HIGH AQThe elevated answers blog.
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 Tracy L. Baumann is Director of Marketing at The Brooks Group, an award-winning Top 20 Sales Training Company. This article is part of the High AQ Interview Series where executives, academics, and thought leaders discuss elevated answers. The following interview is edited for clarity. DiSC® and CommunicationDiSC® is a personality framework that identifies four basic personality types:
Dr G: “How do you think DiSC® is related to Answer Intelligence (AQ)™?” Tracy Baumann: “DiSC® provides a personality profile for others that you need to keep in mind when communicating. When you speak with a High-D, you want to keep communication short and to the point… No emojis. In contrast, the High-I wants emojis… they want to use feelings to connect with others. The High-C wants practical and evidenced based information such as charts and graphs.” Dr. G: “In contrast to DiSC®, Answer Intelligence (AQ)™ is a communication framework with implications for traits. Specifically, Answer with Style (High AQ Practice 4) holds that individuals have distinct communication preferences. The practical style is associated with a preference for procedure and action answers to achieve results. The analytical style is associated with a preference for concept and theory answers to explain and predict in a complex world. Finally, the relational style is associated with a preference for story and metaphor answers to emotionally connect. A big difference between AQ and DiSC® is that with AQ, only 1 of the 5 High AQ practices is focused upon traits, and the other 4 High AQ practices are focused upon question-and-answer principles you can apply across personality types. For example, if you are asked “Why should I hire you?”, High AQ practice 1 holds you have six answer types to choose from (concept, theory, story, metaphor, procedure, action) and that either a theory or concept answer is most important.” Tracy Baumann: “I agree. Regardless of the questions being asked, the AQ styles make sense based upon my experience of how individuals prefer to communicate regardless of the specific questions being asked. Then, there also is a recognition that every conversation has unique questions that must be effectively answered by all personality types.” Dr G: “Leaning into the personality core of DiSC®, can you explain how The Brooks Group uses personality as you consult with your sales clients?” Tracy Baumann: “We use DiSC® to hire the right people for the right positions. We use it as a reliable source to narrow down the pool of applicants. Certain personality types fit better for certain roles. For instance, in sales the typical seller is a High-D and High-I (friendly and relationship oriented, but dominant). We rarely hire someone in a sales role at The Brooks Group that is not the established benchmarked DiSC® profile. We have made mistakes in the past hiring the wrong person for a role.” Dr G: “So if you hire on personality traits, how does any given communicator adapt to the unique questions and answers that flow in real time during a conversation? For example, I did a workshop for a sales organization selling enterprise software. In DiSC® terms, you could describe the sales reps as D-I types. In AQ terms, the D-personality related to practical answers (procedure and answers) they would prefer to provide others. The I-personality related to story and metaphors the sales reps like to use to connect to others. The problem, as underlined by the sales director at the workshop, was that many of his reps were being asked “why-questions” by senior executives, and the executives wanted strategy answers (theory in the AQ framework) and the sales reps were missing the mark. Often, they would default to answering the why-question by doing a feature and function dump (procedure and action dump in AQ vernacular). Not responding with the right answer was a big problem.” Tracy Baumann: “When we teach IMPACT Selling, something we do is teach sellers that whatever your style is, you should approach your prospect or client in neutral and adapt to the person you are communicating with. In your example, the executives may have preferred analytical communication [theory and concept] and sellers should go to neutral and communicate with answers the executive buyer prefers. More generally, of course, your point is that personality is not the same thing as communication. Personality frameworks, like DiSC®, and communication frameworks, like Answer intelligence (AQ)™, overlap, but have distinct implications that stem from their vantage points. Applying the AQ lens to other aspects of sales and marketing, I’m reminded of buyer personas. You must have an understanding of the buyer to make sure you are communicating products and services to address their pain points. Our research department regularly examines the current challenges of sales leaders. These challenges could relate to questions and answers the buyer and seller exchange in a conversation. In other words, personas could be mapped to specific questions and answers they provide. Second, buyers are more educated now, and earlier in the sales process—they have more answers. There is more of an emphasis in getting the conversation right, right away, or else you are out as a seller. AQ provides a lens to inform personas.” Dr G: “Your extension of AQ to personas underscores the general point we