KENNY C LANGE - Kenny Lange€¦ · Kenny C Lange ADVISOR 4 ROLE 1 THE DEFINITION: You begin by...

KENNY C LANGE

Your unshakeable belief in success and yourclarity on how to achieve it.

©TMBC 2014, all rights reserved

KENNY C LANGE

ADVISORYou are a practical, concrete thinker who is at your mostpowerful when reacting to and solving other people's problems.

STIMULATORYou are the host of other people's emotions. You feel responsiblefor them, for turning them around, for elevating them.

PROVIDER You sense other people's feelings and you feel compelled to recognize these feelings, give them a

voice and act on them.

CREATOR You make sense of the world, pulling it apart, seeing a better configuration, and creating it.

TEACHER You are thrilled by the potential you see in each person. Your power comes from learning how to

unleash it.

EQUALIZER You are a level-headed person whose power comes from keeping the world in balance, ethically

and practically.

PIONEER You see the world as a friendly place where, around every corner, good things will happen. Your

distinctive power starts with your optimism in the face of uncertainty.

CONNECTOR You are a catalyst. Your power lies in your craving to put two things together to make something

bigger than it is now.

INFLUENCER You engage people directly and convince them to act. Your power is your persuasion.


The StandOut assessment helps you accelerate your performance bypinpointing your comparative advantage, and showing you actionsyou can take to capitalize on this advantage.

OVERVIEW: The assessment measures how well you match 9 Roles and revealsyour lead Role and secondary Role. These top two Roles are the focal point of allyour talents and skills and your instinctive way of making a difference in the world.

1) Your Lead and Secondary Roles:In addition to receiving detailed definitions of each Role and where you are at yourmost powerful, you will learn how to make an immediate impact in the workplace.You'll also get guidance on how to take your performance to the next level and onwhat traps to watch out for on your strengths journey.

2) Combined Roles:In this section of the report, your top two Roles are combined to give you even morespecific advice on how you can win at work. You'll learn your greatest value to yourteam and get individualized content on how you can be successful as a Leader, as aManager, in Client Service, and in Sales.

3) Strengths MAP:The Strengths MAP is an action planning form to help you digest your results anddetermine key action items to leverage your competitive edge.

How to Interpret your Results:Understanding your unique advantage is a vital first step in making your greatestpossible contribution. Knowing your Roles and following the advice andsuggestions revealed in your results will help you intentionally invest your timewhere you can make the greatest difference and get the greatest recognition. We dorecommend highlighting any sections that feel particularly relevant to you as youread you results, as this will help you complete your Strengths MAP.

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THE DEFINITION:You begin by asking, "What is the bestthing to do?" and your thrill comes fromknowing that you are the person othersturn to for the answer. You don'tnecessarily want to be the person whoactually makes the changes happen.Rather, what excites you is being valuedby others for your insight and yourjudgment. Since you love to be the expert,you are constantly on the lookout forinformation that will help people makebetter decisions. When you look out at theworld, you pay attention to fine shadingsof detail because these details will ensurethat you give better advice. You know thatthe best advice is never general, but ratheris tailored to the unique characteristics ofthe person's situation. You can bedemanding and opinionated, but above allyou are discriminating: "good enough" isnever good enough for you. There isalways a better way, a better arrangement,

a better solution, and you come alive whenyou are called upon to find it. And whenyou do, you don't question your decision.The reason people seek your advice isprecisely because you are so assured, soconfident in your intuition. Instinctivelyyou know this, and you're proud of it.

What is the best thingto do?"


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YOU, AT YOUR MOSTPOWERFUL

You are connected to someone else throughthe advice you are giving. In fact your advice ishow you connect with other people.

You are a practical, concrete thinker. Youthink in terms of "steps" and "modules." Thelanguage you use is: "Here are the steps Irecommend"; "Write down these tips"; "Here arethe materials I've developed."

You are a problem solver. You are not fazedby complex situations, because, when faced witha challenge, you break it down into itscomponent parts. You are a sequential thinker,someone who excels at "delayering" problems,"unstacking" them.

