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    Education

    Mastering Business Analysis

    Your key to advancing your career as a Business Analyst and beyond

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    Copyright: © MasterClass 247 LLC

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    Latest Episodes:
    Lightning Cast: Confessions of a Recovering Perfectionist Dec 26, 2017
    Show notes

    In this Lightning Cast, you’ll discover how perfectionism leads to procrastination and holds you back. You’ll also find out how to overcome perfectionism.

    A Lightning Cast is a shorter form episode modeled after lightning talks. You’ll get valuable content in 8 minutes or less.

    Perfectionists strive to be flawless and set high performance standards. The problem is that it’s often accompanied by critical self-evaluations and concerns about how you’ll be perceived by others.

    While trying to do great work is important, there’s a difference between striving for excellence and demanding perfection.

    The problem

    Having high standards becomes a problem when we believe something should be a lot easier than it is in reality. It’s also an issue when people have excessively high personal standards.

    In some cases, perfectionism can lead to anxiety, unhealthy levels of stress, and depression. Even is less severe cases, perfectionism can cause procrastination, missing deadlines, missing opportunities, and inaction.

    Instead of ready, aim, fire, perfectionists often get stuck in ready, aim, aim, aim. We need to shift to fire and adjust. Take action and then adjust your approach.

    Causes

    Most perfectionism stems from fear; the fear of what others may think. It’s related to your inner critic and imposter syndrome that Denise Jacobs discussed in episode 143.

    This fear of failure keeps you stuck in your comfort zone.

    A lot of it also comes down to perception. You may think it’s easy for others to accomplish things that you can’t. Don’t fall into the trap of comparing your blooper reel to someone else’s highlight reel. You often don’t see the hard work and failures of others.

    There’s almost always a gap between hopes and images conjured in your mind versus what you actually produce. This causes frustration and sometimes makes you believe that you’re a failure.

    When you focus on avoiding failure, you limit your creativity and miss out on great opportunities. People often forget that there’s a necessary role of failure – to help us learn and grow. Think of a baby learning to walk or learning to ride a bike.

    What to do about perfectionism

    Remember that progress beats perfection. There will never be a perfect time. Take action instead of waiting for things to be perfect. The longer you delay, the more others lose the benefit of what you may create.

    Focus on taking the next action to move closer to the result you want. Agile and lean startup approaches and mindset helps. Think of work as experiments or prototypes.

    Your rough draft is something to iterate on. Get feedback and continue to improve it.

    Use a time box to give yourself a limited amount of time to focus. A time box forces you to create and move on.

    Ask yourself a few questions:

    • Will it really matter or is good enough . . . good enough?
    • Will the time you’re spending be worth the investment? Don’t forget that there’s an opportunity cost to everything you do.
    • Am I working on the most valuable thing right now?

    Listen to the full episode to discover techniques that will help you overcome perfectionism and deliver.

    http://traffic.libsyn.com/masteringbusinessanalysis/MBALC012.mp3

    Thank you for listening to the program

    To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes and other podcatchers.

    Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week.

    .Subscribe on iTunes Listen on Google Play Music Available on Stitcher Radio Subscribe on Android

    The post Lightning Cast: Confessions of a Recovering Perfectionist appeared first on Mastering Business Analysis.


    MBA144: The 12 Days of the Project Dec 19, 2017
    Show notes

    In this episode, you’ll discover 12 approaches that lead to shorter time to market, increased customer value, and innovation.

    

    After listening to this episode, you'll understand:

    • Why short feedback cycles are critical
    • How to increase innovation
    • Why metrics matter more than ever
    • Approaches you can use to build the right solution
    

    Show Notes

    On the 12th day of the project, we delivered as a team . . .

    12 User Stories. User Stories move us from writing about requirements to talking about them. Their small size and focus on the customer allows us to minimize outputs and maximize outcomes.

    11 Pipelines Deploying. Through DevOps practices and Continuous Integration/Continuous Deployment (CI/CD) pipelines, we can put solutions into production quickly so that customers can receive value and our organization can see the benefits sooner. This implies that you have automated testing in place and confidence in the quality of your code.

    10 Customers Cheering. By delivering valuable features and functionality to customers sooner, we get happy customers who will use our product and recommend it to others. The key is to identify what is valuable to customers (see 7, 6, and 5 below) and deliver it quickly.