have been discussing—different frameworks (personas, DiSC®, Answer Intelligence (AQ)™) each hold different assumptions, principles, and practices about the world that inform unique, but partially overlapping, perspectives about the world. Personas and AQ are distinct but can inform each other. In similar terms, DiSC and AQ are distinct, but can inform each other. DiSC® is a personality framework, first and foremost, and a communication framework second.” Implications of AQ (a communication framework) for DiSC® (a personality framework)To close this article, Dr G and Tracy Baumann compiled a short list of communication implications of Answer intelligence (AQ)™ that could inform our understanding of DiSC®. The purpose of this list is not to provide solutions, but simply to suggest how AQ (a new communication framework) can push our understanding of DiSC® (a personality framework). If these AQ implications are wrestled to the ground, the effectiveness of communicating to distinct personalities can be improved. 1. Which question types (why, what, how) are most associated with each DiSC® type (Dominance (D), Influence (i), Steadiness (S), Compliance (C))? 2. Which answer types (theory, concept, story, metaphor, procedure, action) are most associated with each DiSC® type? 3. How are questions and answers sequenced over a conversation depending on the DiSC® profiles of the conversation participants? 4. How do the 5 High AQ practices inform our understanding of communication for each DiSC® profile? This article suggests at least one High AQ Takeaway. High AQ Takeaway: Business frameworks are based upon distinct assumptions. Ultimately, DiSC® is a personality framework with implications for communication. To better understand DiSC®, it can be combined with Answer Intelligence (AQ)™, a communication framework. Effective consultants, coaches, and trainers will use multiple frameworks in combination to meet the needs of their clients. It is important to understand how each framework can inform the other framework, as well as the limitations of any existing framework. If you found Answer Intelligence (AQ)™ an interesting framework, please share this post with others. Also, try our Sales AQ free test to gauge your AQ.
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 Richard Harris is the Founder of the Harris Consulting Group. Richard teaches salespeople how to earn the right to ask questions, which questions to ask, and when. He is a 5x top 25 inside Sales Professional and strategic advisor. This article is part of the High AQ Interview Series where executives, academics, and thought leaders discuss elevated answers. The following interview is edited for clarity. Sales Role-PlayingDr G: “You are known for your use of role playing during sales training. How do you conduct role playing?” Richard Harris: “There are three steps: First, I teach a key concept. Second, I role play as a salesperson. Third, the trainees role play as the salesperson.” Dr G: “It is interesting you start with concept. I interviewed theatre directors and my stated objective was to better understand the procedures and actions actors used to prepare for their roles and to perform on stage. To my surprise, the directors shifted the focus away from procedures and actions to concepts. In short, effective actors need to have an indwelling into concepts that formed the identify of a character. For example, a character could be “jealous”, a “martyr”, or “honorable.” It was the actor’s job to understand their character’s motivations and harness that motivation into a performance visible to the audience (as procedures and actions in AQ terms). Can you give us an example of concepts relevant to a sales role play?” Richard Harris: “Yesterday I was working with a global organization. The topic of a difficult negotiator came up. The client always wants 50% off. These are sizable deals; each one is worth $200K to $300K. The client organization is a Fortune 500 brand that has been a client for years. The buyer is new to his role…. Let’s role play this.” Dr G: “I’m game.”  Seller (Richard): “Hi Brian, good to catch up with you. The goal is to answer your questions regarding your concerns. I want to answer them directly. You have been with us for 10 years. We want to keep the partnership going. We are going to talk about commercial terms. Is there something else?” Buyer (Brian): “Thank you, Richard. I know we have had a great relationship. I want to be sensitive to your time. I really need to get a better deal. We've invested a lot of time and energy in this relationship. I don't want to look elsewhere. I don't want to put this out to bid. Can you work with me?” Seller (Richard): “The challenge is 50%. We want to keep working with you. The challenge is that 50% does not feel fair. I can appreciate your need to be treated fairly. My question to you…Are you stuck at 50% or is there flexibility?” Buyer (Brian): “50% is my number.” Seller (Richard): “I would hate to have you go out to bid. When you think about going out to bid, have you been able to justify this need in the marketplace?” Buyer (Brian): “It’s been over 2 years and a lot has changed, so I really don’t have a good sense of where pricing is at.” Seller (Richard): “Our pricing is dictated on what the market dictates, not a finance person with spreadsheets. I'm stuck to trying to justify 50%. How could I do that?” Buyer (Brian): I'm assuming you have taken a look at the