You ask lots of questions because the answercan be found in the details of the situation. Youare intrigued by the detail of other people's plans,problems, lives. You are notvoyeuristic--voyeurism is too passive. But youcan be nosy.

You like distinctions between two things thatseem quite similar. These distinctions help youknow how to choose which path to take--"Takethis one, not that one."

You are very respectful of other experts. Experts are able to see fine distinctions, and yourespect distinctions.

You are not intrigued by the future or by

novelty merely for the sake of it (unless yoursecond Role is Pioneer.) Nonetheless you can beinnovative, because your question is always"What is the best thing to do?" or "What willwork?" and sometimes this leads you to solutionsthat haven't been tried before. You are not tieddown to existing ways of doing things.

When you write something, you feelcompelled to think about the person on thereceiving end of what you are writing. You don'tthink in terms of "Here is an idea I'd like topresent," but rather in terms of "You should dothis..."

You like being seen as the expert. You likebeing needed in this way. When people say toyou, "You have such great insight. You give mesuch a useful perspective on my situation," this isthe highest of praise.

You are never stumped. You always thinkyou have a solution, a way forward. Other peopleare drawn to you because, in you, they seesomeone who is supremely capable.

Your time suck is people asking you out forlunch all the time. "What should I do about thisand that?" they ask, and you can't help yourself.Off you go to lunch. Consequently you run therisk of not taking a stand for yourself. You areso busy offering advice you don't stop to takeyour own. You can be a pushover when you arecornered and asked, "Please tell me what to do!"Your time is not your own.


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PHRASES TODESCRIBE YOURSELF

"People say I have a lot of common sense.They come to me whenever they want advice onthe best thing to do."

"I'm at my best when pulling apart complexproblems and figuring out what's actually goingon."

"I love helping people sort through what'sconfusing them to get to the best course ofaction."

"I'm a very practical thinker. The mostimportant thing for me is always to ask, 'What isreally going to work?'"

"I'm not tied to a set way of doing things. Solong as what we are about to do is really going towork, I have no problem breaking new ground."

"I've found that I'm the teammate people turnto when they're stuck. I help them get unstuck."

"I love solutions... and always feel I can comeup with them, no matter how much of a mess weare in. I can always find a practical wayforward."

HOW TO MAKE ANIMMEDIATE IMPACT

You are the rare person who is energized byother people's problems. So, to make animmediate impact, seek out some of thetoughest problems that either your team oryour client is facing and set about tacklingthem. Problem solving is draining for mostpeople, but not you. This sets you apart.

The thornier and more complicated theproblem you have to solve, the better. One ofyour best qualities is your ability to break acomplex problem down into its component parts.So ask lots of practical questions, push asidepeople's generalizations, and get to the facts. Show your colleagues how to "unpack" acomplex problem and solve each partseparately. They'll be grateful. And you'll be atyour best.

Put yourself in the middle of pivotal,intense moments. When other people arestumped and at their wits' end, you are at yourbest. You think more clearly, project moreconfidence, act with more certainty. Whetheryour colleagues let on or not, they crave--andneed--your confidence in high-pressuresituations.

Seize any chance you get to explain howthings work--with a customer, at a staff meeting,or at a company gathering. You are at your mostpowerful and charismatic when breaking aprocess or situation down so that other peoplecan see what is really going on.

Every team leader has a couple of processeshe knows aren't good but are "good enough."They annoy him, but he tolerates them becausethe team is busy--"good enough" will have to do


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for right now. You can help him.Take one ofthese "good enough"s as a side project andcome up with a practical solution for makingit work right. He may not understand exactlyhow you did it, but he will see this as "initiative."

Since you feel truly alive only when you aretackling a difficult challenge, you can findyourself becoming bored when things are tickingalong nicely. You may wish you weren't thisway--"Why can't I be happy with business asusual?"--but you are. To avoid boredom, either carve your role into one where you are beingpaid to react and respond to problems, or,failing that, embrace the concept of"kaizen"--"continuous improvement"--and focuson those parts of your world that are not yet aseffective as they could be.

