Use HBDI to Get Your Prospects to Reply

Are you fed up with not getting hold of your prospects? Learn to use the HBDI quadrant to your advantage and get prospects to reply. Join us in this fourth instalment of this HBDI series with Darren Smith and George Araham.

You Can Read the Full HBDI Transcript Below:

Darren A. Smith

Hi and welcome to the world's stickiest learning. I'm here with George Araman. George, how are you?

George

Hi Darren, I'm good. How are you?

George

I'm sure it won't be.

Darren A. Smith

Hey, I'm good. I'm good. I'm excited about our next podcast, so I'm gonna read out the title 'cause. It's a bit of a mouthful, but I think it works. I can't get my prospects to reply. Use HBDI to get your prospects to reply. So that's the title of our 4th podcast on HBDI. George is going to be excited for the next 20 minutes. What do you think about that title?

 

Finally, get prospects to reply

 

Darren A. Smith

That's certainly the plan.

George

Well, show me the money like they say so I'm pretty sure people are gonna like our audience are really gonna love it.

George

Yes.

Darren A. Smith

Fantastic. Fantastic. So let's do a few minutes bringing people up to speed on HBDI so we don't want to make an assumption they know now you've kindly lent us your profile for HBDI. So HBDI is the Herman brain dominance instrument. It's a way of understanding how people think. And this is your profile. It's split into four quadrants as everyone's is now. George, what does the left brain normally mean?

George

So the left brain is more of the rational brain. It's more of the logical brain. Whereas the right side of the brain is more the emotional side of the brain or more, the idea, the onceptualising side of the brain.

Darren A. Smith

Fantastic. So HBDIL, Hermann, asks us to understand our thinking preferences. Now, Hermann. Ned. Herman back in the 70s, split it also into the top half of the brain in the bottom half of the brain, giving us these four quadrants. Now, Herman, colour them as well. Obviously, they're not coloured in our head, but they are coloured here. So the further your profile goes towards this outer circle, the more you prefer to think in that way. But you can do all four of these.

George

Yes.

Darren A. Smith

Alright, now let's see from our other podcasts. George, what does the Blue quadrant mean?

Darren A. Smith

Yes.

George

So the blue is analytical side of things. This is the part where I don't really enjoy doing for me. Facts tend to be more boring, very flat, and very not imaginative. I'm more into the imagination side of things. The creativity. I think Leonardo da Vinci would agree with me somehow. Yeah.

Darren A. Smith

I think he was. I think he worked and you're in good company. Alright. So this is the fax. The fax quadrant will use an F just to make it easy. This is the future quadrant. And you talked about creativity. Entrepreneurs love this quadrant and this is where you are. You're quite creative. Lots of ideas. Then as we come down here, the Red Quadrant. Let me quiz you. What's the red quadrant?

George

So the Red Quadrant is more about the relational side of the quadrant. It's more like we liked how we relate with others. It's more about the passion we bring into it. It's about like you mentioned in one of our podcasts that for example, the red is very important because they tend to bring the team together and it's so even if sometimes people might think they're not really actually adding value, they are in the back scenes and they're really. Only the team together in a very efficient and effective way and even energising others to have better and more efficient results.

George

Yeah.

Darren A. Smith

You're absolutely right. You're absolutely right. And it's the Red Quadrant that largely gets to dismissed by people because it's emotional and particularly as a British man, I'm not supposed to show any emotion. I get that. The thing is, it's the red that drives us. You know, it chooses our career. We're passionate about retailing or engineering or whatever it is. It all comes from this Red quadrant. Let's move on to our last quadrant. Coming back to the left brain, now green, this is our project management. So this is feeling.

George

Planning.

Darren A. Smith

This is form. What do you remember around the green one?

George

So green is about planning. It's about structures, it's about systems. It's about like building systems, following structures, following rules, following guides. Being very like efficient on time, it's about time management. It's about all those like Stricker to the rules and very particular and very it's a box basically putting someone in a box.