marketplace… can you share the prices with me in the marketplace? I know you’re trying to get the best deal on your side. I'm trying to do that on my side. That’s business.” Seller (Richard): “Yes, business. Not personal. We’re so embedded in 16 depts in your organization. How long will it take you to scope the project and write the bid, not just bid it out?” Buyer (Brian): “It will take 4 months, if I'm being realistic.” Seller (Richard): “Would it just be you, or 3 others from other areas?” Buyer (Brian): “It would be a few on my side and an analyst devoting a few weeks of work.” Seller (Richard): “5 people.” Buyer (Brian): “That is realistic.” Seller (Richard): Just to scope out the bid, my guess there is more than 40 hours of work per person, 200 hours. Is that reasonable? Buyer (Brian): “Yes.” Seller (Richard): “Then you have to get 3 bids.” Buyer (Brian): That is our standard practice. Seller (Richard): “Do you do 1 meeting with each person? Or multiple meetings, including a security review, among others?” Buyer (Brian): “There will be multiple meeting layers; of course.” Seller (Richard): “In terms of meeting times that is 10 hours (10 meetings with each vendor). 3 persons on your side with each of these calls. Every meeting is 30 hours of time. Then there is another 30 hours after the meeting. We are quickly getting to 500 hours even before we talk implementation. When we do this, there are 6 months of install (hundreds of hours), and then hundreds of hours (un-installing our solution). At this point I broke character because I felt the pressure as my character; the economic impact wheels were spinning in my character’s head. I could sense, in a visceral way, the implausibility of my position as the buyer character. We proceeded to debrief the role-playing exercise. Richard Harris: “It is all about economic impact. In the role play, the buyer had a list of 10 things, and his team has 10 things. All the projects get delayed. What is the impact of that? This is the opportunity cost.” Dr G: “You’re framing the conversation in unobjectionable terms… As a seller, you could have said we can save you $X, but that is not believable (every seller can make these out-of-thin air promises), you have put the costs in terms that the client can see.” Richard Harris: “That is part of it. It is not costs, it is opportunity costs and economic value. In the buyer’s eyes, if things don’t go well, he is on the line. It is a 10-year project. I’m painting the buyer into a corner.” Dr G: “This is fascinating. In AQ terms, which concepts are important to this negotiation?” Richard Harris: “There are a couple of important concepts. First, in the setup we discussed a “difficult negotiator.” It takes two to negotiate. If we start with the seller, we can understand important ideas that are holding the negotiations back. The seller’s organization had a mandate to ‘never walk away’ from a deal. This is recipe for disaster. Classic negotiation theory would suggest this is a lose-win orientation [Yielding]. Using the role-play, it illustrated a win-win approach [Problem Solving] by a seller. Also, the role play demonstrated how to move a buyer from win-lose [Dominating] approach to a win-win [Problem Solving] approach.” Dr G: “In AQ terms, you’re pointing out key concepts to avoid, such as Yielding by a seller, and the importance of shifting the seller and buyer both toward Problem Solving.”  Richard Harris: “Unless you do role-playing, the salespeople don’t connect in a deep way to things they should change. Never walk away from a deal [an action in AQ terms] is connected to Yielding [a concept in AQ terms]. To a person, the sales organization might say we don’t engage in “lose-win” negotiating, but that is exactly what they are doing when they have a tunnel-vision tactic like never walk away. Only in a role play, does the big gap [disconnect between action and concepts in AQ terms] become real to the point they realize they need to change. Also, I want to point out that as a seller you have to not only be focused on important concepts like Problem Solving, but the most effective sales people will help orient the buyer toward concepts they need to be successful as a buyer, in this case, Problem Solving. In other words, both the buyer and seller need to focus on Problem Solving. From my perspective, customers don’t know how to buy. Customers must be guided and instructed on how to buy your product and service. In this role-playing, you as the buyer, became oriented toward problem-solving, a key concept. Thoughtful selling extends beyond concepts associated procedures and actions [answers in AQ terms]. For example, it is not just what you do, but how you do it. In the prior role play, I painted the buyer into a corner. But, in terms of how I did it, I could have pulled many other tactical levers. For example, I did not get into legal costs associated with going out to bid. So on and so forth, the effective seller gets the actions right. Finally, I want to make one last point regarding role-playing. I think there is a difference between ‘having a script’ and ‘sounding scripted.’ You want to have a script, but you want to remain authentic. This means that role-playing forces the conversation to be natural and for the seller to find their own voice.” High AQ Takeaway: Those with High AQ get role-playing right. The following points are a summary of what makes for an effective role play in AQ terms.
