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Harness HBDI for Negotiation Success
Does your negotiation always get to an annoying stalemate? Well, today’s podcast will explore using HBDI to avoid a negotiation stalemate. Join Darren Smith and George as they tackle this exciting topic.
You Can Read the Full Negotiation and HBDI Transcript Below:
Darren A. Smith:
Hi, my name’s Darren Smith and you’re the home of sticky learning.
We are with George Harran. George, hello.
George:
Hello, how are you, Darren?
Darren A. Smith:
Hello. Hey, I’m good. I’m good. So I’m Darren, this is George. And we’re here today to talk with you about HBDI and negotiation. In fact, the title of this podcast. I’ll read out my negotiations. Always get to an annoying stalemate. Use HBDI to understand your opponent to avoid stalemates. So George, we’re talking about negotiation and HBDI. The reason you’re here is your what we would call naive results. You’ve just completed your HPDI profile, is that right?
George:
Yay, correct.
Darren A. Smith:
OK. Fabulous. Fabulous. So you’re gonna ask me lots of probing, challenging questions, particularly around HPDI and how we can use it with negotiation. All right, all right, so let’s do a couple of minutes on your understanding of HBDI and what this profile meant to you.
George:
Love it.
Darren A. Smith:
What did it mean to you doing your profile?
George:
It’s interesting because I found a couple of like things.
It was interesting. I discovered things I was aware of, some I wasn’t really aware of.
Darren A. Smith:
Mm hmm mm.
George:
A couple of the so when I was asked to anticipate the results, I actually nailed it in a way I got all my 4 quadrants more or less precisely the same. I was surprised though, by stressful flow. What’s it called? This. Yeah, exactly. The results were a bit different than I was expecting, but like, it is what it is, I guess.
Darren A. Smith:
That’s not. OK, alright. Well, let me give you and the viewers a quick summary of my understanding of your profile here it is. I’m sure you don’t mind me showing it. So what Ned Herman said was that we all know that the brain is split left and right. So let me ask you, George, what’s the difference between left and right of the brain?
George:
Yeah. No. The conversion side of the brain and the right side is more like the creative, intuitive side of the brain, or the diversion.
Darren A. Smith:
Perfect, perfect, perfect. OK. And this was discovered now probably 50 years ago now. Not what Ned Herman said was actually left and right. Absolutely. But he also said there’s top and bottom given US 4 quadrants to the brain. Now, Ned, Herman or HBDI, which is the Herman brain dominance instrument, measures how we prefer to think. And there are four quadrants in how we prefer to think we’ve got the blue Quadrant, which is all about facts. So if you’ve got a mate who’s very good down at the pub quiz.
Darren A. Smith:
He’s probably a blue loads of facts. The yellow. This is the creative, the entrepreneurial, entrepreneurial type. People who have got a million ideas and might be described as having their head in the clouds. We’ve got the red people. These are the touchy feely people. People what I love about the Reds is if you walk into a room they normally come over and touch your elbow and then we’ve got our greens, who are our structured plan. Next project managers. All right. So this just describes how you prefer to think.
George:
Interesting.
Darren A. Smith:
You can’t get it wrong. You can’t get it right. This is George.
George:
Hello.
Darren A. Smith:
So if having understood that you have a tendency to think more in the right side of the brain, your creativity, your big picture thinking’s fairly high.
George:
Yeah.
Darren A. Smith:
Your people skills, your feelings fairly high, but your ability to do facts in the blue is quite low and your green is, let’s say it’s fairly low too. All right, so your right side of the brain thinker, nothing wrong with that. Nothing. Right with that, it’s just who you are. And now what’s particularly interesting is this solid line versus this dotted line is under pressure. Your green shrinks so you’ve become less structured, less planned, and you become more read, more emotional.
George:
Yeah.
Darren A. Smith:
So if you think back, how does that manifest itself in your life becoming less emotional? Sorry, more emotional and less planned?
George:
Well, that’s actually the site that I really didn’t understand in a way because like when I’m under pressure, what happens is I turn off people like my right side. Actually I turn it on off and I go full on left side and I go I could become very analytical and very plan-oriented in general. So this is like what my experience has been.
Darren A. Smith:
OK. So let me just rewind and make sure I’ve got this right. So your solid line, you are a right-brain thinker, that’s where you’re dominant. You like creativity, big picture people and then under pressure, the dotted line, I think I might have misspoke your structure. Your green goes out more right now. We’ve got it now. We’ve got it. So that ties in with what you actually do. All right, so let’s come back to negotiation skills and stalemate.
