June 29, 2025 • 17 mins
It has been said that the eyes are the window into the soul. If true, the ears are the doorway to the heart. It is by our ears we listen to what’s important to someone.
We not only hear the words they are using, but hear the tone of voice, inflection, and can distinguish between the emotions expressed and listen for what is hoped for moving forward. Our ears afford us the ability to do so, but all too frequently we don’t take the time to fully hear what's being said.
Let's see, hear and feel waht we can do about that...
Resource
7 essential NLP Techniques for stronger communications
https://nlpyourself.com/7-essential-nlp-techniques-for-better-communication/
Dream Dare Dazzle
We not only hear the words they are using, but hear the tone of voice, inflection, and can distinguish between the emotions expressed and listen for what is hoped for moving forward. Our ears afford us the ability to do so, but all too frequently we don’t take the time to fully hear what's being said.
Let's see, hear and feel waht we can do about that...
Resource
7 essential NLP Techniques for stronger communications
https://nlpyourself.com/7-essential-nlp-techniques-for-better-communication/
Dream Dare Dazzle
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:07):
Everyone will continue our journey on persuasion persuasion principles, and.
Speaker 2 (00:15):
We'll talk about Siven Siven Great methodologies, seven great ways
of having high performance communications. It has been said that
you have two years in one mouth. Also that the
(00:35):
eyes are the window into the soul. It's true. The
ears are our doorway to the heart. It's our ears
we listen to what's important to someone. We not only
hear the words are using. We here the tone of voice, inflection,
(00:56):
and can distinguish between the emotions expressed and listen for
what it's hope for moving forward. It's also at times
in the spaces in between the words, what is it,
silence and listen. What we're doing is listening what's hoped
(01:21):
for and moving forward. Our ears afford us the ability
to do this, but too frequently we're busy listening through
the filter of what's important to us. In many cases
don't live. We don't listen, but interpret what others are saying. Really,
(01:48):
what we're talking about is active listening. Put these this
little monkey, if you like it's chattering away in your ear,
put it to once I listen attentatively. Within act of listening.
There's a couple of things to consider. The first is
(02:11):
through the technical aspect of the conversation, how accurate, how
authoritative is the information it's essentially making the best decision possible.
The second is the people persuasion prism and how impersive
it is. Technically trained and proficient professionals learn how to
(02:35):
listen first in order to understand what's important to someone
before opening their moods. Then, as we've seen previously, our
mouths can be used to provide significant value to the
person we're sping with in doing that or saying so,
(02:59):
where they're to help people be successful when we use
the ears first, with the potential becoming a strategic business
partner known for solving problems. Over the years, when I've
been involved in human factors, human factors, root cause analysis
(03:19):
of incident, I find a lot of people when they're
communicating listen intently for the technical issues related to an issue,
and also frequently they turn a deaf year to the
people on the relationship side of their work. In turn,
(03:40):
this communicates their lack of clear and compelling understanding of
the prowdies of people. What happened, what was the root cause?
What were the influencing factors? We are persuading people every day,
and we really need to be really great at the
(04:04):
people's side of our work as well as a technical side.
If you don't, you'll not have a seat at the
executive decision making table. And we've regarded to be seen
as a cost to be minimized rather than a profit
to be maximized. How can you secure a seat at
(04:26):
the executive decision making table? How can you persuade others
more powerfucty, enhance your leadership, brand and reputation and be
seen as a strategic value creator. I'd like to share
with you Siven persuasion strategies that require you to use
(04:51):
your ears first before speaking, and this has been collated
over many years of speaking to people and many different continents.
I'll summarize the Siven points and them we'll talk about
(05:11):
them a little bit more deep detail. One speak the
other person's language. Two, focus on their self interests, not yours.
Three drop the techno babble. Four things, act and talk
(05:33):
like a trusted business advisor. Five No, they're driving business
subjective of six follower of love and sim of course
it's be memorable. Number one speak the other person's language
(05:56):
in order to route out important. It should teach objectives
of the person you're trying to persuade. This is a
basic blocking and tackling and require of all professionals. You
must know the person you're working with. How do they
(06:18):
prefer to communicate. Do they prefer you to provide lots
of data with a historical perspective or do they want
the bottom line and give them an executive summary. Do
they want to ask them questions involve them in the conversation,
or do they want you to tell them what to
(06:40):
do and just get things done. If you use the
wrong language with a key decision maker, you frustrate them,
lose credibility, and waste time and energy to focus on
their self interests, not yours. Every person you interact with
(07:03):
has an unspoken list of self interests the influences their behavior.
Some people are influenced by accuracy and perfection, and others
are interested in consensus, including all of the right people.
