VIEWS: 4 PAGES: 16 POSTED ON: 8/5/2012
The Vision Council On the Road Sales Coach with Mike Karlsrud Chameleon Sales Techniques December 7, 2011 Rene Soltis Shepherd: Good morning everyone. Welcome to the fourth and final On the Road Sales Coach for 2011. We’re glad you’re joining us today for a really hot topic. let’s get underway because we’ve got a jam packed, info-rich session today that I’m sure you won’t want to miss one minute of. My name is Rene Soltis Shepherd. I am the Senior Director of the Training and Education with The Vision Council and this program is a free member service provided to you by The Vision Council. Our resident coach and my partner in crime for this session is Mike Karlsrud. Mike joins us from Minneapolis and he is an industry veteran, a consultant, and he owns 6 Calls. Welcome back Mike. Rene Soltis Shepherd: Just to go over our brief rules of the road. Again, this is a free member service provided by The Vision Council and our number one concern is with your safety and also we want to assure that we have a very effective and user friendly session today. We know that you’re out there on the road so either pull off or use a hands-free device. Also, we did implement the mute all function to minimize distracting background noise. If you need to ask a question, please press star 6 to unmute your line. At the end of the session please do feel free to unmute your line and engage with us. Today we’re going to cover three key areas on the topic of Chameleon Sales Techniques. Basically, you might as well say this session could be called What to Do When Your Magic Wand or Your Crystal Ball Fails? It’s all about having a process. Wouldn’t it be great if you really knew the style of communication that your accounts preferred or the buzz words that made them perk up and listen to what you had to say? This session is about creating a system to asses and preplan for these interactions. This approach is not only about a process but it’s about the science behind selling. We’re going to cover three areas. 1. identifying four major personality types 2. motivators and drivers for each personality type 3. buzz words or key things to provide to that specific personality type to assure you have an effective presentation that ultimately results in a sale 1 For this session today we’ve provided a handout, The Chameleon Sales Representative Grid.” Please put that in front of you now, if that’s possible, to help you collect your thoughts on this topic. The filled out master will be on our website after today’s session. So without further ado, let’s rock and roll right into this. Mike, go right ahead. Mike Karlsrud: Well, we are going to have to rock and roll because when we normally teach this, this is one of a three-part series and this one piece alone takes about a couple hours to go through and we’re going to go through it a half hour. The whole idea behind it is to just focus on a couple of different things and the premise of it that people buy from people we like. What we’re trying to do is begin to understand what the four major categories of personalities are. Then, more importantly, how do we adjust our sales process into that particular personality type so that they feel more comfortable with us quicker, we develop stronger trust quicker and we’re able to really begin to understand some of the psyche in terms of what drives them? What are their issues and what do they do when they’re under pressure so that, again, when we approach them that we can look at the sales call and really begin to customize it based on the personality type and have, hopefully, greater success because we’re able to truly understand what’s going on in their brain. Everybody knows sales is psychology, more than anything else. It’s a power game, more than anything else. What we want to do is make sure that we understand what the triggers are and then how to go into that. The real challenge that we have is we are only one personality. We are who we are as a sales rep so then how do we understand and then change the way we approach our messaging to other people’s personality? What are some of the things that we could do to get into their game a little bit which really helps us, then, become more efficient on our end? The reality is we can’t be all things to all people but the good news is that every single one of us has one of the four major personality types within our own. I’ve been doing this for years and I haven’t found anybody that is only one of the four major parts. We actually have pieces of each of the four in our own personality. So the question is how do we tap into that and how do we begin to use that as our strength in that one particular quadrant when we’re talking about one particular person? The focus today is to become aware of the four personality types so we can do our best to assimilate into the needs of those personalities. Once we have the knowledge and understanding of that need and what they have to have in order to make a decision, to make a buying decision, to be interested in what you’re talking about, then we begin to communicate in ways that our customer prefers which will then build trust and, hopefully, will move the sales process along quicker. Where we have to start