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Dan Gregory

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Dan Gregory

The difference between a great salesperson and a terrible one is simple - one thinks selfishly and one doesn't. 

Now you may think that a bad salesperson is probably the one doing the selfish thinking but you'd be wrong - because the key to making a sales is understanding what's in it for the client.

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One of the principle problems organizations and their teams face is a lack of clarity about the business they’re really in. Now, understandably, this can be a challenging concept for most organizations – surely we all understand the business we’re in?

However, I want to suggest that the true nature of our business, the game we’re really playing is not the products we sell or the services we provide.

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My business partner Kieran Flanagan and I have recently finished writing a book about human behaviour - how we can lift our own performance, increase engagement and drive influence in our organisations, our teams and our communities.

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Selfish is hard to resist

As part of my work as a speaker on human behaviour, I'm constantly teaching those in the HR industry how to use our key human drivers to do better business. One of the key drivers, our biggest motivator as human beings is self interest. Which doesn't seem like a good thing does it? But once we get that, as leaders and professionals in HR, we can actually use this knowledge to do a lot of good.

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My first job out of university was taking complaints for Telstra. I joined the company about a month before Optus joined the market and within 6 months of joining I had been made supervisor - such was the rate of attrition under a barrage from customers who had an alternative for the first time in Australian history.

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Drive Innovation In Banking

How increasing humanity in the financial sector is key

I was recently fortunate enough to be speaking at the Business Banking Innovation awards hosted by Australian Financial Publications and what struck me was how innovative the big four banks, traditionally portrayed as slow moving, actually are.

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There’s no doubt about it, with $32bn expected to be ringing through the tills by Christmas, we sure know how to buy!

Whether it’s gifts for loved ones, treats for the Christmas table, or something special for ourselves – why we buy what we buy is the billion dollar question retailers puzzle over each year.

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The travel industry is like most industries in that it is incredibly inwardly focused in terms of sales, marketing and even in terms of its leadership and cultural development. Which is not to single the industry out for criticism, more to note that it shares a common problem faced by most business leaders.

So what does that look like and more importantly what does it mean?

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It's almost become cliche to observe that the retail sector is in trouble. However, virtually every industry is having to reinvent itself and innovate to stay relevant in a world with changing market dynamics, models of communication and delivery as well as tastes and values.

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We, as leaders, spend an inordinate amount of time instructing our people on how we want them to behave - using codes of conduct and workplace instructions, on what we want them to do - in terms of processes and with training modules and of course, what we want them to achieve - by outlining their KPIs and conducting yearly, biannual or quarterly reviews depending on just how controlling our own personality tends to be.

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