The more you listen to people and learn firsthand what's important,
(07:25):
the more you'll be able to fill a person's self
interest and what to convert their desires into solution that
you can provide. Three. Drop the technical babble, Stop using acronyms.
Acronyms they can be really helpful and provide a shortcut
(07:48):
for communicating with certain groups of teams. However, when you
use a technical acronym a client, a customer leader doesn't
know or under stand, you create a division between you
and other person. This is a division that can erode
trust and respect and prevent you from understanding what's at
(08:12):
stake and what's important. If me, I suggest, if you
want to build dressings and communicate credibly, stop using technical
jargon and talk in terms to other person understands. Of course,
if it is a technical topic subject you're talking about
(08:34):
and needs needs the detail, speak the technical language to
know that you really know what you're talking about. There's
one time I was running running a workshop and Kuwait
and I was invited to come across to a team.
In fact, I was in Singapore, so I flew from
(08:56):
Singapore to Kuwait and it was all about process safety,
integery management. Sub met the group leader who I was
delivering this program for and his team. They wanted to
understand and it really was searching questions. Did I really
know my topic? Did I know what it's about? Could
(09:20):
I communicate that in an appropriate way. It's knowing the
group of people that you're speaking to and what's expected
of you. Four things. Act and talk like a trusted
business advisor, presenting solutions that here. Yes too is rooted
(09:40):
in being thought of as a trusted business partner. This
means you'll have insight, experience, and perspective that are value
valuable to another person. That's what I shared with this
group when I'm across. I had been. I'd been a trainer,
a consultant, a coach on the topic about process safety
(10:05):
in taking mindment for many years, I've ran upstream programs
and then all see I ran it across in Angola
as well. I was used to working with different people
with duo languages to build the receptivity to hear your
(10:26):
ideas and partner partner with you and the issues require
you to listen to understand rather than listen to respond.
Listen to understand active listening. What do you hear? If
you listen to understand, you leave others heard and understood
in so many powerful ways. Once someone feels heard, there's
(10:52):
significantly more receptive to listening to your recommendations and trusting
what you have to say. Strategic business partners are highly
a debt asking the critical business questions and the why
focusing on inputs is a career limiting move section of
(11:15):
a projects principle five. No other driving business subjectives, whatever
your functional role or expertise, by recommendation could be considered
counter incurtive. Forget your technical expertise and instead focus another
(11:41):
person's most pressing business objectives the one I was talking
about a few moments ago, but process safety, integrity management.
The driving business subjectives of the integrity management group was
to meet sure that all the operators, their supervisors and
(12:05):
managers had a greater understanding of integrity management. There have
been a number of instruments in the plant and they
wanted to make sure that the key points and how
this related to inspection, maintenance and operations. That was their
business objectives. They had a lot of downtime plant shutdown.
(12:30):
It was very expensive and costly and had the potential
for killing quite a number of people. That was what
was driving then. But this can be making a harm
for some technically trained professionals. They view the world through
(12:50):
a technology perspective, learning how to talk less, bindaryir linar
ways and focus more in the strategy business issues and
how you can help achieve business goals should be your
number one priority. The case I mentioned there, it's all
(13:11):
about up time, productivity, remaining reliability of the plant. That's
the driving objectives for them. Full out of love. Most
people who enter highly technical fields have fallen deeply in
(13:31):
love with their technology. They love using their education and
training is solve highly complex technical problems. And they also
take a great deal of personal priding doing so. And
that can be a problem because the place more value
in being a firefighter then do bringing others to become
(13:52):
a fire retardant. Then said that it departments should outsource
the trans action and keep the transformative. Wow. This type
of thinking leads many technically trained people feeling uncomfortable. It
(14:12):
represents a change in how they view the value to provide.
Don only know how to be a higher technical pair
of hands and not Advisor's great accelerated business results. This
could be considered the death knell for most technically trained professionals.
(14:34):
It's doing this transformation, that's what we're talking about transformational
leadership here. How can you add value? It's not about
running around fixing things. It's making a difference. It's going
to root cause, suggesting really smart ideas of making things better,
and my talk on that my strap line and that stronger, smarter,
(15:00):
and safer and finally be memorable. Every interaction through your
day involves impacts and influences those with whom you work.
The question is whether your impact and influence is positive.
(15:20):
Your intent may be as pure as a driven snow,
but if your impact is negative, your influence deteriorates. Technically
trained professionals need to remember there's nothing more distinctive about
their work and the value they create, or we'll end
(15:40):
up extinct. Listening can be an art form. As with
paint brushes and paint. In the hands of a gifted artists,
listening can be a great masterpiece that brings the light
and awe to the person being listened to. Next week,
I'll share with you eight strategies to use when you
(16:04):
eventually open your mouth, as opposed to seven strategies we
talked about today that data what to do before you
open your mouth. I do a way to look and
listen to today's talk. Today's podcast this with regard to
(16:26):
receptive persuasion, and next week we'll talk about following eight
eight principles as expressive eight points as an expressive persuasion.