is identifying what are those four normal personality types because they’re out there and we run into them every single day. The question is how do we identify what each one of those are? Rene Soltis Shepherd: People are probably sitting back wondering: how can this possible work? “I can’t assess people’s personality or hand them a personality quiz before I go in to do business with them.” The idea here is that this is a tool based on the Myers Briggs and D.I.S.C system. We’ll put more detailed information regarding these personality assessment systems on the website for you to learn more. The bottom line, is that there’s no profiling or personality profile police out there that will be checking your approach, this is a tool not a weapon! The idea is people are people, these are simply guidelines and you deal with these people in and out every day, you’re bound to look at and see and notice some of these tendencies. That’s what will help you group them into these categories. It’s not like you’re going to be handing them a quiz. Mike Karlsrud: Right. I think one of the major things to look at is the fact that if you’re interested in this there are resources to go read more about it but it really does get into the fact that every single sales call shouldn’t be like every single sales call. There are going to be people that you’re going to run into within that same organization that have different drivers. They’ve got different personalities. They’re usually in a position because of their personality. So for instance, the amiable personality, which we’re going to talk about in the near future, is those folks that typically are the caregivers. They’re the opticians. They’re the ones that deal with the patient on a much more, gushy, loving, caring kind of way and then when you flip over to the doctor the doctor might be a red driver personality, somebody who is making decisions on a very quick basis, who is extremely well buttoned up, who is much more type A, getting things done. Or you might run into a doctor who is green analytical who takes their time, who has to be accurate. We’re going to cover all that. But you’re right if nothing else what this conversation today, Rene, can do is spur people on to maybe go inquire and learn more on their own or to take a look at this and say this is kind of cool. Let’s see if we can’t modify some things. Rene Soltis Shepherd: Excellent. So let’s begin with the red driver personality. I think you said that’s the most prevalent and the biggest group of all the people that we interact with. So let’s let started. Mike Karlsrud: Well, it is because we’re always trying to sell to the highest ranking person within the organization. So if you’re in management, senior management, owner, those kind of things, typically you got there because you weren’t a lapdog. You are there because you made decisions, taking risk and you’re quite efficient. So I’m going to start with the red driver. For those of you who have got the breakout or the sheet that we sent out, I am going to literally look in the upper left-hand quadrant and where you see those six or seven categories, I’m going to fill those in and I’m going to fill them in or a pretty quick basis so that you get the basis of what does this personality look like, feel like, act like and then, more importantly, now you have the orientation that you’re able to say, okay, this is how I need to present into these folks. The red driver is typically described as very strong willed, independent, practical, decisive, efficient. That’s why they’re called the Type A personality type is because they are extremely efficient. They don’t have a lot of time for weather and family and talking about some of these other things that some other type of personality types really like to talk about. The red driver has really one thing that they focus on and that is objectives and action. They need to have action items because, again, this is a personality that spends time to be efficient. So they focus on actions and they spend time being efficient. So when you have this kind of personality type, you know they’re going to get a lot done and you also know this isn’t the type of personality where you’re going to go in there and BS for a while. You actually have to go in, state your case, ask for a couple of options and then move on. So what we need to provide a red driving personality is this, options. Because options to them means that you’ve done your homework, you’ve laid out the best possible plan for them or the two or three best possible plans for them. Then, all you need to do in the closing side of the sales process is to ask them which option do they want to choose. If you lay it out that way they’re going to make the assumption that you’ve already done the homework, you’re already doing the most efficient use of time, you’ve told the story the most effectively that you possibly can, you laid out my three options. I’m going to make those choices and I’m going to move on. Their timeframe is right now. It’s right now. It is about what can you do for me right now? What can I do to impact my business right now? I’ve got an issue that’s happening right now. How can you impact that and what will you provide as a solution to do that? So