HOW TO TAKE YOURPERFORMANCE TO THENEXT LEVEL

An Advisor always needs people to advise.Analysis is fine, and can be fun, but the day youdiscover that you have no direct audience foryour conclusions--sitting by yourself, analyzingfor the sake of it--will be a very bad day for you. Make sure you are always being paid to offeryour conclusions to someone. You need this"someone," this "someone with a dilemma," toprove to yourself that you are valuable. Andsmart.

You are the kind of person who respectsexperts. Why? Because experts have studied theirsubjects deeply and can pinpoint which details

make the difference, which distinctions reallymatter. You are wired to appreciate this kind ofinquiry. So ally yourself with a couple ofcarefully chosen experts in your field. Hangout with them. Read their articles or books.Volunteer to support them in their next bigproject. Their practical wisdom will intrigue andinspire you.

Become a credentialed expert yourself.Choose your discipline and then build yourcareer around deepening your expertise in thisdiscipline. Pursue all the professional andacademic qualifications available within thisdiscipline. Your long-term career success hingeson your credibility and, like it or not--andactually, you do like it--these sorts ofqualifications, publicly displayed, give you anextra boost of credibility.

These qualifications will also give you detail,and, as an Advisor, you do wonders with detail.With some people, detail disappears inside theirheads into ever more convoluted theories andconcepts. Not so with you. Your command ofdetail gets displayed for us all to see. The deeperyou investigate a subject, the more fine-tunedand subtle your distinctions become. Since yourmind instinctively uses distinctions to clarifyother people's problems--"What's unique aboutyour situation is X, and that's precisely why youshould do Y, and not Z"--your deepeningexpertise makes your advice so much moreinsightful and effective.

You are at your best when you can see thepeople on the receiving end of your strength asan Advisor. So, as your career progresses, seekout more demanding audiences. "Moredemanding" might mean "wider"--can you


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publish your insights in blogs, articles or evenbooks? It might mean a more discriminatingaudience--a group of your peers, perhaps, or yourmost valuable customers. It might mean ahigher-profile audience--the "C" suite, or thehighest levels of government. Or it might mean ahigher-stakes audience--the launching of abusiness, children at risk, or national security.

You will always be at your best when theroute ahead is unclear and someone needs tocome in, assess all the facts available, and makea decision. Start-ups fit this description nicely.Your career could very well be a series ofstart-ups that require your particular gift forpragmatic decision-making.

WHAT TO WATCHOUT FOR

Don't come across as a know-it-all. SomeAdvisors fall prey to this caricature because theynot only seem to have all the answers, they alsoappear so certain of their answers. To avoid this,before you launch into what you know is theright answer, discipline yourself to ask plentyof questions. Even if you think, after askingyour very first question, that you know the bestcourse of action, keep asking questions 2 through10. For someone to accept your advice, she willneed to feel that you have truly heard all there isto hear about her situation.

You are not at your best running existingoperations. It bores you. You are a turn-aroundperson, a start-up person. You are not a builder.So don't allow yourself to be cast as one.

Don't let yourself get promoted too faraway from the action. And, for you, "action"means the drama, the variety and the urgent needof other people's challenges. Responding tothese challenges is the "stuff of life." No matterhow much money is being offered to you, nomatter how enticing your new title will be, neverconvince yourself that it can be delegated. Withyou, it can't.

Don't become a shoeless cobbler. If you'renot careful you'll get so drawn to the challenge ofsolving other people's problems you will neglectyour own and allow them to pile up. You maynot notice this happening-other people'spredicaments can be so intriguing--but graduallythe pressure will build, until one day you wakeup and realize that you are bent double beneaththe weight of your own unresolved issues. Atwhich point, your knee-jerk reaction will beresentment ("Why do you guys demand so muchof my time?") or self-criticism ("I'm so stupid. Why do I let people eat up all of my time?") orboth. To prevent this sort of explosion, set asidean hour each month to target one of your mostpressing problems, and then make sure toinvite to the discussion at least one otherperson whom this problem affects. Why?Because you'll take yourself seriously only whenyou see that someone else is relying on you to besmart.


