1 hr 17 min
Mike Deimler Talks About the Most Important Lessons He Learned Becoming One of the Top Trusted Advisors in the World Real Relationships Real Revenue - Video Edition | Invest in Relationships to Build Your Business and Your Career
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- Marketing
Mike Deimler shares three incredible business development lessons that he’s learned over the course of his 30-year career at one the most successful consultancies in the world. Learn the secret to creating powerful client relationships, why empathy is one of the most important skills you can cultivate, and how you can apply the same transformation that Michael Jordan underwent to become the greatest basketball player in the world to your own career.
Mike Deimler is one of the best business development consultants among over 15,000 people that the Bunnell Idea Group has trained over the years. Business strategy has been Mike’s main focus for the past 30 years and he’s been working, thinking, or writing about business development for pretty much his entire career. Being good at relationship development and business development is a lot like being a good father, they are learned behaviours and anyone can become better at them. Mike tells the story of his near-death experience as a child and the lesson he learned when the surgeon told him that his eye couldn’t be saved. At the age of nine, Mike learned that he had a choice to make. He could be angry at what happened to him or he could make the most out of every single day of his life. Mike chose the latter and applies that lesson to all of the relationships in his life. If you’ve survived something difficult, you should look at it as a gift and make the conscious choice to value each day. You can pivot your strengths and learn new ways to thrive. Taking a strategic perspective comes down to taking another person’s perspective by listening and understanding where they are coming from. When working with CEOs, Mike always strives to understand what their view is and what their strategic agenda should be. When you take someone else’s perspective and internalize it, it forces you to think deeply about what they should be working on. For every client that Mike serves he writes down their strategic agenda on a single piece of paper. This requires him to be concise and sharp on the issues that matter most and helps establish a relative priority to the things that need work. To move someone to take action, you need to move them twice, both emotionally and intellectually. At the highest levels this takes persistence and the willingness to explore other possibilities, combined with the patience to see the process through. Some of the most important topics Mike has ever worked on took nearly two years for the change to really take place. If you’re pushing a product or service, you’re selling, and if you start with the client’s perspective in mind you are obligated to move them and encourage them to take action. When you start with the other, selling is the consequence of doing the right thing. If you’re ever uncertain in a meeting or a business development situation, just pause and listen to both the heart and the mind. You will rarely go wrong by taking a holistic approach to the other person’s perspective. If you can think of the opposing pairs of facts vs. feelings and big ideas vs. tactics, you’re going to make every meeting and comment better. More Judo, less Karate. Young partners often get anxious about business development and believe they need to push in order to sell. By coming at the meeting aggressively they end up defeating themselves. Sometimes the best thing to do in a meeting is to talk a lot less and listen a lot more. Talking is Karate, listening is Judo. When you’re listening more than speaking, the other person is coming to you and sharing what’s on their mind. Be comfortable with empty space in a conversation, not every second of the meeting needs a slide. There is always a balancing act between being proactive and waiting. Asking questions is important, but strategic perspective is about having a point of view. If you’re going to be a trusted advisor to anyone, you need to do the work to have a value-added perspective. The art of know
Mike Deimler shares three incredible business development lessons that he’s learned over the course of his 30-year career at one the most successful consultancies in the world. Learn the secret to creating powerful client relationships, why empathy is one of the most important skills you can cultivate, and how you can apply the same transformation that Michael Jordan underwent to become the greatest basketball player in the world to your own career.
Mike Deimler is one of the best business development consultants among over 15,000 people that the Bunnell Idea Group has trained over the years. Business strategy has been Mike’s main focus for the past 30 years and he’s been working, thinking, or writing about business development for pretty much his entire career. Being good at relationship development and business development is a lot like being a good father, they are learned behaviours and anyone can become better at them. Mike tells the story of his near-death experience as a child and the lesson he learned when the surgeon told him that his eye couldn’t be saved. At the age of nine, Mike learned that he had a choice to make. He could be angry at what happened to him or he could make the most out of every single day of his life. Mike chose the latter and applies that lesson to all of the relationships in his life. If you’ve survived something difficult, you should look at it as a gift and make the conscious choice to value each day. You can pivot your strengths and learn new ways to thrive. Taking a strategic perspective comes down to taking another person’s perspective by listening and understanding where they are coming from. When working with CEOs, Mike always strives to understand what their view is and what their strategic agenda should be. When you take someone else’s perspective and internalize it, it forces you to think deeply about what they should be working on. For every client that Mike serves he writes down their strategic agenda on a single piece of paper. This requires him to be concise and sharp on the issues that matter most and helps establish a relative priority to the things that need work. To move someone to take action, you need to move them twice, both emotionally and intellectually. At the highest levels this takes persistence and the willingness to explore other possibilities, combined with the patience to see the process through. Some of the most important topics Mike has ever worked on took nearly two years for the change to really take place. If you’re pushing a product or service, you’re selling, and if you start with the client’s perspective in mind you are obligated to move them and encourage them to take action. When you start with the other, selling is the consequence of doing the right thing. If you’re ever uncertain in a meeting or a business development situation, just pause and listen to both the heart and the mind. You will rarely go wrong by taking a holistic approach to the other person’s perspective. If you can think of the opposing pairs of facts vs. feelings and big ideas vs. tactics, you’re going to make every meeting and comment better. More Judo, less Karate. Young partners often get anxious about business development and believe they need to push in order to sell. By coming at the meeting aggressively they end up defeating themselves. Sometimes the best thing to do in a meeting is to talk a lot less and listen a lot more. Talking is Karate, listening is Judo. When you’re listening more than speaking, the other person is coming to you and sharing what’s on their mind. Be comfortable with empty space in a conversation, not every second of the meeting needs a slide. There is always a balancing act between being proactive and waiting. Asking questions is important, but strategic perspective is about having a point of view. If you’re going to be a trusted advisor to anyone, you need to do the work to have a value-added perspective. The art of know
1 hr 17 min