If you found Answer Intelligence (AQ)™ an interesting framework, please share this post with others. Also, try our Sales AQ free test to gauge your AQ.
Additionally, you are encouraged to learn more about N.E.A.T. Selling™, a philosophy developed by Richard Harris that is consistent with the role-playing examples discussed in this article.  Tony Cole is the Founder & Chief Learning Officer at Anthony Cole Training Group, LLC. For 27 years, Anthony Cole Training Group has been helping organizations close their sales opportunity gap by helping them sell better, coach better, and hire better. This article is part of the High AQ Interview Series where executives, academics, and thought leaders discuss elevated answers. The following interview is edited for clarity. All prospects Lie and/or lieThere is a Lie with an upper-case-L that is barefaced and hurtful. Then there is a lie with a lower-case-l, a lie that is not hurtful, hateful, or deceitful. We associate the AQ answers (story, metaphor, theory, concept, procedure, action) with the lies (upper + lower case) or truth prospects communicate. A sales rep can ask, “Why did you agree to this meeting?” The prospect may return with a white lie (withholding a house-on-fire story), or not acknowledging a vendor off-stage (perhaps a capital-L lie). Of course, lies exist on a continuum between upper-case and lower-case lies. The following discussion centers upon lies during conversations with prospects and how Answer Intelligence (AQ)™ can help separate the lies from the truth. Dr G: “There are a lot of question methodologies in sales. How does AQ add value?” Tony Cole: “I just conducted a three-hour workshop on the art and science of question asking. We teach about the importance of effective questions to get the answers you want, but it is great to have a simple visual of questions and answers that can orient a sales rep for their next important conversation.” Dr G: “Can you give me a specific example of how the AQ framework can help sales reps?” Tony Cole: “We teach about the importance to know that prospects lie (not hurtful, hateful, or deceitful). The prospect will provide an answer to meet their objectives as a buyer. You must understand the motivation of the buyer. When a prospect agrees to a meeting, it might be because the prospect has a new boss and was asked to investigate the seller’s solution. The prospect’s intention may not be to buy, but to interpret the seller’s solution using a hidden compare-and-contrast to a favored solution. Ultimately, although possible to overcome, the outcome on the scales is tipped toward a no. The prospect ultimately wanted to report back to her boss that she checked out the solution, and her alternative was better. In this scenario, AQ is valuable because it connects questions to answers so a seller knows which types of answers to expect and how to navigate those answers. For example, we teach drill-down questions. Therefore, we could drill-down into a story or procedure [both answers in AQ terms] to get at the truth.” Dr G: “This is interesting. It reminds me of the 5-Whys associated with Japanese management approaches. You ask Why five times and by the 5th time (or sooner), you get to the root cause. Therefore, in AQ terms, if a story is provided by a prospect, a seller can ask Why multiple times to understand it. In similar terms, if a metaphor answer is provided a seller can ask What multiple times; or a for a procedure answer that is provided a seller can ask How multiple times.” Tony Cole: “It is important to note that the drill-down can’t be mechanical. You correctly point out, you may stop after 2 drill downs, but a sales rep that is acting mechanical would always ask 5 drill down questions. Or, if a seller is provided questions to ask, too often they go through the list of questions in a check list style manner…. What is keeping you up at night? Why did you contact me? What is your budget?... Question fatigue will set in. This is an example of what we mean by the art of question asking.” Dr G: “Interesting. Your drill-down questions remind me of the Five High AQ practices and techniques that can be used to gauge the veracity of answers. For example, High AQ practice 3 is to provide complements. Every given answer can be complemented by adjacent answers. For example, if a prospect tells a story, a seller can ask a follow up question, “Can you explain the underlying logic of your story?” this would represent a theory answer (in AQ terms). Or as a seller can paraphrase the buyer’s story as a metaphor. Both theory and metaphor are adjacent answers, and they help you triangulate the truth of the seller’s answers. Or you can pivot to any answer type. At the extreme, if all six answer types (story, metaphor, theory, concept, procedure, action) are covered, which is referred to as the strong form of complementary answers, then you have a complete sense of their true answers. Lies or half-truths are difficult to maintain across multiple answer types, and naturally give way to true answers as you begin to triangulate all the answers together.” Tony Cole: “This makes sense. Also, the AQ framework can be connected to open vs. closed