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THE DEFINITION:You begin by asking, "How can I raisethe energy?" You are acutely aware of theenergy in the room, and you feelcompelled to do what you can to elevateit. You do this with your outlook--you arean instinctively positive person. You dothis with your actions--you take a seat atthe front of the room, you raise your handto ask questions, you call upon others tocontribute and volunteer. You do this withyour humor--the smile in your voice.Because you are an energy-giving person,other people are attracted to you. Theworld beats them down, but they knowthat in you they will find the power to liftthemselves back up. You aren't soft andgentle. On the contrary, you challengepeople to unleash their own energy, andyou become impatient when someonerefuses to do so, sucking your energy fromyou and generating none of her own. But,still, others will continue to be drawn to

you because they sense that, at heart, youcannot help but be encouraging. Theysense that your natural reaction is tocelebrate all that is good in them, toilluminate their strengths, and shine a lighton their achievements. Even on yourdarkest days, you know they are right.

How can I raise theenergy?"


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YOU, AT YOUR MOSTPOWERFUL

You naturally focus on what is right withpeople, on what is going well with them.

You are an emotional person. Sometimesthese emotions take you on a roller-coaster ride,but in the end they lead you back up. Youremotional tilt is always upward.

You derive your strength from other people. You sense their feelings and you can't helpyourself: you are compelled to engage theseemotions in some way and lift them up. Otherscall you fun, excitable, and, on your best days,inspirational.

You are a natural host. Not of parties,necessarily--though you may be. But you are thehost of other people's emotions. You feelresponsible for them, for elevating them. You arean emotional turn-around expert.

You make your presence felt. In any room,you are present, focused, a force. The meetingdoesn't really start until you walk in; the energysinks when you walk out.

You have a magnetic quality. People'semotional bucket empties out. You, they realize,are a natural bucket-filler. And so they aredrawn to you.

You like gatherings. Since you feed offenergy, the more people at a meeting or event,the more energy there is, and the more energized

you feel.

"All the world's a stage" to you. You areacutely aware that other people are looking atyou, and are affected by you. So you payattention to your appearance, your demeanor,how you "show up" in a room.

When at an event or meeting, you payattention to all aspects of the "show." You likepicking the theme, the gifts, the colors, all theelements that can inspire people and help themhave a great time. You'll dress up in thecostumes. You'll take the lead in the activities.Whatever it is, there you are, ready to go at thefront of the line.

You are exuberant. You can get carried awayby the emotions of the moment. When you areteaching or training or selling, or anything really,you tend to go "off-script." You break free fromthe prescribed material and allow people tofollow where their excitement and enthusiasmlead. "When people are excited they learn more,create more, achieve more," you think. "Thecurriculum will just have to catch up with us."


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PHRASES TODESCRIBE YOURSELF

"People tell me I'm fun to be around."

"I'm at my best when getting people excitedabout what they are about to do. There was thistime when..."

"I'm incurably positive. I believe you can findthe good in virtually any situation, and I'mdetermined to be the one to find it."

"Some of my best times are when I can getpeople together so we can rally ourselves andcheer ourselves on."

"I think people surprise themselves by whatthey can achieve when they are energized. I'mthe person who gets them energized."

"I need to be out with people almost all thetime."

HOW TO MAKE ANIMMEDIATE IMPACT

You are a breath of fresh air to any teambecause your first response to anyone's commentor point of view is to affirm it. You nod. Yousmile. You encourage. Lead with this strength. It will encourage people to become increasinglyopen around you. Of course, you may not agreewith everything they are telling you but, because

you begin by honoring their "truth," you setthings up for better collaboration in the future.