See how you got on the next week that you're
active listening. See how deeply you get to understand the
(16:48):
people you communicate with watching, listening, listening and looking, listening
to what's been said, And watch same time.
Speaker 1 (17:02):
The the body language as they're expressing their views. Until
next week, of course, live life with passion by now,
Queen
Speaker 2 (17:28):
M
Everyone will continue our journey on persuasion persuasion principles, and.
Speaker 2 (00:15):
We'll talk about Siven Siven Great methodologies, seven great ways
of having high performance communications. It has been said that
you have two years in one mouth. Also that the
(00:35):
eyes are the window into the soul. It's true. The
ears are our doorway to the heart. It's our ears
we listen to what's important to someone. We not only
hear the words are using. We here the tone of voice, inflection,
(00:56):
and can distinguish between the emotions expressed and listen for
what it's hope for moving forward. It's also at times
in the spaces in between the words, what is it,
silence and listen. What we're doing is listening what's hoped
(01:21):
for and moving forward. Our ears afford us the ability
to do this, but too frequently we're busy listening through
the filter of what's important to us. In many cases
don't live. We don't listen, but interpret what others are saying. Really,
(01:48):
what we're talking about is active listening. Put these this
little monkey, if you like it's chattering away in your ear,
put it to once I listen attentatively. Within act of listening.
There's a couple of things to consider. The first is
(02:11):
through the technical aspect of the conversation, how accurate, how
authoritative is the information it's essentially making the best decision possible.
The second is the people persuasion prism and how impersive
it is. Technically trained and proficient professionals learn how to
(02:35):
listen first in order to understand what's important to someone
before opening their moods. Then, as we've seen previously, our
mouths can be used to provide significant value to the
person we're sping with in doing that or saying so,
(02:59):
where they're to help people be successful when we use
the ears first, with the potential becoming a strategic business
partner known for solving problems. Over the years, when I've
been involved in human factors, human factors, root cause analysis
(03:19):
of incident, I find a lot of people when they're
communicating listen intently for the technical issues related to an issue,
and also frequently they turn a deaf year to the
people on the relationship side of their work. In turn,
(03:40):
this communicates their lack of clear and compelling understanding of
the prowdies of people. What happened, what was the root cause?
What were the influencing factors? We are persuading people every day,
and we really need to be really great at the
(04:04):
people's side of our work as well as a technical side.
If you don't, you'll not have a seat at the
executive decision making table. And we've regarded to be seen
as a cost to be minimized rather than a profit
to be maximized. How can you secure a seat at
(04:26):
the executive decision making table? How can you persuade others
more powerfucty, enhance your leadership, brand and reputation and be
seen as a strategic value creator. I'd like to share
with you Siven persuasion strategies that require you to use
(04:51):
your ears first before speaking, and this has been collated
over many years of speaking to people and many different continents.
I'll summarize the Siven points and them we'll talk about
(05:11):
them a little bit more deep detail. One speak the
other person's language. Two, focus on their self interests, not yours.
Three drop the techno babble. Four things, act and talk
(05:33):
like a trusted business advisor. Five No, they're driving business
subjective of six follower of love and sim of course
it's be memorable. Number one speak the other person's language
(05:56):
in order to route out important. It should teach objectives
of the person you're trying to persuade. This is a
basic blocking and tackling and require of all professionals. You
must know the person you're working with. How do they
(06:18):
prefer to communicate. Do they prefer you to provide lots
of data with a historical perspective or do they want
the bottom line and give them an executive summary. Do
they want to ask them questions involve them in the conversation,
or do they want you to tell them what to
(06:40):
do and just get things done. If you use the
wrong language with a key decision maker, you frustrate them,
lose credibility, and waste time and energy to focus on
their self interests, not yours. Every person you interact with
(07:03):
has an unspoken list of self interests the influences their behavior.
Some people are influenced by accuracy and perfection, and others
are interested in consensus, including all of the right people.
The more you listen to people and learn firsthand what's important,
(07:25):
the more you'll be able to fill a person's self
interest and what to convert their desires into solution that
you can provide. Three. Drop the technical babble, Stop using acronyms.
Acronyms they can be really helpful and provide a shortcut
(07:48):
for communicating with certain groups of teams. However, when you
use a technical acronym a client, a customer leader doesn't
know or under stand, you create a division between you
and other person. This is a division that can erode
trust and respect and prevent you from understanding what's at
(08:12):
stake and what's important. If me, I suggest, if you
want to build dressings and communicate credibly, stop using technical
jargon and talk in terms to other person understands. Of course,
if it is a technical topic subject you're talking about
(08:34):
and needs needs the detail, speak the technical language to
know that you really know what you're talking about. There's
one time I was running running a workshop and Kuwait
and I was invited to come across to a team.