    9 Models Describing. Through the use of models and other techniques such as story maps, we’re able to communicate clearly and create a shared understanding. Be sure to involve your team in model development and keep them light weight. A whiteboard or pen and paper are usually sufficient to create a shared understanding. It also allows others to easily contribute to the model.

    8 Metrics Informing. How will you measure the impact of what you produce? You should fine metrics that will allow you to gauge success. Ideally, those would be leading metrics instead of lagging metrics. For ideas about leading metrics, check out Dave McClure’s Pirate Metrics.

    7 Experiments Running. We don’t always know what customers really want. Sometimes our customers don’t know what they want. To discover what customers will find valuable, we need to run experiments. Form a hypothesis and run simple experiments to either validate or invalidate your hypothesis.

    6 Feedback Loops. Creating fast feedback loops to ensure you’re on the right track is critical. The longer the time between feedback loops, the more risk there is in spending time and money on the wrong thing. Feedback loops allow you to get information to pivot (adjust your course) or persevere (continue your current course of action).

    5 Prototypes. Creating prototypes is a great way to experiment and get user feedback. Start with low fidelity prototypes such as paper prototypes and drawings. Think in terms of hours or days instead of weeks. You can then work up to higher fidelity prototypes such as mockups and interactive prototypes as needed.

    4 Requirements Changes. Based on our experiments and feedback loops, we may discover that our direction and requirements change. One of the principles of the Agile Manifesto is “Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.” Welcome change when it means that we’ll deliver solutions that customers will find valuable.

    3 Features Delivered. In the end, the only thing that matters is working solutions delivered to our customers. By providing features and capabilities that benefit customers quickly, we help both customers and the organization.

    2 Canvases. There are several canvases that you can use at the beginning of an initiative to create clarity and a shared understanding. A Lean Canvas is a great way to understand the problems customers face, identify potential solutions, and understand if our solution has a good market fit.

    . . . And a product delivered with Agility.

    Listen to the full episode to understand how to apply these approaches for greater business agility.

    http://traffic.libsyn.com/masteringbusinessanalysis/MBA144.mp3

    Thank you for listening to the program

    To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes and other podcatchers.

    Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week.

    .Subscribe on iTunes Listen on Google Play Music Available on Stitcher Radio Subscribe on Android

    The post MBA144: The 12 Days of the Project appeared first on Mastering Business Analysis.


    Lightning Cast: Stepping Up to Product Ownership Dec 12, 2017
    Show notes

    In this Lightning Cast, you’ll discover what it takes to transition to a Product Owner role and be successful.

    A Lightning Cast is a shorter form episode modeled after lightning talks. You’ll get valuable content in 8 minutes or less.

    Being a product owner is more than writing user stories, creating roadmaps, and managing the backlog. It’s really about creating value for the customer. We discover things that the customer will truly value which in turn will create value for our organization.

    I think this is a great role for business analysts because to be successful, you need a lot of those business analysis skills. But to be successful, you need to shift your mindset.

    You Need a Mindset Shift

    To successfully transition to a Product Owner role, we need to shift from focusing on outputs to creating great outcomes for our customers and our organization. We must shift from the tactical to the strategic.

    Instead of focusing on requirements, we must focus on experiments to understand what’s truly valuable to our customers.

    We need to shift our focus outward to understand customer problems and opportunities in the business environment.

    Instead of analyzing data and making recommendations to decision makers, we are the decision makers. The responsibility of the decisions and the resulting outcomes is on the Product Owner.

    Finally, we want to focus on organizational agility. Organizational agility is comprised of three factors: time-to-market, customer value, and innovation.

    Focus on Organizational Agility

    We need to be able to deliver quickly to the market or our competition will have a first mover advantage. We need to build things that are truly valuable to the customer that they need and want. Without innovation and experimentation, will be left behind as the market progresses. We’ll be the next Blockbuster video or Kodak and lose market share.

    The Three Lenses

    As a Product Owner, we need to look at products through three lenses.

    • Is it valuable? Does it provide value to the organization and to our customers?
    • Is it feasible? Can we build and maintain it?
    • Is it usable? What’s the customer experience like?

    If the product is valuable and feasible but not a great customer experience, we’ll lose customers. If the product is valuable and great customer experience but it’s not feasible, we can’t do it or maybe we shouldn’t do it. Products that are feasible and create a great customer experience but are not valuable to the organization are a waste of resources.

