I find framing is so critical for conversations I have with many members of the tribe that are 1-2 levels below the senior management team. When I just jump right into advocacy the message can often be interpreted as something is wrong - even when I am extending a compliment. An example that occurred  this past week was when I was speaking to an individual on the finance team where I shared the importance of how a positive attitude really impacts sales. I shared with them how when the finance desk is pumped up and excited the rest of the sales team feels motivated to bring them deals to work. But as I was stating this I quickly got the sense this person may have been thinking they were not showing a positive attitude. So I quickly stepped back within the first or second sentence and framed it as "the positive attitude that has been occurring on the Finanve desk is a big reason why I feel we have been pacing 300 cars this month". I when on to share how this does not just transfer to the sales team but also to our banks. When they think we are doing good business they want to be a part of it and look for more opportunities to assist us. But if I jump into advocacy without the proper frame I run a real risk of missing the target.

with care,

Steve Hall
driversselect