In fact, I was in Singapore, so I flew from
(08:56):
Singapore to Kuwait and it was all about process safety,
integery management. Sub met the group leader who I was
delivering this program for and his team. They wanted to
understand and it really was searching questions. Did I really
know my topic? Did I know what it's about? Could
(09:20):
I communicate that in an appropriate way. It's knowing the
group of people that you're speaking to and what's expected
of you. Four things. Act and talk like a trusted
business advisor, presenting solutions that here. Yes too is rooted
(09:40):
in being thought of as a trusted business partner. This
means you'll have insight, experience, and perspective that are value
valuable to another person. That's what I shared with this
group when I'm across. I had been. I'd been a trainer,
a consultant, a coach on the topic about process safety
(10:05):
in taking mindment for many years, I've ran upstream programs
and then all see I ran it across in Angola
as well. I was used to working with different people
with duo languages to build the receptivity to hear your
(10:26):
ideas and partner partner with you and the issues require
you to listen to understand rather than listen to respond.
Listen to understand active listening. What do you hear? If
you listen to understand, you leave others heard and understood
in so many powerful ways. Once someone feels heard, there's
(10:52):
significantly more receptive to listening to your recommendations and trusting
what you have to say. Strategic business partners are highly
a debt asking the critical business questions and the why
focusing on inputs is a career limiting move section of
(11:15):
a projects principle five. No other driving business subjectives, whatever
your functional role or expertise, by recommendation could be considered
counter incurtive. Forget your technical expertise and instead focus another
(11:41):
person's most pressing business objectives the one I was talking
about a few moments ago, but process safety, integrity management.
The driving business subjectives of the integrity management group was
to meet sure that all the operators, their supervisors and
(12:05):
managers had a greater understanding of integrity management. There have
been a number of instruments in the plant and they
wanted to make sure that the key points and how
this related to inspection, maintenance and operations. That was their
business objectives. They had a lot of downtime plant shutdown.
(12:30):
It was very expensive and costly and had the potential
for killing quite a number of people. That was what
was driving then. But this can be making a harm
for some technically trained professionals. They view the world through
(12:50):
a technology perspective, learning how to talk less, bindaryir linar
ways and focus more in the strategy business issues and
how you can help achieve business goals should be your
number one priority. The case I mentioned there, it's all
(13:11):
about up time, productivity, remaining reliability of the plant. That's
the driving objectives for them. Full out of love. Most
people who enter highly technical fields have fallen deeply in
(13:31):
love with their technology. They love using their education and
training is solve highly complex technical problems. And they also
take a great deal of personal priding doing so. And
that can be a problem because the place more value
in being a firefighter then do bringing others to become
(13:52):
a fire retardant. Then said that it departments should outsource
the trans action and keep the transformative. Wow. This type
of thinking leads many technically trained people feeling uncomfortable. It
(14:12):
represents a change in how they view the value to provide.
Don only know how to be a higher technical pair
of hands and not Advisor's great accelerated business results. This
could be considered the death knell for most technically trained professionals.
(14:34):
It's doing this transformation, that's what we're talking about transformational
leadership here. How can you add value? It's not about
running around fixing things. It's making a difference. It's going
to root cause, suggesting really smart ideas of making things better,
and my talk on that my strap line and that stronger, smarter,
(15:00):
and safer and finally be memorable. Every interaction through your
day involves impacts and influences those with whom you work.
The question is whether your impact and influence is positive.
(15:20):
Your intent may be as pure as a driven snow,
but if your impact is negative, your influence deteriorates. Technically
trained professionals need to remember there's nothing more distinctive about
their work and the value they create, or we'll end
(15:40):
up extinct. Listening can be an art form. As with
paint brushes and paint. In the hands of a gifted artists,
listening can be a great masterpiece that brings the light
and awe to the person being listened to. Next week,
I'll share with you eight strategies to use when you
(16:04):
eventually open your mouth, as opposed to seven strategies we
talked about today that data what to do before you
open your mouth. I do a way to look and
listen to today's talk. Today's podcast this with regard to
(16:26):
receptive persuasion, and next week we'll talk about following eight
eight principles as expressive eight points as an expressive persuasion.
See how you got on the next week that you're
active listening. See how deeply you get to understand the
(16:48):
people you communicate with watching, listening, listening and looking, listening
to what's been said, And watch same time.
Speaker 1 (17:02):
The the body language as they're expressing their views. Until
next week, of course, live life with passion by now,
Queen
Speaker 2 (17:28):
M
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