You feed off being able to help everyone getwhat they want. So, try to put yourself insituations where you will receive immediatefeedback on whether you have indeed givenpeople what they want. Their laughter, smiles,tears, transformations, realizations--these areyour fuel. Of course, there is some riskhere--maybe they won't laugh, or cry, or betransformed--and most people shy away fromthis risk. But you don't. So volunteer for this"high-risk" activity and you'll not only feel morealive, you will also earn the respect of yourcolleagues.

Because you present such a positive front tothe world, you might initially come across aslight and fluffy. To counter this, buttress yourpositive energy with facts and data thatsupport your opinions. These will help othersrealize that there is substance behind the flash,"brains behind the brawn," and you will gainmuch-needed credibility.

You instinctively see the best in others. Sotake it upon yourself to give detailed feedbackto your new teammates. Catch them doingsomething right, and then play it back for them.Tell them what you saw, why it impressed you,who benefitted. You are not a fake flatterer.Instead, you are an attentive and generousaudience. Your teammates could do with more ofthis kind of attention--it will stimulate them torepeat their best performances.

Your energy builds momentum towardspecific outcomes. Put yourself in situationswhere clear goals already exist. Guided by


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these goals, your energy will have a naturalchannel and so will be seen as instrumental inmaking something happen. Target yourself inthis way and you'll gain a reputation as a productive person, as well as a fun person.

HOW TO TAKE YOURPERFORMANCE TO THENEXT LEVEL

Over time, people will come to lean on youfor emotional uplift. This is a wonderful gift youoffer them, and to ensure that you can keepoffering it, you must set clear boundaries foryour friends and colleagues. You cannot takeon everyone's full range of emotions.

You are skilled at handling difficult people. Volunteer for situations in which successdepends on you turning around an angry orobstinate person. It's not that you shouldnecessarily seek out conflict--you are not, bynature, a conflict seeker. It's more that you aredriven to make everything all right, and so youare at your best when you have to pull out all thestops to make this happen.

You are naturally interested in human energyof all kinds--emotional, physiological, spiritual. Research this subject. Depending on yourpersonality, this could mean simply reading upon the subject. Or it could mean putting yourselfthrough a regimen to become more proficient atmanaging your own levels of energy. Or it mightmean watching other Stimulators in action. Whatever your preferred research style, keeplooking and you will soon find some new trick,

insight or technique that will help you get betterat what you do naturally.

For most Stimulators, doing leads to learning.So keep doing. Establish a routine in whichyou are, with predictable frequency, puttingyourself out there to gauge people's reaction.Test whether your data, your stories, and yourlogic flow are "landing" as you hoped theywould. This kind of doing-driven learning willmake you more confident and certain, and, toother people, this reads as "credible."

You need your "show-time." What are thehigh-energy events of the week going to be?How can you give these events the attention theydeserve? How can you protect them from thebusy-ness of your life? How can you create moreof them?

WHAT TO WATCHOUT FOR

You need your "show-time," but you alsoneed your "down-time." Build into your weekintentional down-time, time when you canre-generate the energy on which so many rely.Lacking this time, you might find that you cometo a point where you simply crash.

You are good at getting people to like youprecisely because you care about whether or notthey like you. Don't fight this need to be liked--it is one of the sources of your effectiveness.Instead, seek out roles in which success dependsprimarily on getting people to like you.

There will be times when you take things too


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personally. To combat this, design for yourself atechnique that will allow you to move pastother people's disapproval. This techniquecannot be simply "I shouldn't worry about whatother people think," because you do worry aboutwhat other people think. For you, other people'senergy--whether positive or negative--is tangibleand physical. And, while others can let it go quiteeasily, you are different: you are wired to holdonto it. So, when you find yourself taking thingspersonally, give yourself an emotional time-out.Walk away from the emotion of it, and insteaddiscipline yourself to focus on the pragmatic, thepractical, the "what's next?"

In your overwhelming desire to be agreeableit can sometimes come across to others that youhave actually agreed with them, even if youhaven't. Then, when your true opinion emerges,the other person can feel taken aback, even"played." So, one of your biggest challenges inlife will be: how do you make your trueopinions heard? You'll never be combative, but,still, you need to be clear. Find a technique thatworks for you.