George:
Yeah.
Darren A. Smith:
So let’s say I’m a negotiation expert. What questions would you like to ask me? That would help you to avoid stalemate. Understand your opponent using this type of stuff.
George:
Mm hmm.
Darren A. Smith:
What questions do you have?
George:
OK, so first of all, I know that when you’re negotiating with someone, it’s important to bring in the facts. And since I do tend to have a low fact-based quadrant. How can I maximise it? How can I increase my blue quadrant or my unethical skills when I come across to this particular negotiation or negotiation.
Darren A. Smith:
OK, great question. So we can all do all four quadrants. It’s just if I use a metaphor, you do yellow and red in 5th gear. If you were driving blue and green, you’re probably doing in second gear, but we can all do all four. It’s just where we feel more comfortable where our preferences. So you can do blue, it’s accepting that it’s going to be uncomfortable. It’s going to take you a bit longer and you’re probably going to procrastinate more to look for the facts.
George:
Yeah. No. Yes.
Darren A. Smith:
But you can do it. You can do it. So firstly it’s accepting, we can do it. Secondly, it’s accepting, it’s going to be a bit harder than normal. It’s not like doing the red or yellow stuff. And then thirdly, it’s getting on doing it because you know the value of doing it. All right, now the other the second part in answering your question is remember that if you’re negotiating, not everyone wants facts. Now I understand negotiation is a very logical piece that we do in the workplace.
George:
OK, OK.
Darren A. Smith:
But if you’re up against a yellow negotiator, let’s say they’re probably going to want to understand the big picture. So the trick with HBDI and avoiding stalemates is to know who you’re negotiating against.
George:
That was my next question. How do you know that? Like, how can you on on on the spot, know who your opponent, or who you’re negotiating with?
Darren A. Smith:
That one is the first one. You’re not going to like it. It will take years of practice to understand. All right, but OK, let’s give you the silver bullet in most face-to-face negotiations. Don’t start with a face-to-face negotiation. You’ve probably been probably been speaking to them or emailing them. So let me ask you a question. If you were to get an e-mail from someone like this, what would that e-mail look like? Bear in mind there are factors.
George:
OK. Yeah. Lots of numbers and stats and.
Darren A. Smith:
Perfect. So you’re picking up now if you were to get an e-mail from a yellow-type person, what would it look like? This is big picture.
George:
Big ideas. Things that you want to do that are different, innovative, creative.
Darren A. Smith:
Very good, very good. OK, let’s do the green.
George:
The green is more planned. So what are the steps to do this? What are the next steps et cetera, et cetera? It’s more geared toward that and the red is more about like people who do, you know.
Darren A. Smith:
Yes. Lovely.
George:
Who do you know that can help me with this negotiation or et cetera? It’s oh, who can you refer me to or? Who was your client? How those kind of things of questions?
Darren A. Smith:
Very good, very good. What we particularly look for in our red negotiators when we’re identifying them over e-mail, they might share something they did at the weekend or something about their family. These guys are very sharing of what’s going on in life. And also they’re very warm and very enthusiastic people. So you can imagine the Reds on a call like this are like that, which is great. Like, you are the Blues are very much like this.
George:
Then.
Darren A. Smith:
Yeah, it is. And it’s all good. They’re right. We’re right. It’s just who you are. The trick here is if we can understand ourselves better and understand others better. And if I’m going to negotiation or you are and you’re yellow to yellow, you’re speaking French to French, right. Got that. But here. And it’s hardest to communicate with people diagonally opposed to you. If you’re going into a negotiation, you’re talking to a green. You’re talking French to Dutch.
George:
Yeah. Interesting. Yeah.
Darren A. Smith:
So what’s going to happen if you’re talking French to Dutch in that negotiation?
George:
Better speak English.
Darren A. Smith:
It’s gonna be hard. It will be hard to communicate, hard to understand. The green is saying to where’s the timeline? Where’s some of the detail? How do we map this? And you’re thinking? No, no, I just want to talk the big picture and say you’re doing this.
George:
Yeah, very hard. I have a question. What if, for example, like with nonverbal communication work best in this scenario for example?
