Bests & Worsts Reviews from Amazon

I took these notes while reading Pitch Anything. It's a great book and there's more to it than I share here. A recommended buy. Basics: -Good pitching depends on method. It can be learned. -Pitches are sent from the modern - and smart - part of the brain, the neocortex. But they are received by the old "croc brain." -This is not numbered based selling or being pushy. Both sides should leave happy and not feel like they were used or tricked. -Keep it fun. Once the power shifts take control and direct conversations where you want. Give and take power. Let the game be fun for both sides. It should be mutually exciting not dominating. -Selling makes you supplicate, make rational appeals to the neocortex and ask invasive questions. -When explaining your track record of success people remember the average of your achievements not the sum. A few good strong stories are better than many weaker ones. -Hot cognitions are unavoidable - you can control the expression of emotions but not having them. -Don't create like or analysis, create want. You must set the frame. Create novelty and intrigue. The STRONG method: Setting the frame Telling the story Revealing the intrigue Offering the prize Nailing the hookpoint Getting a decision Framing: -Your point of view is your frame (perspective). The stronger frame absorbs the weaker frame, when frames collide the winner has frame control and his/her ideas are accepted. -When you are responding ineffectively to things that the other person is saying and doing, that person owns the frame, and you are being frame-controlled. -If you have to explain your authority, pwer, position, leverage and advantage, you do not have frame control. -Strong frames activate basic desires. Frame collision - instigate a mildly shocking but not unfriendly act. Use defiance or a small denial and light humor. This captures attention and elevates your status by giving you "local star power Types of Frames: Power Frame - Comes from ego and status. Shows arrogance and lack of interest. -avoid falling into this frame by reacting to it. Don't strengthen it. Basic power rituals in business settings (small talk, letting ourself be told what to do) enforce the other party's power frame. Abiding by rituals of power instead of establishing your own reinforce it. Prize Frame - when yo own the frame others react to you. Reframe everything your audience does/say as if they are trying to win you over. Even when you're selling, the question is "why do I want to do business with you?" 101: Make your buyer qualify. Withdraw if buyer tries to change time, location, attendees, etc.. 201: trial closes are crude and ineffective. Don't ask questions and seek validation. Make target perform a task to earn the deal. Remember, money can't do anything without you, the money needs you. Example open: `'I'm glad I could find the time to meet with you today. And I have another meeting right after this so let's get started." Time Frame - When the room is cooling down don't wait for them to set the end time, that leaves you reacting. Running long or beyond the point of attention shows weakness, neediness, and desperation. Talking faster and forcing more information leads to less retention. Intrigue Frame - focus on relationships, you know the numbers will work out. Most intelligent people take great pleasure in being confronted with something new, novel and intriguing. Once audience memebers solve the puzzle they check out. When analyst frames are taking power, break through with a story, but only tell part of the story: Intrigue Story: 1. Be brief. The subject should be relevant to the pitch. 2. You are at the center of the story. 3. Time pressure - the clock is ticking and there are consequences if it runs out. 4. Have risk, danger and uncertainty. 5. Have tension - you're trying to do something but are being blocked by some force. 6. Failure will be bad! Frame Stacking: Creates hot cognition, they like the idea/you before they fully understand the facts. -Intrigue-> prize-> time-> moral authority-> hookpoint Intrigue - stories about interexting and eccentric people. Witnesseing is brtoing, forced into action and overcoming something is better. Create a short and strong narrative that introduces characters who overcome real-world obstacle. -Put a man in the hungle, have the beasts attack him, get him to the edge of the jungle, will he get to safety? Prize - I have one of the better deals on the market; I am choosy about who I work with; it seems like I could work with you, but really, I need to know morel please start giving me some materials on yourself; I still need to figure out if we would work well together and be good partners; what did your last business partner say about you; when things go sidewatys in a deal how do you deal with it; my existing partners are choosy. Time - scarcity bias. Don't be avert or aggressive with pressure, there is a real time constrain, bring it up and recognize it. Beta Traps: Watch out for situations that will put you in the beta role, they're everywhere. To break out you need to do something that is mildly shocking but not unfriendly, this causes frame collision. Then quickly grab status, shrink the focus of the information being discussed to something that you specialize in, then pull away. Set a hookpoint then pull away again. Momentum is key during this process. Seizing Situational Status: Politely ignore power rituals. Avoid beta traos. Be unaffected by cutstomer's global status. Look for opportunitis to perpetrate small denials and defienaces that trengthen your frame and elevate your status. As soon as you gain power switch discussion into an area where you are the domain expert. Apply prize frame for decisions. Confirm alpha status by making customers qualify your status (light hearted/interesting). How the Brain Works: Croc Brain Filtering: 1. If it's not dangerous, ignore it. 2. If it's not new and exciting, ignore it. 3. If it's new, summarize it as quickly as possible and forget the details 4. Do not send anything to the neocortex for problem solving unless you have a situation that is really unexpected and out of the ordinary. Movement: The brain detects movement. Don't show before and after, try to show the progress but do so without threatening the croc brain. -The brain reacts to social and physical threats the same way. -Put them at easy, tell them it's going to be a short and easy 20 minute pitch. -Tell them your track record of success. -Explain the market window. -Paint a picture of the idea moving out of the old market and into a new one. Tension and Desire Lead to Attention: -Desire comes when you offer a reward, tensions arises when you take something away. Desire: anticipation of a reward. Violate target's expectations in a pleasant way. - People are curious about things they can not explain but that seem explainable. - At the point of satiation the pitch is over. - You need to have tension as well for the person to remain alert. Tension introduces real consequences to the social encounter - Don't manipulate the person, just keep them alert. - Push and pull, but not too much of either. Prizing: We chase that which moves away from us. We want what we can't have. We only place value on things that are hard to obtain. Hot and Cold Cognition: Problem solving and calculations are cold cognitions. You can't have and cold cognitions at the same time. Hot cognitions lead to want, desire and excitement. Showing neediness is bad for frame control, erodes status, freezes hot cognition, and topples frame stacks. It's a weakness and a threat to the other person. -Want nothing, focus only on things you do well, announce your intentions to leave the encounter. Theory of Mind: Simplicity can actually be scary. You want to tune your message to the mind of the recipient. A strong "theory of mind:" means you are able to understand how thoughts, desires and interest of others cause them to act. -All important information must fit into the person's attention span - usually about 20 minutes. -It doesn't matter how much information you give, but instead your theory of mind. Tune your info to the other person's way of thinking.