questions. We discourage closed questions that yield yes, no answers; these are conversation killers. The six AQ answers are associated with open questions, where you would anticipate a story, metaphor, or any of the six answer types.” Tony Cole: “What type of answer should a seller be looking for from a prospect?” Dr G: “Great question. The AQ framework suggests there are 5 High AQ practices, and each practice suggests a different answer type(s) to focus upon. For example, High AQ Practice 1 focuses upon identifying the best answer to a given question. Therefore, if a seller asks, “Why did you take my meeting?” the seller may be interested in a story or a theory as the best answer. Perhaps, the seller wants a story and its associated richness to start the conversation. High AQ Practice 3, as discussed prior relates to providing complementary answers. In that case, if a story answer is provided by the seller, the buyer would be looking to steer the conversation toward a theory and/or metaphor answer. Finally, one more example, according to High AQ Practice 4, Answer with Style, a seller would try to identify the answer style of a buyer—relational (preference for story + metaphor), analytical (preference for concept + theory), or practical (procedure + action)—and try to steer the conversation toward the preferred answer preferences of the buyer. Each of the 5 High AQ answers provides a partially overlapping approach toward identifying the target answer types of a buyer. Related to your prior point, choose which one of the 5 High AQ practices to focus upon at each point in the conversation, and over the entire conversation, get into the art of communication.” Tony Cole: “There is a place for this. The whole idea… of asking questions in and of itself is a challenge. AQ makes it easier, when you ask a question, only some categories of answers are possible. The two things, questions and answers, come together in one framework with AQ.” This article suggests at least one High AQ takeaway. High AQ Takeaway: Seller conversations often involve white lies or unfortunately barefaced lies. Using AQ and the 5 High AQ practices, it is possible for the seller to steer the conversation toward the truth, saving everyone time, building relationships, shortening sales cycles, closing more deals, and perhaps first and foremost just making conversations with prospects more enjoyable. If you found Answer Intelligence (AQ)™ an interesting framework, please share this post with others.
Try our Sales AQ free test to gauge your AQ.  Ivan Košalko is an Executive Coach and owner of Košalko Consulting LLC. His target customers are the companies and organizations in which the owners, leaders, and senior managers believe that their people are their most important assets. His focus is the growth of first-time managers, particularly in fast growing companies. He typically starts with strengths coaching, which is backed by certification from Gallup—he is a Gallup® Certified Strengths Coach. This article is part of the High AQ Interview Series where executives, academics, and thought leaders discuss elevated answers. The following interview is edited for clarity. The Tools of Executive CoachingDr G: “You are a Gallup® Certified Strengths Coach. You also use other frameworks with clients. What is your perspective on the use of frameworks by executive coaches in the marketplace?” Ivan Košalko: “Many coaches focus upon one methodology as the holy grail of coaching. I use several different frameworks with clients depending on their developmental needs.” Dr G: “How do you decide which frameworks to use with clients?” Ivan Košalko: “Each tool offers something different that meets different client needs. As we know, CliftonStrengths is a framework of 34 strengths which allow a coach to work with the clients to further develop their potential. This contrasts with a focus upon shoring up weakness, which predominates in most consulting and coaching. The CliftonStrengths framework is necessary because most individuals are very poor at identifying their strengths. If you ask a client to identify their biggest weakness, that is much easier than wrestling to the ground their strengths. Working with a framework like CliftonStrengths gives the coach and client a common language to discuss strengths and come to agreement regarding the areas of biggest growth potential.” Dr G: “Can you tell me more about the value of frameworks in Executive Coaching?” Ivan Košalko: “Each framework simplifies and organizes the work. CliftonStrengths helps us understand strengths. Answer Intelligence (AQ)™ is a framework that provides a lot of value to communication. Listening is central to executive coaching. Often, listening can be difficult for an executive coach because clients don’t always give the best answer. A coach may ask a question, and the other person starts to talk about something else, not the answer we are looking for. Or they don’t answer the question at all. You ask why, and they provide a how-answer. The AQ framework helps to navigate the conversation correctly. I have a meeting with a client upcoming that is very long winded. It takes a lot of stamina for me to