    The Four Quadrants of Product Ownership

    When we look at the Product Owner role, I like to think of four quadrants.

    1. The product owner is product manager. They work to understand what the customer wants and needs.
    2. A product owner is a leader. They are able to create a compelling vision of where we want to go and how to get there and are able to use their vision and influence to lead others to achieve that goal.
    3. A product owner is also project manager. They have the ability to understand how long it will take to get there. They can apply metrics like cycle time, velocity, and throughput to forecast how long it will take to achieve the desired outcomes and plan appropriately.
    4. The product owner is a Business Analyst. They are able to see the big picture and the break things down into smaller chunks. They also consider the upstream and downstream impacts and are able to facilitate better collaboration with the team, understand what the business case looks like, and keep things moving forward by creating a shared understanding.

    If you’re considering stepping up to product ownership, I have a special resource for you. Go to www.MasteringBusinessAnalysis.com/PO There you’ll find a set of podcasts, blogs, book recommendations, and some videos help you better understand the Product Owner role and how to be successful.

    Listen to the full episode to see what it takes to be successful as a Product Owner.

    http://traffic.libsyn.com/masteringbusinessanalysis/MBALC011.mp3

    Thank you for listening to the program

    To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes and other podcatchers.

    Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week.

    .Subscribe on iTunes Listen on Google Play Music Available on Stitcher Radio Subscribe on Android

    The post Lightning Cast: Stepping Up to Product Ownership appeared first on Mastering Business Analysis.


    MBA143: Imposter Syndrome – Banishing Your Inner Critic Dec 05, 2017
    Show notes

    In this episode, author and renown speaker Denise Jacobs helps you to overcome Imposter Syndrome and silence your inner critic to unleash your creativity.

    

    After listening to this episode, you'll understand:

    • Why your inner voice may be holding you back
    • The difference between imposter syndrome and your inner critic
    • How to silence your inner critic to boost creative thinking
    

    Show Notes

    Your inner critic is that fearful voice inside you that holds you back and destroys your creativity. It says you’re not good enough, it compares you to others, and it prevents creative thinking.

    Creativity isn’t just for artists. Denise describes creativity as “a spark, a stirring, an impetus: a powerful force that compels us to
    create and bring an idea to life”.

    We use creativity for problem solving, for identifying potential solutions, creating proposals, and throughout our daily lives. The inner critic blocks creativity and prevents you from establishing a state of flow.

    While the inner critic is part of your brain’s internal mechanism, silencing your inner critic can be achieved through awareness and intentional practice.

    Swipe Left

    One approach to banishing your inner critic is to remain present and aware of your thoughts. Whenever a negative or unwanted thought comes into your mind, use a hand gesture to ‘swipe left’ as if you’re deleting something from your phone.

    Studies have shown a strong connection between physical gestures and our thoughts. By recognizing negative thoughts and using a hand gesture to delete that thought, you’ll make a connection over time between the gesture and removing an unwanted thought.

    Think Like a Scientist

    Another approach to silencing your inner critic and overcoming imposter syndrome is to apply scientific reasoning. This is also known as cognitive reappraisal. Remember that just because you have a thought doesn’t make that thought true.

    The next time your inner voice tells you that you’re not good enough, challenge the thought the same way a scientist would. Ask “Is it true that I’m not good enough?” and then look for evidence to disprove or support that theory. Gather evidence of past successes and you’ll find that you can reason away those negative thoughts.

    Comparison Syndrome

    To deal with your inner critic when it says that you’re ‘less than’ someone else, create a brag file (or kudos file). A brag file is a repository of all of the positive feedback and appreciation you have received.

    Reviewing your brag file will help you create a personal inventory and discover all that you have to offer.

    Banishing your inner critic frees your creativity and gives you the courage to take the next steps in your career and in life. Listen to the full episode to understand the brain science behind the limiting beliefs and discover more techniques to silence your inner critic .

    http://traffic.libsyn.com/masteringbusinessanalysis/MBA143.mp3

    Z

    Your Homework

    Make a commitment to tune in to your inner critic. Then, exercise your capacity for attention and focus and when you have an inner critical thought, choose a thought that’s different. Make a decision to think that thought instead.