Darren A. Smith:
It’s always good to understand nonverbal communication, so if we take an e-mail you don’t know what’s going on with their tone, you’re guessing you’re trying to, particularly if there’s lots of money at stake. So you’re very emotive. I might lose 10,000, might lose 100,000, still trying to guess what’s going on so that we would always propose face-to-face is absolutely best because even here you can’t see what I’m doing with my hands down here.
George:
Yeah.
Darren A. Smith:
No, and I might be tapping on the table, but you can’t see that. But you could, if we were face to face. And if I’m tapping on the table, I’m frustrated and I’m fed up and we might be heading towards stalemate. So yes, we’re looking for body language. We’re looking to understand their body language, what we’re giving off and using all those cues to build better communication.
George:
Thank you.
Darren A. Smith:
OK, OK. So lots of people get into stalemate on negotiation and the reason they do is largely because they’re miscommunicating. Now, that right makes it sound really easy if we just don’t miscommunicate, we’ll be fine. But I mean that we are talking French to Dutch. We are not giving these people what we want, all right.
George:
So how do we do that, Darren? How do how do we solve the situation? The stalemate?
Darren A. Smith:
Well, it’s back to what I was saying before. We can do all four colours. The first thing we need to do is recognise who we are, which colour are we, which thinking preference. Do we have? OK, good.
The second thing which thinking preference do they have and we can pick that up from their e-mail or their phone call maybe before we get to the face-to-face or before we get to the negotiation. Next part we need to do is prepare our negotiation in a way that communicates what we want and we’re most importantly exploring what they want.
Now there are four stages of negotiation.
Darren A. Smith:
What most people do is skip the first two and go to this one. The first one is preparation. Most people’s preparation for a negotiation is they think about it in the car journey there. That’s not preparation. That’s having a think or they do the very worst thing. They open up PowerPoint and start typing. PowerPoint is not a negotiation tool. It’s a presentation tool. Now, if people were to Google Square Dance MBM, you’ll find a negotiation preparation tool. But that’s for another day.
George:
OK. Doesn’t work. Yeah.
Darren A. Smith:
The second stage they miss is expiration, so I’ll give you an example. I’m standing on the garage for court of a second-hand car dealership. You come over to me and I’m looking at this lovely red sports car. And George, you say to me, Darren, it’s only got 20,000 miles. It had one owner who was a vicar and you give me the whole spiel, but actually it doesn’t matter, because if only you’d ask me one question, you’d understand that I’ve got five kids and the chance of me buying that sports car are none.
George:
Yeah.
Darren A. Smith:
So we’ve got to negotiate and propose on what they want as best we can, but we need to understand what they want. If I ask you what you want and you tell me, I’m going to give it to you, but at least I know.
George:
Yeah.
Darren A. Smith:
And that’s the third stage. Once we do the exploration we then propose then we summarise.
George:
I love it. I do have a question based on what you were saying. So at the beginning of this question, you were answering, you were saying?
You need to know yourself and which quadrant you are in. What if I’m more than one quadrant that for example, I think in my case I’m very close between the yellow and the red, so more or less we can say that they’re kind of the same like one or two degrees is a difference or something so.
Darren A. Smith:
Yeah, sure.
George:
How do you approach that and let’s say? It’s the same with the person you’re negotiating with. So let’s say you’re the person you’re negotiating with is also has two or more quadrants because you know there are people that can, I think, from what I’ve read. But there are 3% only in the world that have the four quadrants equally.
Darren A. Smith:
Yes, yes.
George:
Yeah, but yeah, exactly. So for the rest of us who are not among those 3% and for those that have two or more quadrants, how do you deal with that?
Darren A. Smith:
April schools, yes. Well, let’s say that the person we’re negotiating with, we think it’s particularly blue and yellow. They operate in the OR have a thinking preference in the top of the brain. So we must make sure that our negotiation preparation deals with the big picture. So where’s this negotiation going in 12 months? What’s the impact of it in 12 months? We must have answered those questions for ourselves. And then also in the blue, have we got all the facts as well? That’s what we need to answer.
George:
Sorry, I got a laughing moment. Yeah.
Darren A. Smith:
So we’re operating in the top half, they’re operating in the top half of the brain. They’re blue and they’re yellow and we’ve got to make sure we prepare accordingly because they’re the questions they’re going to ask the French question. So we’ve got to talk French back to them.
George:
OK. Makes sense?
Darren A. Smith:
OK. What other questions did you have around either stalemate negotiations or understanding your opponent better in negotiations?
George:
I was wondering if like. How can we negotiate better based on not the four quadrants, but on based on the clusters or the form or the models?
