)  Be sure these simple questions are covered:    

    >  What specifically went well?

     >  What specifically got in the way?

     >  How must I change to be more effective?

     >  What did I expect to happen?

     >  What did I learn about myself? (or our team)

     >  Where do we need to spend more time and effort?

3)  Keep a journal.  Keeping a list of best practices and also key discoveries will provide a valuable “playbook” which can used to produce the results you desire in your business or personal interactions.  It could be the “golden goose” you need to soar in results.

The debrief process is not new.  Throughout history this simple process has enabled individuals, companies and nations to achieve valuable ends.  Business today demands we examine virtually every interaction to insure we are performing at the highest levels consistently.  By examining our actions on a continual basis we put into play the opportunity for greater success.  Remember, knowing better what got you to where you are now, will enable you to go to where you want to be.  

 How would you feel if you had a better understanding of how you are viewed as a leader by your team, your peers and your senior leadership?  How important would it be to be able to get more accomplished, inspire your team to greater heights and do so with less stress?  My Energy Leadership Index will provide you valuable insight as well as a clear picture of these possibilities.  

For more information about the Energy Leadership Index and how I might partner with you or your business, contact me by phone at 843-879-3740 or through my website or email:

www.thinkbigcoachingandtraining.com          herman@thinkbigcoachingandtraining.com