    Links mentioned in this episode:

    • Denise’s Website DeniseJacobs.com
    • Denise’s books
    • Banish Your Inner Critic (Book Website)
    • Denise’s Consulting site – The Creative Dose
    Denise Jacobs

    Denise Jacobs

    CEO - The Creative Dose

    Denise R. Jacobs is a Speaker + Author + Creativity Evangelist who speaks at conferences and consults with companies worldwide. As the Founder + CEO of The Creative Dose, she promotes techniques to unlock creativity and help people become engaged contributors, synergistic collaborators, and authentic leaders. Denise is the author of Banish Your Inner Critic, the premier handbook on silencing fears to unleash creativity..

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    Thank you for listening to the program

    To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes and other podcatchers.

    Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week.

    .Subscribe on iTunes Listen on Google Play Music Available on Stitcher Radio Subscribe on Android

    The post MBA143: Imposter Syndrome – Banishing Your Inner Critic appeared first on Mastering Business Analysis.


    Lightning Cast: Root Cause Analysis Nov 28, 2017
    Show notes

    In this Lightning Cast, we explore two common root cause analysis approaches, Fishbone Diagrams and 5 Whys, to help you understand when to use each technique.

    A Lightning Cast is a shorter form episode modeled after lightning talks. You’ll get valuable content in 8 minutes or less.

    Are you merely treating the symptoms of a problem or you correcting the underlying cause?

    Understanding the difference between the root cause and other causal factors is key in solving the right problem. Removing or otherwise addressing the root cause will prevent the problem from happening. If we only address other causal factors, the problem may recur.

    That’s why we need to apply root cause analysis. Through cause analysis, we typically start by defining the problem. Then we collect data and work to identify possible causes. We then define the root cause and implement a solution to address that root cause.

    There many different approaches to identifying the root cause. Let’s focus on two frequently use approaches: Fishbone Diagrams and the Five Whys.

    A Fishbone or Ishikawa diagram is a tool used for addressing common cause variation. Common causes are the inputs and conditions that contribute to regular everyday variation of a process.

    Five Whys is the most commonly recommended tool for finding the root cause of a special cause variation. Special causes are factors that aren’t always present in a process and can appear because of some particular circumstance.

    Fishbone Diagram

    When investigating a common cause using a Fishbone diagram, you’ll explore several cause categories leading to the effect. To use a Fishbone approach, first gather the right people in the room. With varying levels of expertise and ownership, you’ll have a well-rounded conversation.

    Start by drawing a horizontal line which represents a problem to be solved. From there, draw branch categories coming out from that horizontal line. Use those potential cause categories to brainstorm and then identify main opportunities and underlying root causes.

    From the horizontal main problem line, draw six branches: process, people, measurement, environment, machinery, and material. From there, brainstorm different issues that affect each of these branch categories.

    Record the ideas on the Fishbone diagram and then prioritize the causes to define opportunities. If you’d like, you can use a Pareto Chart to help prioritize among the common causes. Just remember that because something is frequent doesn’t mean that fixing it is a good investment. The cost needed to fix the issue and the potential benefit needs to be considered.

    Five Whys

    Now let’s turn our attention to the Five Whys technique. You can use a Five Whys problem-solving approach in conjunction with the Fishbone diagram. After identifying a few of the critical factors you want to address using a Fishbone Diagram, you can apply the Five Whys technique on those causes.

    You can use this technique to explore the cause-and-effect relationship in the problem space. The theory is that by asking why five times, you get to the real root cause of the problem. By understanding and addressing the root cause, we’re able to prevent the problem from reoccurring.

    When applying the Five Whys technique, don’t simply ask why five times. Use other probing questions such as:

    • What actually occurred?
    • When did it occur?
    • Who was involved?
    • Who else needs to be involved?
    • Did we use standard practices?
    • Are there any inconsistencies between what the systems are supposed to do what it’s actually doing?
    • What assumptions do we need to test?
    • What unintended consequences can result from implementing effects?

    Here’s a tip for using the Five Whys technique. Never leave human error or personal factors as the root cause. Remember that it’s the process and not the people that fail.

    Don’t forget that you can address common cause or special cause variation through controls. Once you determine the root cause, identify whether you can prevent their root cause or work to detect it early.

    If prevention steps are too costly, you can implement monitoring to detect the issue at far less cost. Don’t waste time fixing the problem when you could prevent it happening in the first place by focusing on quality upfront.

    Listen to this lightning cast t understand when to use each root cause analysis technique.

    http://traffic.libsyn.com/masteringbusinessanalysis/MBALC010.mp3

    Thank you for listening to the program

    To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes and other podcatchers.

    Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week.

    .Subscribe on iTunes Listen on Google Play Music Available on Stitcher Radio Subscribe on Android

    The post Lightning Cast: Root Cause Analysis appeared first on Mastering Business Analysis.


    Lightning Cast: Using Competency Models Nov 21, 2017
    Show notes

    In this Lightning Cast, you’ll discover the value of competency models and how they can help you grow in your career.

    A Lightning Cast is a shorter form episode modeled after lightning talks. You’ll get valuable content in 8 minutes or less.

    Competency Models can help define job level roles and expectations as well as help you determine development goals and career growth opportunities.

    A competency model is a way of defining the knowledge, skills, abilities, and behaviors that define successful performance expectations.

    Competency models can be used in several ways, including defining role levels within an organization and expectations of people at each level. You can also use a competency model to understand your current skill and knowledge level to define future goals and growth opportunities.

    Its usage spans from Human Resources to People Managers and performance reviews to personal growth and career development.

    The International Institute of Business Analysis recently updated their Competency Model and it helps Business Analysts understand the techniques and skills that apply in each of the BA knowledge areas that are expected based on your level of experience.

    The IIBA Competency Model can be used by BA managers to set expectations and help develop other Business Analysts. BAs can use the model to understand where they fit as far as expectations for their experience level and create a development plan for career growth.

    Using their Competency Model, Self-Assessment Tool, and Career Action Guide together can lead to personal development and career growth.

    Listen to the full episode to understand how to use the IIBA Competency Model to grow in your career.

    http://traffic.libsyn.com/masteringbusinessanalysis/MBALC009.mp3

    Thank you for listening to the program

    To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes and other podcatchers.

    Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week.

    .Subscribe on iTunes Listen on Google Play Music Available on Stitcher Radio Subscribe on Android

    The post Lightning Cast: Using Competency Models appeared first on Mastering Business Analysis.


    MBA142: Lean Startup for the Enterprise Nov 14, 2017
    Show notes

    In this episode, you’ll find out how to apply Lean Startup approaches so that you can build solutions customers will love.

    

    After listening to this episode, you'll understand:

    • Why the Lean Startup approaches aren’t just for small organizations
    • How to experiment your way to success
    • What techniques you can use to ensure you build the right solution
    

    Show Notes

    Using Lean Startup approaches really helps us to find out what customers truly need and build solutions that meet those needs. The problem is that we often don’t know what customers need.

    Lean Startup takes us from identifying needs by understanding our customers to developing hypotheses and experimenting to ensure the right problem-solution fit and product-market fit.

    Eric Reis, author of The Lean Startup, describes a startup as a “human institution designed to deliver new product or service under conditions of extreme uncertainty.” With today’s volatile and rapidly changing environment, things are often under conditions of extreme uncertainty; not just in startups. These approaches aren’t just for small companies starting out. They apply to large enterprises as well.

    Lean Startup approaches provide a scientific approach for getting a desired product to customers faster.

    Listen to the full episode to understand how to apply Lean Startup approaches to find the right solution to the right problem.

    http://traffic.libsyn.com/masteringbusinessanalysis/MBA142.mp3

    Z

    Your Homework

    I recommend trying Lean Startup approaches on your next project or within your organization. Start with tools to help you identify who your customers really are. Great tools for that are empathy maps and journey maps. Using a lean canvas is a great way for the team to come together and get on the same page as far as your approach and potential solutions. From there, create hypotheses and experiments to validate assumptions. You can use assumptions mapping to prioritize your experiments and then learn as you go.

    Links mentioned in this episode:

    • Episode 99 with David Bland on Assumptions Mapping
    • Lean Canvas

    Thank you for listening to the program

    To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes and other podcatchers.

    Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week.

    .Subscribe on iTunes Listen on Google Play Music Available on Stitcher Radio Subscribe on Android

    The post MBA142: Lean Startup for the Enterprise appeared first on Mastering Business Analysis.


    MBA141: Digital Transformation – What is Means for BAs Nov 07, 2017
    Show notes

    In this episode, Kevin Brennan helps us to understand the impact of digital transformations and what you need to do to adapt to this shift.