Darren A. Smith:
Oh, so yeah, I mean using the HBDI model is the best model I’ve seen for helping people to negotiate better.
George:
OK.
Darren A. Smith:
Because it’s simple. Now, whenever I talk to people about Myers Briggs, which is a very valid and credible profile, most people can’t remember their letters and then they can’t remember what it means. But with Herman and HBDI, it’s very simple. I’m a yellow. I’m a red, I’m a blah, blah blah. And they can simply understand that. And what happens when we train people in HBDI.
George:
OK. Yeah.
Darren A. Smith:
They then go out into the world and they come back and they go. I was in the shop the other day and the checkout person was really chatty. Do you think they’re a red? Probably and they start to recognise what other people are, which really helps them at work because then they start to identify colours at work, why they get on with some people, why they don’t and then they move into their negotiations and why some of their negotiations they struggle with and they don’t. So HBDI is the best model for helping you to understand how to negotiate better because it’s simple.
George:
OK. OK. So it’s about the simplicity.
Darren A. Smith:
Now clusters is a whole advanced bit that we’ll have to cover in another podcast because it goes deeper. I’ll give you an example.
George:
OK.
Darren A. Smith:
There are 7 or 8 billion people on the planet, and we’re putting them into four groups now. We know that people are more different than that, so clusters gets into the red cluster. Sorry, the Red Quadrant, for instance, and there are lots of clusters within that so.
George:
Yeah.
Darren A. Smith:
If we take the yellow, for instance, within the yellow, there might be an extreme big pink, big picture thinker who’s not very good at creativity. That’s very possible. And yet you and I are lumping all the yellows together.
George:
OK.
Darren A. Smith:
So it’s when we get deeper, we understand them better.
George:
OK.
Darren A. Smith:
Or OK. So, Stell, mate, we’ve understood. Don’t get into stalemate where possible by understanding your person. And prepare according to which thinking preference you think they have by picking up on their emails or their phone calls.
George:
That’s amazing.
Darren A. Smith:
OK, alright. Well, the questions. Did you have thinking about your profile and negotiation style weights?
George:
So let’s try to think of an example. I’m going to try to think of an example to make it more at the beginning of the corner or at the beginning of our podcast we talked about. What can I do? With so when I have. Someone that’s analytical in front of me and I have a low analytical skills. What can I do? I’m going to ask the other way around. What can I do when I have for example? A high red or a high yellow or high green. How can I maximise it to negotiate even better with the person in front of me?
Darren A. Smith:
Yeah. So it’s about floating their boat.
George:
Mm hmm.
Darren A. Smith:
We like people like ourselves. Our friends are typically similar thinking preferences to ourselves. The people will recruit at work if we’re in the position of recruiting. We typically bring the same people as ourselves. The danger with that is we end up all being one colour, thinking the same way. So let’s imagine you’re a team where total yellows. We carved out the other 3/4 of their brain. What would that team act like if they were total yellows?
George:
So if there were totally others, lots of creativity and the ideas would be coming right, left and centre, but there wouldn’t be much organisation, at least initially.
Darren A. Smith:
Yes.
George:
Not really, no facts or not as much as we wanted to, yeah.
Darren A. Smith:
Yeah. OK. So ideally we want a team, a company, a person to try and move in all four quadrants except in that it’s quite hard. So coming back to your question of Reds particularly, we’ll start here.
George:
Yeah. I got a question when you’re done.
Darren A. Smith:
And part here for the Reds is intimus. See.
George:
Yeah.
Darren A. Smith:
Now, this doesn’t mean that you and I need to hug, although I’m sure that will be lovely. Intimacy is a bit about where do you live? What’s your family like? I’ve got two kids. Where did you grow up? It’s about getting to know each other because there’s a famous piece of research that says if you and I have something in common, the chances of a achieving a better win are higher. And also the chances of getting a win are much higher. So that’s how you might deal with the Reds by improving the intimacy, pushing it a little bit at the weekend. I did this.
Darren A. Smith:
What did you do? And it can be quite small. With the green as an example, we certainly ought to have some sort of timeline. So if we negotiate here and we win it here, the impact of this is here. This then happens and so on because the Greens want that structure to see that what’s going to happen will happen.
George:
Yeah. OK, a question came up.
Darren A. Smith:
Alright.
George:
That’s the eye in me.
Darren A. Smith:
OK.