remain focused on the conversation at a very attuned level I need to be effective. AQ provides a structure that allows me to navigate the conversation. For example, if the client provides a story, I can see if the story is in line with a concept they claim they are using.” Note: this is consistent with High AQ Practice 3: Provide Complements; the strong form of complimentary answers is that all six answer types are complementary and reinforce each other. “Or If I ask a why-question, I can listen for two answer types, a story and theory.” Note: this is consistent with High AQ Practice 2: Answer Twice; important why-, what-, and how-questions can be answered twice for maximum impact and clarity. “Therefore, I use AQ as a proof tool. As the expression goes, the clients often do not know themselves very well. By looking at the consistency between answers I can identify their authentic answers. AQ gives me a framework that allows me to be a better listener.” Dr G: “You did a good job describing the value of AQ to you as a coach. Can you discuss the value of AQ to your clients that are using CliftonStrengths?” Ivan Košalko: “Let me give you an example related to myself. In CliftonStrengths terms, I have a strong ‘Focus’ Theme.” [note: The Focus theme is oriented toward staying on track, prioritizing, and then taking action.] “For a Focus thinker, AQ is an approach to identify and navigate questions and answers in a systematic and structured way that a focus-themed person values.” Dr G: “Is it fair to say that all 34 CliftonStrengths themes can be combined with AQ as an approach to communicate related to each client’s respective strengths?” Ivan Košalko: “Yes, that is correct. I have a client meeting coming up on Friday where I will be finalizing the scope of work. As part of the work, I will have her develop a list of daily and weekly questions she is to ask of herself to create new strengths-based habits. One recommendation I will make is for her to use AQ to identify the answers to those questions. Paradoxically, it is the individuals that have strong Communication talent that benefit most from AQ. When you are an effective communicator, you often use intuition. When people do things intuitively, there is a significant growth potential for clients that are exposed to the right tools. When clients are not aware of tools, they make mistakes that could otherwise be avoided. I had several clients that in a sense communicate with ease – they are expressive, articulate, have a strong stage presence, and can deliver a compelling story or other type of answer. Their blind spot might be that they are not involved in a conversation with others and they tend to monopolize the debate. For example, they say, “I don’t mean to interrupt… then of course they do and they discuss whatever they are interested in or they force their opinion on others. With AQ these kind of clients could benefit from understanding how question-types are mapped to answer-types. They can recognize the question [why, what, or how] and using AQ to provide the appropriate answer in the context of the conversation.” Dr G: “This makes a lot of sense to me. In many respects, I’ve always been an effective communicator my entire adult life. For example, I have always been strong at metaphors and stories, but I was often overly analytical (focusing upon theory and concept). This analytical fixation would often drown out the other answers I could provide. When I was a junior professional out of college, my boss valued my contributions, but others could not understand me. In AQ terms (which would not yet be invented for another 15 years), I would talk about models and system (associated with analytical communication) and my peers wanted a story or perhaps a procedure to get work done. It was a real problem and communication disconnect. We even explored the company hiring a personal communication coach for me. It was not until I developed the AQ framework that I finally had a tool to improve my conversations with others. Your discussion of strengths has given me an insight into myself as an effective, but flawed communicator, that could benefit from a framework (AQ in this example). Thank you for making that connection for me between strengths and the importance of frameworks.” This article suggests at least two High AQ Takeaways. High AQ Takeaway 1: Effective coaches need to be effective listeners, as they seek to read between the lines to understand their clients. AQ is a framework that organizes questions and answers allowing an executive coach to be a more systematic and effective listener. High AQ Takeaway 2: Executive coaches should provide their clients with multiple frameworks, that are often used in combination. CliftonStrengths identifies among 34 strengths a client may have. AQ provides a framework by which any of the strengths can be more effectively communicated by a client. If you found Answer Intelligence (AQ)™ an interesting framework, please share this post with others.
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AuthorDr. Brian Glibkowski is the author of Answer Intelligence: Raise your AQ. 
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