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THE GREATEST VALUEYOU BRING TO THETEAM:

YOUR UNSHAKEABLEBELIEF IN SUCCESS ANDYOUR CLARITY ON HOWTO ACHIEVE IT.

YOUR COMPARATIVE ADVANTAGE:

YOU'RE AN EXCITABLE LEADER.

You're successful at rallying people through all sortsof difficulty or change, not only because they feelyour belief in them but also because you give themclear examples of how they'll succeed. Where thechange is more challenging, your fire will really bestoked. In fact, you're the firestarter--so stagnation,failure or some sort of perceived immovable objectis the precise thing that stimulates your best ideas. Ifpeople are saying "I give up," "It can't be done,""We've tried everything," "It's no use," you give thequintessential last-quarter, final-minute, down-by-2,time-out talk to the bench, telling them not only howmuch you believe in them, but the key play that'sgoing to clinch it all.


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YOUR IDEAL CAREERSeek out roles where success depends on you beingable to encourage people to keep at it, despite theresistance they may be facing. Your value in theseroles is that you are not only highly specific anddirective--you tell us what to do; but you are also intune with our spirits--you'll know when we need acomforting word and when, instead, we need ashort, sharp shock to prod us forward. For example,in sales, you will excel as a product demonstrator,and, later in your career, as a sales leader. Inhealthcare, you will be the physiotherapist who tellsus exactly which muscles to work, and whochallenges us to keep working them when we getbored, dispirited or worn down by the pain. In anysetting you will make an excellent performancecoach.

YOU ENCOURAGEPEOPLE TO KEEP ATIT, DESPITE THERESISTANCE THEYMAY BE FACING.


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HOW TO WIN AS A LEADER

ADVISOR:Your strength is your confidence. Youseem to us a supremely capable leader:intuitive, opinionated, assured. And so

we find ourselves turning to you tosolve our problems.

:STIMULATORYour strength is your sense of thedramatic. You are the leader whocelebrates our successes, who lifts themout of the noise of experience, andhonors them. Your energy fuels us.

We like it that you lead by example. No job is too small for you to tackle. No problem is not worthyour attention. You show us all that a great team is built out of lots of small, smart, detailed decisions.

Ensure we understand why we are changing something, and work hard to help us believe it is a goodidea to change. Sometimes it feels like you want change for the sake of change. You'll get the best outof us if you've taken the time to show us that the platform is indeed burning.

Remind us that our clients want us to have anticipated their practical needs. We know ourproduct/service better than our clients do. We know when it works best, and what to watch out for. Thepower of your team lies in us knowing which client might want this information and then sharing it withthem before they've even asked for it.

Keep seeking platforms to communicate your vision. You are best face-to-face but if that's notpossible, find other unique ways to connect with us. Find heroes within the organization and allow themto tell their own stories. Speak from the platform. Take pictures of excellence in action. Use video ofcolleagues and clients to highlight what you want to see more of.

Our expectations are high when it comes to your storytelling. You tell vivid stories with dialogue,drama, and detail. This is an effective way to engage us, but make sure the story is real. We can smellfiction.


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HOW TO WIN AS A MANAGER

ADVISOR:Your strength is your common sense. I

come to you to play out real-world"what ifs." You are my most practical

resource.

:STIMULATORYour strength is your ability to makemy work exciting. When my spiritwanes, you spark me back to give mybest.

Encourage me to take some industry-specific courses that can deepen my own expertise. Then talk tome about how what I have learned can help my coworkers, or clients.

I love how practical you are when it comes to rewarding me. When I win an award, you don't justgive me something generic, such as a gift certificate. Instead you'll offer something useful to me, suchas working my shift, or buying me the new program I've been clamoring for. This tells me that youunderstand what my life is like.

I trust your recommendations because in most matters, you are an expert. I know that you've doneyour research or are speaking from experience. This gives me great confidence. Invite me to share myown ideas or insights. I need to know that my unique experience is also of value.

