“Deiric has made a bottom-line impact on me and my business in two different areas. The first is via his considerable expertise in sales, as a very gifted, engaging and irreverently funny expert presenter at our annual Profiles International conference. The second is as the co-author of ‘Leadership Charisma’, a very practical, thoroughly researched and well-written ‘how-to’ book that every person who wants to become a more effective leader should read – and heed. Deiric McCann has my strongest professional endorsement”

Russ Minary, Brand & Talent Management Thought Leader

Deiric McCann

I joined Profiles International in 1998, initially as National Director for Great Britain & Ireland, and since 2004, as Executive Vice President with responsibility primarily for development of Profiles’ European and SE Asian operations.

I directly support our partners (trainers, coaches and consultants) in growing their businesses – especially through helping their clients to develop more effective leaders.

I have written 4 books: Winning Business Proposals (3 editions since 1994), The Customer Continuum & The Business Bathroom Bible. I also co-authored 40 Strategies for Winning Business and Leadership Charisma (2011).

Over the last 20 years I’ve also had more than 1,000 articles published worldwide.

In 2012 I completed an intensive post-grad Diploma in Business & Executive Coaching with Smurfit Business School (UCD), graduating with ‘distinction’, and formalizing my years of ‘on the job’ coaching experience.

My real passion is speaking – there’s nothing I love more than speaking to large groups on subjects I feel passionate about – e.g. Leadership Charisma, Mindful Leadership, and Building Resilient Leaders.

Deiric McCann

Latest Articles from the Blog


Charismatic speakers share a few things in common – things we can all learn from.  Here is one of the most important pieces of advice for someone aspiring to be a charismatic speaker – speak in images. Think of the most powerfully charismatic and persuasive speech you ever heard.  Got one?  Now try to think of another.  And another.  Now stop for a moment – what did these great speeches have in common that made them so memorable for you?  What made them so emotionally impactful, so charismatic, so persuasive? You’ll find that what such speeches share in common more than anything else is the use by the speaker of rich emotional imagery to convey his or her key messages. Three-part series Those speeches were memorable because they create in your mind a clear picture of the what the speaker wished to convey – whether it was Martin Luther King’s ‘I have been to the top of the mountain’, Winston Churchill’s “…we shall fight on the beaches, we shall fight on the landing grounds, we shall fight in the fields and in the streets…” or Mark Anthony in Shakespeare’s Julius Caesar “There is a tide in the affairs of men. Which taken at the flood, leads on to fortune; omitted, all the voyage of their life is bound in shallows and in miseries” , the use of image-rich words light up a speech and make it instantly impactful and forever memorable. Whether by instinct or conscious design the most charismatic and most memorable orators from history have always harnessed the power of images to convey their messages in a... read more


Sales are the life’s blood of every organization – without sales we wither and die. Are you and/or your salespeople selling as much as you should? If a salesperson goes off track then, before looking for fancy reasons or investing in expensive solutions, sales leaders should first use this simple systematic diagnosis to check the basics first. What causes low sales? Assuming your product, market demand etc are all OK and the issue is with your sales efforts then there are two basic problems.  Either the salesperson is not getting in front of enough people or, when they do, they are not getting as far as a “yes”.  Which is it? Coach them to be honest, and go to either “1. Too Few Presentations” or to “2. Not Closing” below. 1. Too Few Presentations/Face to Face Sessions There are two main reasons salespeople don’t get enough one-to-one meetings. Is the problem that they “1a. Can’t Generate Enough Prospects”?  Or could they potentially get enough prospects but have problems with “1c. Poor Time Management” and therefore cannot get face-to-face with enough of them? Decide where your stumbling block lies and then read on from that point. 1a. Can’t Generate Enough Prospects If the problem is one of a prospect drought then as sales leader you need to act urgently – once your prospect pipeline dries up you are living on borrowed time.  Has your salesperson a clear sales activity plan like the one I wrote about recently?  If your salespeople haven’t created and implemented plans to reliably hit solid sales activity targets then you haven’t a hope – first coach your... read more