George:
The yellows are in me. Would you recommend so? For when, when, when a company wants to go into negotiation, when two companies are going into negotiations, would you recommend that they bring teams of different quadrants together or just focus on one depending on the strength of the company?
Darren A. Smith:
If how many people are negotiating, is it sort of two on 2/3 on three type thing or one-on-one?
George:
Let’s get to try both examples, like if it’s one-on-one, and if it’s like, yeah.
Darren A. Smith:
OK, OK. All right. I wouldn’t change the people according to HBDI. I’ll give you a simile. I wouldn’t use HBDI as an absolute recruitment tool, so I wouldn’t.
George:
OK. Uh, huh. That was another good question. I was gonna ask you.
Darren A. Smith:
So I won’t recall recruit people based on which colour they are. I would use it as another piece of information that would help me understand them.
George:
OK.
Darren A. Smith:
And it might be, oh, that would fit well in here, but only if all these other things fit so HBDI in its own right, cannot be used as a single decision-making tool. But it can be part of making an informed decision. So I won’t change the negotiators according to their colours. I would encourage them to role play, for instance, if with this person’s going into negotiate with this person and we know they’re a blue and they’re a red, well, let’s do a role play internally with a blue because our phrase is it’s better to sweat in training than bleed in battle.
George:
OK. Yeah, of course. OK. Yeah, I love it.
Darren A. Smith:
So we want to make them sweat and the role play will make them sweat, because if they do that, they’ll hit all the blind alleys they would have hit in real life.
George:
Yeah.
Darren A. Smith:
OK. Any final questions you want to understand about negotiation, stalemate and HBDI?
George:
More of a more of a fun question relating to that famous people. Everybody loves famous people and everybody wants to know how they relate to famous people. So I was thinking if you could give us maybe the best or among the best negotiators in each of the four quadrants.
Darren A. Smith:
Yes. OK. Oh, that’s.
George:
For example, and maybe how they’re processed like how they then why they’re the best negotiator in this quadrant. Like, what is their process, if possible?
Darren A. Smith:
Yeah, I’m not sure I can do that, but I’ll try it this way. So I imagine that the CEOs and particularly founders must have been the good negotiators because at some point they’ve negotiated contracts and people and blah blah, blah. So let me ask you a question then I will take it back. Which colour do you think Steve Jobs was of Apple?
George:
Yeah, no.
Darren A. Smith:
OK, so yellow loads of ideas. It’s brilliant. So he negotiated from a yellow perspective because that was his thinking preference and he ran Apple with lots of great ideas, and innovations. It was amazing, wasn’t it? And now Tim Cook’s taken over some years ago. Which colour do you think Tim is?
George:
Yeah. Interesting. I don’t know him very well, but he’s definitely not a yellow. I think he’s more of a green or blue. I’m not sure which of the two.
Darren A. Smith:
Yes. So Apple’s gone from a very innovative, lots of ideas, cutting edge now being overtaken by Samsung and Google for lots of their things, though they’re still living off Steve Jobs legacy of brilliant ideas like iPad. But now they’re really profitable company, which would suggest to me that Tim Cook and the people that he’s recruiting beneath him are all Blues. Lots of data analysis, lots of how can we make more money, lots of how can we make this a really valuable company. The problem is.
George:
Yeah.
Darren A. Smith:
They have lost Steve Jobs. Ideas. Legacy. So what, 5-10 years? And they’ll be overtaken.
George:
Love it.
Darren A. Smith:
So I’d say negotiators, we’ve got Tim Cook as the blue. We’ve got Steve Jobs as the yellow. Yeah.
George:
Mm hmm.
Darren A. Smith:
Other negotiators, green and red, we’re looking for a very fiery people that are probably read or very people, people. So I probably use Anita Roddick for our red, who was the founder of Body Shop. I imagine she had some tough negotiations, not just over price. Of course, when she was first setting up, but also trying to get a vision out there trying to be heard. So I think I need to erodic as a red, probably negotiated from a position of absolute passion.
George:
That’s nice.
Darren A. Smith:
But also negotiated to win people’s hearts and minds, and I think she did that very well. Otherwise, I believe Body Shop will have died.
George:
Mm hmm. Yeah.
Darren A. Smith:
Or even started.
George:
I would have put actually Richard Branson in the red.
Darren A. Smith:
Yes. Yeah, probably, yeah, yeah. I think I’d go that. I think the one I’m struggling with is the green who will be our negotiator in the green. I’m thinking maybe Sir Allan sugar, not sure. It could be a blue.