Get me out of the office to visit the world of our clients. Remove us from our workplaces. Make ourlearning a physical experience.

Pay attention to the small events of my life and draw attention to them. If I buy a new car, send a gascard to my home. If I get a new kitten, send me a PetSmart gift card. If my daughter graduates fromhigh school, give me a copy of your favorite book as a gift for her.


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HOW TO WIN IN CLIENT SERVICE

ADVISOR:Your strength is that your advice is

specific and clear.

:STIMULATORYour strength is making my situationfeel important. You shine a spotlight onmy issue, giving me a sense that it willbe taken seriously.

You don't skate around an issue I, your client, may be having with your product or service. Instead,you confront my problem head on and, most importantly, give me something concrete to do about it.From my perspective, the more concrete you can be, the better.

Limit my choices, as in: "Do this or do that." This sort of directness works for you. And for me. Itkeeps things simple and prevents me from second-guessing myself later.

You always seem to have anticipated my needs. You have researched my situation, pinpointedpractical opportunities, seen the potential obstacles, and more often than not, plotted out my alternativecourses of action. All of this "advance work" builds my confidence in you and your team.

You are always reaching out to me, encouraging me to be just a little more involved with thegoings-on at your company than I might otherwise be. Keep doing this. I, your client, instinctively feelthat there is a wall of separation between us. You excel at breaking this wall down, and inviting me intoyour world. You put me on your "team."

You maintain your intensity throughout the process of solving my issue. You seem tireless. I love tohave someone working so hard for me. Use your humor to defuse the tension if it gets too thick.


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HOW TO WIN IN SALES

ADVISOR:Your strength is your ability to explainprecisely why your product/solution isunique. You draw such clear and vivid

distinctions.

:STIMULATORYour strength is your enthusiasm. Youbring passion and energy to clients andtheir projects.

Come armed to all meetings with more than one approach to the challenge I'm facing. You are atyour most persuasive when you are showing me how you weigh one choice against the other. I won'talways agree with you, but watching you think things through will help me think things through.

Give me a logical process to help me consider my options as I work through a problem. I willalways appreciate how carefully and rationally you review with me the details that matter.

Become an expert in your competitors' products/services. Help me, your potential client, see andunderstand the critical differences between your offering and that of others. You will excel at drawingthese distinctions.

Your gift for creating energy stimulates me to refocus and move forward. When there is a break inmomentum--and there always is--you bring the passion I need to rekindle the fire.

You are good in a room. Your energy, your smile, the tone of your voice. All of these are morepowerful when I can actually see you. Do whatever you can to secure a face-to-face meeting with me.


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STRENGTHS MAP:

(1) WHAT ARE TWO SITUATIONS IN WHICH YOU FEEL AT YOUR MOST POWERFUL?

(2) WHICH "PHRASES TO DESCRIBE YOURSELF" (FROM BOTH ZONES) RESONATED WITHYOU MOST?

(3) WHAT CHALLENGES ARE FACING YOUR TEAM RIGHT NOW, AND WHAT PARTICULARPROBLEM CAN YOU HELP FIX?

(4) WHAT 2 ACTIONS CAN YOU TAKE TO GROW IN YOUR AREA OF EXPERTISE? (BOOKS TOREAD, PROJECTS TO WORK ON, COURSES TO TAKE)

(5) WHO IN YOUR WORLD COULD USE SOME POSITIVE ENCOURAGEMENT?

(6) WHAT IS ONE THING YOU CAN DO EVERY WEEK TO INCREASE THE ENERGY IN YOURTEAM? (INSPIRATIONAL TEAM MESSAGE, PLAYING A PRANK, TAKING PEOPLE TO A FUNLUNCH)

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KENNY C LANGE - Kenny Lange€¦ · Kenny C Lange ADVISOR 4 ROLE 1 THE DEFINITION: You begin by...

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Transcript of KENNY C LANGE - Kenny Lange€¦ · Kenny C Lange ADVISOR 4 ROLE 1 THE DEFINITION: You begin by...