    

    After listening to this episode, you'll understand:

    • How the digital revolution and digital transformations change the way organizations work
    • What digital transformation means for your role as a business analyst
    • How to adapt your approach in a digital environment
    

    Show Notes

    Digital transformation is more than just a buzzword. It’s building the capability to respond and adapt to today’s rapidly changing environment. It requires a new way of working while delivering and innovating along the way.

    A digital transformation is something that fundamentally changes the way a company does business. It involves using software to change the way you interact with customers or the way you develop solutions.

    Business Analysts need to look at how software is developed and used across the enterprise in a whole new light.

    We’re no longer simply automating existing processes. In a digital transformation, we’re creating something entirely new that hasn’t existed before.

    This means that stakeholders may not know exactly what we want. We need to move forward with more Agile forms of analysis and help teams iterate on solutions that integrate with all parts of the business.

    Listen to the full episode to hear Kevin’s advice on how Business Analysts can adapt and provide move value in a digital world.

    http://traffic.libsyn.com/masteringbusinessanalysis/MBA141.mp3

    Z

    Your Homework

    Start learning about one or two technologies that may be relevant in your business. Then, think about how your organization might apply these new technologies and benefit from your knowledge.

    Try to move away from the mindset of simply giving stakeholders what they ask for. Shift your role to an advisor and discover what they truly need. Think in terms of creating more value for your customers. Look at software requirements as secondary to that objective.

    Links mentioned in this episode:

    • Kevin’s website Straiteis.com
    • Video about Wardley mapping
    Kevin Brennan

    Kevin Brennan

    Kevin Brennan is an association executive and business transformation architect, and works as an independent consultant based in Toronto, Canada. He has been a leader in the business analysis community for over a decade, as a member of IIBA’s board and executive team and shepherding the BABOK Guide through three major releases. Kevin has led organizations through strategic and business unit planning and execution, played a leadership role in enterprise change, developed and launched multiple products for a global audience, and managed a product portfolio through the entire product lifecycle.

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    Thank you for listening to the program

    To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes and other podcatchers.

    Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week.

    .Subscribe on iTunes Listen on Google Play Music Available on Stitcher Radio Subscribe on Android

    The post MBA141: Digital Transformation – What is Means for BAs appeared first on Mastering Business Analysis.


    MBA140: Improve Influence with NLP Oct 31, 2017
    Show notes

    In this episode, Corrine Thomas shares techniques from Neuro-linguistic Programming (NLP) that can help you build relationships and influence better.

    

    After listening to this episode, you'll understand:

    • Why building rapport with stakeholders is so important
    • How to use techniques from NLP to develop relationships
    • Why self-awareness is the key to successful relationships
    

    Show Notes

    Building rapport with stakeholders and coworkers is the first step in developing relationships. It also allows you to grow your network and increases your ability to influence.

    But where do you start? How can you build rapport with someone with whom you have nothing in common?

    Neuro-linguistic programming (NLP) is an approach to communication that can help you to better connect with others. NLP techniques can help you adapt your communication to suit the way others think and develop close and harmonious relationships.

    Listen to the full episode to find out how to apply NLP techniques to build rapport and develop relationships.

    http://traffic.libsyn.com/masteringbusinessanalysis/MBA140.mp3

    Z

    Your Homework

    Notice your own patterns of behavior and how you use your senses. Choose a different sense every day for the next week and notice how you’re using your senses and your preferences and patterns. From there, start to notice how others use their senses differently.

    Links mentioned in this episode:

    • Corrine’s website Choices-coaching.co.uk
    Corrine Thomas

    Corrine Thomas

    Choices Coaching Ltd.

    Corrine Thomas is an experienced Business Analysis manager, coach, and mentor. Her mission is to help Business Analysts to become leaders and role models within their organizations and the wider profession. She offers workshops, programs, coaching, and consulting to establish and improve your Business Analysis capability. Corrine is also a Neuro-linguistic Programming (NLP) practitioner.

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    Thank you for listening to the program

    To get more valuable content to enhance your skills and advance your career, you can subscribe on iTunes and other podcatchers.

    Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week.

    .Subscribe on iTunes Listen on Google Play Music Available on Stitcher Radio Subscribe on Android

    The post MBA140: Improve Influence with NLP appeared first on Mastering Business Analysis.


    Lightning Cast: Better Communication Using the DiSC Model Oct 24, 2017
    Show notes

    In this Lightning Cast, you’ll find out how to improve your communication and collaboration by adapting your approach using the DiSC model.