Darren A. Smith

Perfect. Perfect. All right. So our four quadrants go blue, which is our fax based quadrant over to yellow, which is our future based quadrant. Red is our feelings quadrant and form structure is our green quadrant. Now just to reiterate, we can do all four, but the metaphor I use because I'm a yellow, I'm a creative, I talk in metaphors. I get that and it has its strength and its weakness as do all quadrants. The metaphor I use. Is that I can do yellow in fifth gear.

Darren A. Smith

It's quite easy for me. The idea's come to me quite a lot, whereas green I do it more like first gear. I can do it but it's hard and that's how we all should look at our profile. There are things that are easier for us to do and things that are harder for us to do.

George

Exactly.

Darren A. Smith

OK, so when you originally saw your profile, which was a few weeks ago now because we've done a few of these podcasts, what did you think in terms of that mirroring you or not?

George

Oh, it was spot on like, because basically when I did the test and I was asked the question where do you see like your own quadrants. I was more or less at 0.001 degree. Exactly where, where I got the results because I already knew. I know that I'm like my yellow and red are very prominent, the green is more when I'm at work and OverDrive and the blue is like I'd rather delegate it to someone else or.

Darren A. Smith

Fabulous. Now I get that I get that and also just for interest you've seen on your profile there's a solid black line showing where you prefer to think and also a dotted line. The dotted line is how we work, sorry, how we are under pressure. And normally pressure equals work in the modern day 'cause, there aren't many jobs now where you can sort of just not do a great deal. Unfortunately, like there were in the 80s. So you have two profiles and they don't always change, but they can do. So you have the profile of how I think normally and the profile of how I think when I'm under pressure and some people's change and distort others don't.

George

Like me. Yes. Yeah.

Darren A. Smith

Like yours so well, it's just on yours. They won't be able to see it on the camera, but what basically happens when you're under pressure is you actually go more green. You look for more structure and you do less red, so you are less emotional. How? How does that manifest itself in real life? Yeah. OK.

George

So usually when I when I'm at work, I really I love plan planning systems and I spend like lots and lots of time building the perfect system. Maybe it's the fear of whatever. So I build the systems and then I move to either the ideas or the facts and then like I the people or the red side, I leave it on really the very, very end. So yeah, this is how I would do it. Yeah.

Darren A. Smith

All right. And what we've talked about in other podcasts is how Herman and understanding your profile can help you in negotiation or in conflict. The way I like to understand the what I think is the biggest advantage of Herman is it enables us to talk with each other about each other in the third person. So, for instance, I might say, oh, I see why you need that meeting where you see the whites of my eyes because you're red or a green might say, OK, I see why you need a plan. I might say to agree, I see why you need a plan because you're agreeing you want to see, want to see all this in next steps.

Darren A. Smith

And it can help us avoid some of that conflict. But let's come back to the title of what we're talking about today. Prospects. So would you just bring to life? What do you think's going on in the real world? Why are people fed up with not being able to get hold of their prospects?

George

Well, my guess is as good as anyone, but I would say that. They're probably not using their own quadrant to their advantage. So for example, a rent when they I'm pretty sure that each quadrant has an advantage or a specific way that would make them convince a prospect in a better way. And it also goes to like in both ways, knowing the prosper which in which quadrant the prospect is helps a lot in order to help to like. Talk to them the way they want to be talked to and the way they want to be heard in order to give them what they want. That makes sense.

Darren A. Smith

Let me try and put you on the spot a little bit. I work on a Mac that's here. If I was trying to sell that over, let's say an e-mail marketing campaign and I was talking to a blue or I thought I'll try and connect with the Blues, what things might I share with them about this Mac that I'm trying to sell? Yes.

George

So since you're selling a Mac, you and you're talking about the blue Quadrant. You're probably going to emphasise on facts, so it's going to be like probably the pricing how much the Mac would cost, why it's better like you compare it to other to the, to APC, for example, why the Mac is better than the PC, what are the configurations? The like how many people bought the Mac versus how many people bought the PC. Those kind of things. So it's basically numbers.

Darren A. Smith

Yes, I could perfect.

George

You're putting all the good use of numbers, the good numbers that are better than like other competition. Yeah.

Darren A. Smith