the timeframe is right now. Their orientation is all about short-term results. If you go in there and talk about a three-year plan to them they’ll look at you and go, I ain’t got time for that, because it’s not efficient to talk about three-year plans. It’s more efficient to talk about what are you going to do for me today. When I look at their major question the major question that a red driver always asks usually begins or answers the word or the question what? I know you did this for me yesterday, what are you going to do for me today? I often joked about that when I was sales manager and I was working for other folks that were sales managers. That’s exactly the same phraseology I got, which is great. You sold that person yesterday. What are you doing for me today? It’s because they’re looking to get these objectives met, these actions done, to be efficient, to look at short-term results. That is the whole, whole piece of this personality type. So under pressure these folks become autocratic. If you back them into a wall they become a dictator and they will begin to not even take body counts. They just begin to automatically dictate what’s going to be done and how it’s going to be done and you’ll be on the outside looking in, sometimes. Or you’re the one that’s on the inside looking out. But no matter what happens they will dictate in a very authoritative way, make a clear and decisive decision and they’re going to rock and roll with it and you’re not going to be able to change it. The key thing with these people, options. Red drivers need options because that’s the only thing they know how to react to. Rene Soltis Shepherd: Excellent. So let’s just recap that. Again, the largest segment of the four personality types, about 35, 36 percent of the population, is this red driver category and they’re focused on objectives and actions. They spend time working on efficiencies or efficiencies are important to them. It’s important that you provide choices and options. They work in the timeframe of now and they’re looking for short-term results, that’s their orientation. The major question would be what and under pressure they become autocratic. Mike Karlsrud: Yes and the death knell for these people is if you walk in without clearly defining these options and you say what do you want to do? They’re going to look at you like you’re driving me insane because they don’t want that. What they want is you’ve already done the homework. You’ve already said of these three options, which one makes sense to you and where do you want to go? Because, again, it’s an efficiency issue and if you waste their time their trust factor in your drops down and their whole personality toward you changes and attitude towards you changes. That’s why blue amiable people can drive red driver people crazy because of the fact that they want to go touchy/feely. In reality, red drivers don’t want that. They want that already completed before you show up. Rene Soltis Shepherd: To summarize: Be brief. Be brilliant. Mike Karlsrud: Exactly. Yes. Rene Soltis Shepherd: Again, these usually tend to be the doctors or the practice managers. They make quick decisions. Mike Karlsrud: They’re usually in authoritative positions because they have been rewarded in their career for making decisions and being effective. Rene Soltis Shepherd: Exactly. There’s ways to connect that to the real world. So let’s move on to the yellow and the expressive. Mike Karlsrud: Yellow expressive people are the fun-loving people. So the red driver folks are the ones that’ll make the decision and run the companies. The yellow expressive people are the really, really fun people that you want to go to the bar with. They are very, very focused on dreams. They really love looking into the future. So that’s their timeframe, the future. But they focus on dreams. They focus on what if? What can we do? Wouldn’t it be great if? They also spend time and these are the folks that really spend time listening. So they’re wonderful folks to have dealing with people that are coming in and have concerns and issues and they need the Dear Abby scenarios. They are your best friends because of the fact that they listen so well and they suck people in because they listen so well. They’re a wonderful personality type. They truly are. We all have a corner of that in our own world and that’s the dreamer part of our own personality types which comes in under this yellow expressive piece. We need to provide these folks incentives. Because their timeframe is the future they focus on dreams, these are the folks that respond the most to providing incentives. How this all comes into play is that with incentives, I get to buy my dreams and I have defined my future by my dreams. So I’ll guarantee you that if I had an incentive program that I went into a doctor’s office for the optician and I said, listen, you’re going to get ten dollars for a frame or you’re going to earn ten dollars for a certain lens or you’re going to get ten dollars for whatever, nine out of ten times I bet you the winner of that incentive program would be a yellow expressive person. These folks are typically described as being ambitious. They’re stimulating. They’re enthusiastic. They’re dramatic. They’re