“What does this mean” is probably the most important question we and our customers are confronted with. And until we can deal with that question in a meaningful, deep way, we will not achieve what we should.
We have tools which present us with endless facts, figures, data. They give us answers, directions. Sometimes, they provide insight. Despite what all these resources provide, we are left with the problem of understanding, “What do these mean?”
The concept of “what does this mean,” is fundamental to all human learning and growth. It’s the ability to translate the information/data into impact. It’s the ability to align something with specific contexts. It’s the ability to recognize things change over time, from situation to situation, from person to person. It’s the ability to connect logic to the heart.
“What does this mean,” is core to being able to understand the personal, emotional, human impact of the data and information.
Meaning is the foundation to how each of us conduct our lives, how we work, how we progress and grow, how we respond both to opportunities and challenges. Consequently, the ability to understand “what does this mean” is critical to our success.
Helping others translate all the information, data, events they are confronted with into what it means to them as individuals, as a team, as an organization is critical to every leader and seller.
For leaders, all the performance data in the world, isn’t very helpful, unless we can engage our people in internalizing what it means, how they might respond, what they might change or do differently.
For sellers, customers don’t care what we do, or even the potential value we create. They want to know what it means to them–individually and organizationally. And meaning is intensely personal and individual.
Dealing with “What does it mean,” exercises our minds in different ways. It goes beyond the rote capability of memorizing and regurgitating data and facts, connecting it to a deeper understanding, specific to each person.
Doing this requires us to have open mindsets, to challenge our own positions, to go beyond our biases, to look at things differently, to challenge the information we are presented with. In working with others, it requires us to understand them more deeply–their goals, dreams, challenges, how they feel about them. As well as their biases, current knowledge, and what they believe.
If we want to connect more effectively with our people, our peers, our customers, we need to go below what we see on the surface, the basic information and data. We need to discover what it means.
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