    A Lightning Cast is a shorter form episode modeled after lightning talks. You’ll get valuable content in 8 minutes or less.

    It may sometimes seem like people act irrationally and are completely unpredictable. But in reality, these people are doing what’s rational to them. They may even think you’re the irrational one.

    People think differently and these differences can lead to conflict, misunderstandings, and inhibit collaboration. If you learn about personally types, you’ll find that there are patterns of behavior that people tend to follow.

    Understanding these patterns will help you to see that people aren’t crazy; they just see the world and interact with others in different but mostly predictable patterns of behavior.

    The DiSC model is a tool to help you understand some of these differences so that you can adapt your approach to communicate more effectively. DiSC is based on the work of Harvard psychologist Dr. William Marston in who theorized that people tend to develop a self-concept based on one of four factors — Dominance, Inducement, Steadiness, or Compliance.

    There are tests you can take to determine your DiSC type, but a quick way is to note if you are more outgoing and fast-paced or more reserved. Then, consider whether you are task oriented or people oriented.

    Summary of DiSC Profiles

    People who are more outgoing and task oriented fall into the D type (Dominance or Decisive). They often big picture thinkers focusing on results. If you’re outgoing and people oriented, you’re an I type (Influencing or Inspiring). They work through relationships and by persuading others.

    Those who are more reserved and people oriented are S types (Supportive and Steady), focusing on cooperation and dependability. People who are reserved and task oriented are C types (Cautious and Conscientious), focusing on facts and data.

    Why these DiSC profiles are important is because since you know someone’s primary type, you can change your communication style to fit their preferences.

    It’s important to note that some people may be on the border between two types or exhibit behaviors from other types. Recognizing their default type and how they’re behaving in the current situation will inform your approach.

    You can guess a person’s main DiSC type through simple observations about their behavioral tendencies, interactions with others, and preferred environments.

    D Style – Dominance or Decisive

    People with the “D” style place an emphasis action and achievement and tend to be fast-paced and task-focused. D types are motivated by winning, competition and success. They want to take action and get immediate results.

    They value personal freedom and may be perceived as described as being forceful, driven, and impatient.

    When communicating with the D style individuals, give them the bottom line, be brief, focus your discussion narrowly, avoid making generalizations, refrain from repeating yourself, and focus on solutions rather than problems.

    Examples of D types include Arnold Schwarzenegger, Margaret Thatcher, and Robert De Niro.

    I Style – Influencing or Inspiring

    People with the “I” style place an emphasis on shaping the environment by influencing or persuading others.

    A person with an I style is often described as convincing, trusting, and optimistic. They prioritize taking action and collaboration.

    They’re motivated by social recognition, group activities, and relationships and they fear loss of influence and being ignored.

    When communicating with the I style individual, share your experiences, allow them time to ask questions, focus on the positives, avoid too many details, and don’t interrupt them.

    Examples of I style individuals include Bill Clinton, Oprah Winfrey, and Jim Carrey.

    S Style – Supportive and Steady

    People with the “S” style place an emphasis on cooperating with others to complete tasks.

    A person with an S style is motivated by cooperation and sincere appreciation. They are often described as calm, patient, and consistent. Many are seen as less indecisive and fearful of change.

    When communicating with the S style individuals, express your interest in them, be clear about expectations, and avoid being confrontational or overly aggressive.

    Examples of S type individuals include Mahatma Gandhi, Michael J. Fox, and Mother Teresa.

    C Style – Cautious and Conscientious

    People with the “C” style focus on working conscientiously to ensure quality and accuracy.

    A person with this style is motivated by opportunities to gain knowledge, showing their expertise, and quality work. They work to ensure accuracy and they challenge assumptions. They’re often described as cautious, accurate, and tactful and fear criticism and being wrong.

    When communicating with the C style individual, focus on facts and details, minimize small talk, and be patient.

    Examples of C types include Albert Einstein and Bill Gates

    Listen to the full episode to understand how to apply the DiSC model to adapt your communication.

    http://traffic.libsyn.com/masteringbusinessanalysis/MBALC008.mp3

    Thank you for listening to the program

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    Also, reviews on iTunes are highly appreciated! I read each review and it helps keep me motivated to continue to bring you valuable content each week.

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    The post Lightning Cast: Better Communication Using the DiSC Model appeared first on Mastering Business Analysis.


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