friendly. These are the ones that just kind of make you feel like a million dollar bill when you walk in the door. Because they are so focused on the future and dreams, they love to respond to incentives. Their orientation is image. They want to look good, feel good and their major question is who. So if you put this all together it is, who’s going to see me looking good and feeling good? Who will be at the gathering so that they can see me? Who is going to be around me so that I look good in this particular environment? The other side of that is also true. Who’s going to be there that make take away from my image? Who might also be in the room that will dash my dreams and my future thoughts? So, who, is the major question with the yellow expressive personality types and we will often run into these folks, probably at the dispensing table or in the dispensary. These are the folks that typically love the fashion frames, for instance. If I’m selling fashion, high-end frames they’re the ones that’ll come into a frame rep and embrace them and gush all over them and say, oh my God what have you got for me today because they can’t wait to put it on their face and go, wow, I look like a million dollar bill. Don’t I look like a million dollar bill? You know it’s that kind of a deal. Under pressure they’ll begin to manipulate and that’s not a bad way it’s just you get sucked into all this excitement and this ether and you go, wow, and then they go, can you please do this for me? Of course, you say, yes, because under pressure, they begin to manipulate to get their way and they get their way because they’re so focused on dreams and their image and incentives that it all begins to work for them and you put it all together. That’s the yellow expressive. They’re a hoot to bring to the bar. They truly are. They’re just a riot to bring to the bar. Rene Soltis Shepherd: Yellow expressive represents the second largest category. Coming in at around 28 to 30 percent of the people that you deal with. A quick recap of yellow expressive people: they are engaging. They focus on dreams. They want that blue sky, magic wand kind of thought process. They spend time listening. You should provide them with incentives. They respond well to the carrot on the end of the stick. Their timeframe is future. Their orientation is image. Their major question is who and under pressure they will manipulate. Rene Soltis Shepherd: Let’s move on to green. Mike Karlsrud: Okay. Before we do that I just want to clarify when you say 36 percent of the population is red and yellow expressives might be 25 or 28 percent, keep in mind that that’s just the dominant feature. We all have all four in our world but one will be our dominant. One will be the one we live in most naturally and then we’ll have to adjust as time goes on. So when we look at 36 percent or 35 percent of the world as red drivers, that’s where they live most naturally but that doesn’t mean that they always stay there. It’s just where they live most naturally. It’s their habitat. So let’s talk about green analytical people which is the bottom left. Now, for those of you that are following at home and you’ve got this grid in front of you, the red driver, the yellow expressives are on the top of the sheet for a reason because those personality traits are the most domineering personality traits. The less domineering are the green analyticals and the blue amiables. So that is the reason why they are positioned on the sheet the way they are. Also, from left to right where you look at the yellow expressives and blue amiables are on the right-hand side of the page because those personality types are more expressive. The ones on the left side of the page are not as expressive and it’s just a continuum. So the green analytical, and I really want to share this and I want to spend a bit of time here because we often misunderstand these people. The green analytical people typically are those doctors that are extremely anal. They’re the ones that will look at you and go, okay, but to what degree or what millimeter or what depth and you just kind of go deeper and deeper and deeper and they may drive you crazy. The reason why they’re going to drive you crazy is because they focus on thinking. That is their gig. Where the red drivers were all about objectives and action, the yellows were dreamers, the greens are thinkers. They ponder. They have to reflect. They do all kinds of interesting, fun things that slow down the sales process. The reason why they slow down the sales process is because they spend time to be accurate. They will spend an enormous amount of time to make sure that they are correct and that they’re accurate. If you are looking at those who would take a lot of risk these are not the people to take risk. They’re risk avoiders. So when we sell these people we have to provide them evidence. This is why, if you’ve ever been in a selling situation and you’ve been caught flatfooted where somebody says do you have a white paper, do you have evidence, do you have graphs, charts, photographs, do you have testimonials, do you have any of this other stuff and you don’t have it, chances are you just ran into a green analytical and you were caught flatfooted. So with these people you