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The People Puzzle (part 2)

by Dr. Tony Alessandra

What's Best?

You may have concluded that one or more of the behavioral styles is better than others. This is not the case. There is no "best" behavioral style. Each style has its own unique strengths and weaknesses, and successful people as well as failures populate each style group.

By now you may have identified in yourself some characteristics of all four behavior styles. That's natural. People possess traits from all four styles in varying degrees. Depending upon circumstances, on any given day one style may be more dominant than any of the others: however, most people do have a single dominant behavioral style.

Like a theme in a musical composition, behavioral style is a recurring and predictable component. But like variations on a theme, people also possess traits that vary from their dominant style traits. And in selling situations, it is very important to be aware of the style that the other person is exhibiting at each and every contact.

Your Responses

Behavioral flexibility is something you do to yourself, not to others. It occurs when you step out of your own comfort zone-your own style preferences-to meet another's needs. It occurs each time you slow down for a relater or thinker, or when you move faster for a director or socializer. It occurs when a director or thinker takes time to listen to a personal or family story from a relater or socializer.

Let's look at some specific guidelines for implementing behavioral flexibility as you work with each of the four behavioral styles.

Be Agreeable with Socializers

The socializer likes to interact with other people, so try not to hurry the discussion. Attempt to develop some mutually stimulating ideas together. Focus your conversation on opinions, ideas and dreams; then try to support those.

If, during the conversation, you come to some point on which you are not in agreement, try not to argue. You can't win an argument with a socializer. Remember that the socializer deals in opinions and intuitions. Instead of arguing, try to explore alternative solutions.

When you do reach an agreement with a socializer, iron out the specific details concerning what, when, who, and how. Make absolutely sure that you both agree on the specifics, and summarize in writing what you both have agreed upon even though it may not appear necessary.

When prospects are Socializers:

• Be stimulating and show your interest in them. Allow them
  time to talk.
• Meet them boldly; don't be shy. Introduce yourself first.
• Study their dreams and goals as well as their other needs.
• Propose your solution with stories or illustrations that relate to
  them and their goals.
• Confirm the details in writing. Be clear and direct.

Talk Business with Directors

Directors are easy to deal with so long as you are precise, efficient, time-disciplined, and well organized. Make sure you keep your relationship businesslike; do not attempt to establish a personal relationship unless that is one of the director's objectives. Focus your conversation around the director's goals. Remember that the director is the most goal-oriented, achievement-oriented, and task oriented of any of the four behavioral styles.

If, during the conversation, you must take issue with a director, argue the facts, not personal feelings. Make sure you can back up your statements with solid, tangible proof. You should provide the director with options; directors like to make their own decisions. Above all else, make sure that you get right to the point and do not waste time.

When working with Directors:

• Plan to be prepared, organized fast-paced, and to the point.
• Meet them in a professional and businesslike manner.
• Study their goals and objectives-what they want to do and how.
• Proposed solutions and clearly defined consequences and rewards
  that relate specifically to the director's goals.
• Provide two or three options and let the director make the
  decision.

Thinkers Want Accuracy

Try to be systematic, exact, organized, and prepared with the thinker. Try to support the thinker's organized, thoughtful approach. Any contributions you can make toward the thinker's objectives should be demonstrated through actions rather than words whenever possible. Thinkers may request solid, tangible, factual evidence that what you say is true and accurate.

List the advantages and disadvantages for anything you propose and have viable alternatives for dealing effectively with the disadvantages. If you do not bring up the obvious disadvantages, the thinker will certainly find them and assume that you are hiding things. That will be the end of the relationship.

Try not to rush the decision-making process with thinkers; they need time to verify your words and actions. Above all else, be accurate in your dealings with thinkers; they demand it.

For best results with Thinkers:

• Plan to be well prepared to answer all their questions.
• Meet them cordially, but get down to business quickly.
• Study their situation in a practical, logical manner. Ask lots of questions and make sure your questions show a clear direction.
• Propose logical solutions to their problems and offer documentation.
• Don't push; give them time to think.

Approach Relaters with Warmth

Try to support the relater's feelings, project the idea that you are interested in him as a person. Move along in a slow, informal manner and constantly show the relater that you are actively listening.

If you must disagree with the relater, do not debate facts and logic; discuss personal opinions and feelings. If you quickly establish an objective and come to a fast decision with a relater, try to explore any potential areas for misunderstanding or dissatisfaction.

The relater likes guarantees that any new actions will involve a minimum risk. So, offer assurances of support. Try not to rush the relater, but do provide guidance. Project genuine sincerity in your relationship.

Relaters will respond if you:

• Get to know them personally. Be likable and non-threatening, professional but friendly.
• Go at a slow pace. Develop trust, friendship, and credibility.
• Study their feelings and emotional needs as well as their practical needs. Take time to get them to spell our what is really important to them.
• Don't push or rush. Offer personal assurances whenever you can.
• Be consistent and regular in your communications. Give them nurturing and reassurance.

The Benefits to You

The ultimate reward for practicing flexibility is the establishment of trust, rapport, and credibility with others. This can be accomplished only in open, honest, tension-free relationships. When you treat other people inappropriately, it makes them feel uncomfortable with you and raises their tension level. And that is certainly counterproductive to any selling situation.

Accepting and understanding the fact that people are different and therefore need to be treated differently is crucial if you want to effectively sell your services to others. Go one step further and acquire competence in identifying these critical differences in people. The practice of sales flexibility will lead to less tension and higher levels of trust and credibility in all your sales relationships.

The bottom-line payoff is better rapport with all your prospects. These improved relationships combined with greater sales productivity are powerful benefits for simply learning how to be flexible in working with different types of people. END

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