George:
Yeah.
Darren A. Smith:
Yeah, I’m struggling with the green negotiator at the moment.
George:
Warren Buffett, where would you put him? Blue or green?
Darren A. Smith:
Well, because it’s all about data and stocks and markets. I mean, it’s probably yellow blue. So I think he operates in the top half of the brain.
George:
OK.
Darren A. Smith:
The green we’re looking for someone very, very dependable, not risk-averse. And that’s the trouble when we think of CE OS and entrepreneurs, we tend to think of people who are more wanting to take risks, whereas Greens are quite risk-averse. So we’re probably looking for someone like Sir Peter Davis who used to run Prudential, who I met a couple of times and was very.
George:
Yeah.
Darren A. Smith:
He was all about consistency rather than pigs. He was happy with this, so I would say that he’s probably outgrowing.
George:
OK, love it.
Darren A. Smith:
OK. All right. So I’m going to ask you, Jules, to tell me your three takeaway points that you’ve got that will help our viewers to understand negotiation stalemate at HBDI.
George:
OK, so my three points, what I would say is. The four process that you mentioned, so first you need to be prepared, know yourself, be prepared and everything. Second, you need to explore.
Darren A. Smith:
Yep.
George:
It’s important to know and ask questions to know who your the person you’re negotiating with is. Third, you need to plan and 4th you need to close the deal, basically, or do the presentation or stuff like this. So this was one thing I remember.
Darren A. Smith:
Yep.
George:
I remember a lot of things, but like I’m trying to bring out the things that are the most valuable, at least for me. So this was very valuable. Another point that was very valuable is.
Darren A. Smith:
That’s good.
George:
What is it? So for example that even though I don’t have a high analytical? Model. Or way of thinking I can get the best out of my yellow and red type of thinking to bring in great ideas like Steve Jobs like Richard Branson and other people not putting myself in their categories. But like you never know.
Darren A. Smith:
That’s not no. No, that’s fair. That’s good. Good. Rain high? Yup. OK.
George:
Yep, Yep. And the Third Point that I would say is. What would it be?
Darren A. Smith:
Well, we talked about the trust equation. Might be one that you’re particularly interested in. So just tell us about that. What you remember from there?
George:
Yeah, yeah. So the trust equation. So if we’re talking, for example, about people that are in the Red Quadrant, they tend to focus more mainly on intimacy, which is high, and it’s not really about just hugging, but it’s more like because you have different levels and different types of intimacy. But in this particular case, it’s more about sharing personal stories, sharing what you did over the weekend.
Things about the family, the friends, et cetera, et cetera. So this is the kind of thing.
Darren A. Smith:
Fabulous. Fabulous. All right, so my summary of where we got to is please look up, this is for viewers and for yourself. Please look up on our blog, the four stages of negotiation, because that’ll really help also look up the trust equation as George was just talking about. And also we’ve got nine ways to avoid stalemate, which will be a great article to read as well. The upcoming podcast we’ve got are I wrote, I really don’t know how to manage conflict at work, use HBDI to manage conflict at work. That’ll be a good one for you and I to get our teeth in too.
George:
Yeah, yeah, this is gonna be great.
Darren A. Smith:
If you have any conflicts. The other one we’ve got is my team is not performing well. What can I do? Use HBDI to build a high-performing team. OK, what do you think about that one that’s coming up?
George:
I love all of them. Actually. They’re very interesting because each has its own perspective and really good to to explore.
Darren A. Smith:
Be good. And the other one we’ve got coming up on HBDI, we’ve got four is I can’t find my prospects. What can I do? I can’t get them to reply. Use HBDI to get your prospects to reply.
George:
It’s gonna be a hit. That’s gonna be a hit because everybody wants to know how to bring in more clients and prospects and turn them into clients. And it’s gonna be really interesting.
Darren A. Smith:
Now that could be a bit. Like. It is, and here’s a spoiler. It’s about using HBDI to communicate in the language they’re speaking, but let’s do more of that next time. All right? So, George, thank you. Thank you for sharing your profile. We’ll put that up as part of the podcast. That picture. I’m sure you’ll be OK with that. I will also put George’s details should you want to reach out to him, and we’ll come back at you with our next HBDI podcast very soon. Thank you, George.
George:
I love it. Have a great day. Bye bye.
Watch this eiposide on our Youtube channel.