What sort of investment would you expect to make to drive the engagement and productivity of your team up by 40% or more? If you could start today and were confident you could get this level of increase for absolutely no cost would you be prepared to make a few changes in the way you deal with your people day to day? Of course you would!  The approach to achieveing such increased performance hinges on a little known ‘magic number’ – 2.9013. What has 2.9013 to do with rocketing my team’s productivity? For more than ten years researcher Marcial Losada has studied what drives the performance and productivity of teams drawn from all over the world. His research demonstrates that the ratio of positive experiences to negative experiences in the workplace has a huge impact on the productivity of teams. Losada found that the absolute minimum ratio to maintain a neutral workplace environment (neither negative nor positive) is a positivity/negativity (P/N) ratio of 2.9031 – and this lower limit has become known as the ‘Losada Line’. Get this ratio above 2.9013:1 and you begin to positively impact the productivity of the team. Losada’s research says that the maximum ratio for positively impacting performance is 11:1, and that the optimum for a positive, productive environment is 6:1. The space between the Losada Line at 2.9031:1 (3:1) and the maximum of 11:1 is known as the ‘Losada Zone’ Operate inside this zone and your team will ‘flourish’, achieving a ‘flow’ state – where team members report that time flies by when they work, creativity thrives and productivity increases dramatically. This flow... read more

Preparing a Proposal Outline

The proposal outline is an absolutely critical element in creating a winning proposal – here’s how to create one quickly and easily. Before You Rush Into Writing… So you reckon that you’re ready to start writing your proposal? If that’s the case then I’m assuming that you’ve already worked through the module on the ‘Winning Proposal Model’ and have also reviewed the modules on analyzing your client’s requirements and developing a winning solution. Nice going! Two final thoughts before you rush to write: if you’ve come straight here without trying to get a Pre-Proposal Review with your prospect then I’d like once again to strongly advise that you review that module and try to get this done (Module coming soon!) – it will make your understanding of their requirements immeasurably better and ensure that your solution is altogether tighter. You should also have taken time to review the module on developing a proposal strategy – a key thrust for all of the messages you will now write into your proposal. Finally, I would really strongly recommend that you look at how to adapt your language and tone so that your readers will feel more at home with your proposal. If you’ve done all this then you’re ready to start writing. Let’s go! Three Stages in Writing a Business Proposal This module is laid out to reflect the three main stages in taking your proposal from the initial planning stage right through to the point where you are happy that your proposal is ready to present to your client – and it all begins with the proposal outline. Figure 1... read more


Selling In Tough Times – I Deals are stalled; business decisions slow in coming – your sales forecast looks a little shaky. We have all been afflicted to some extent by the knock-on effect of the recent economic slowdown on pending sales decisions. Your products and services are still as good as they ever were – or even better, right? You’re still doing all the right things you ever did to close business and yet it’s just not happening for you the way it did before the economy dipped. A famous definition of insanity describes it as “doing the same thing over and over again, but expecting a different result”. If you’re still trying to sell the same people the same propositions as you did in the good times then the economy may have made you a little temporarily crazy– let’s get sane together! I don’t know it all – but in this three-instalment series of posts I’m happy to share what I’m doing with my teams to get on top of this challenge. First, I suggest giving your sales funnel a makeover before investing any more sales time and energy – identify your best opportunties and then focus upon them, and them alone.  STEP 1: CLEAN UP YOUR SALES FORECAST Take a hard look at all of the opportunities on your current sales forecast – be ready to be very critical in qualifying their likelihood of becoming real business. Categorise every opportunity under one of these three headings: 1. Business that can be won in the short/medium term if the right things are done These are the opportunities where there... read more


How do you build effective productive relationships with your people?  Here’s one critical element that is all too often ignored. Shelly Gable, an assistant Professor of Psychology at University studies “motivation and emotion in close relationships” – and what closer relationship should there be than between a leader and a team member they wish to engage and motivate to great productivity and results? Four ways of responding to good news Gable’s research shows that supporting people in good times, especially when they have good news to share, is just as important as being there for them in tougher times when the news is not so good. She explains that in responding to good news you have just four possible options – and which option you choose as a default when your people bring you good news has an enormous effect on your relationship with them. Let’s say one of your team comes to you and tells you “Hey we won the SAP account!”. Here are the four classes of potential responses: 1. Active Constructive An Active Constructive response is a genuinely enthusiastic response, e.g.: “Congratulations – that is the best news I’ve heard all day. What are the next steps? Did they tell you why you won the business? Will this help you win IBM too?” Genuine Active Constructive responses are typically accompanied by a lot of encouraging nonverbal behavior too – smiling. touching, laughing, making eye contact, being enthusiastic etc.  2. Passive Constructive Responding passively constructively is delivering a neutral and generally disinterested response: “That’s good news, well done” Passive Constructive responses are typically devoid of any enthusiasm... read more

FREE 12-week Leadership charisma Self-study Program

Sign up for a 12-week study program on Leadership Charisma, delivered into your email weekly at no cost!