always provide proof. You always provide evidence and you have to because they’ve got to be accurate. They’ve got to be correct and the only way that they can do this is by looking at the evidence that’s presented to them. Their timeframe is the past. So in the thousands of people that I have done this survey with, this two-hour class with, I’ve often asked the green people to raise their hand. They’ll raise their hand and I’ll say, “What is your favorite kind of book? What do you read for leisure?” These are the people that read autobiographies and historical documents or historical books and the reason why is because it is written. It is evidence. It is done. It is things that I can look at in black and white and say, okay, this is cool. I can understand it and I can process it because if it’s already done there is no pressure to make a decision. There’s only a pressure to think about it so that’s what they do. Their orientation is thinking. The major question is, how? So they’ll ask the question something like, how does this work? How will this device or how will this new product line or service that we’re providing, how will that impact my patients? How will that be different than what I’m currently doing? How will that impact their lives, for instance? How will it impact my bottom line? You need to provide all kinds of evidentiary stuff to them so that when they answer the question how they can ponder and they can think about it and they can reflect on it and they can begin to rationalize in their own mind the impact that it will make. These are also the people that, under pressure, they withdraw. They’re the ones that’ll sit there and go, I really need to think about this. You’ve presented a lot of really great information. I just can’t make a decision about it right now. I really need time to think about it. When that happens they are withdrawing for one simple reason which is you haven’t given them enough time to ponder, to think. Because in the end they have to be correct. So we need to understand that, as part of their buying decision, the fact that these folks will take more time and they’re extremely difficult to close on the first run. They really are. They often require you to do a follow-up and it’s not that you’ve presented wrongly, it’s just they need time to process. So the green analyticals are little bit of a bugger. If you’re a sales manager and you’re calling on a lot of green analyticals you’ll know that your sales cycle has slowed down significantly when you run into a batch of these folks because of the fact that what you might think would be a two-time call or a three-time call will turn into five or six calls that you have to make in order to close the deal because they just need time to process. They just really do. Rene Soltis Shepherd: Mike, let’s play out that scenario. Assume you’re dealing with a green analytical and they’re saying you know what, I need to look at this a little bit deeper. I’m not going to buy right away. What’s your response to that? Mike Karlsrud: That’s a good question because a lot of these guys will mistakenly say that that’s a stall and will kind of go, well, they’re not interested in buying or I’ve got to do follow up blah, blah, blah and you might brush it off but in reality this guy is just literally looking for time to process. So what I often will do is come back and ask a question. You know, we’ve talked about that before in previous On the Road Sales Coach programs where when you ever have a stall what’s the first thing you do? The first thing you do is ask a question. What I do is if they happen to say that, boy, I need time to think about this. This sounds like a lot of great information. I just can’t make a decision today you may not get them to make the decision today but what you will be able to do is uncover what is it that is causing them to hang up. So for instance if they say I need time to think about it, one of the first things I will do is say, I understand there’s a lot of information here, there’s a lot of things to consider. If you don’t mind me asking, what specifically gives you the most questions or what specifically is the area that you are really reflecting on right now? If nothing else they’ll narrow it down for you to be able to say this one area right here is something I’m still trying to wrap my head around. As a sales rep what you can do is at least address that issue by providing more evidence in that area or more proof in that area or coming back and saying, okay, let’s talk about that area and explore that with more questions, with some more probing to really peel back that onion. But I don’t want people to get in the position where they sit back and say, okay, well, he says he’s got to stall and I know he’s green analytical and I can walk away and come back. Really, there’s an opportunity there to explore a little bit deeper and say, okay, how can I help you make this decision? How can I help you be more accurate is really what you’re trying to say. Rene Soltis Shepherd: Exactly. So these are the people that are looking for documentation, prior performance history, a little bit more research and just as a recap they focus on thinking, they spend time working towards accuracy. It’s important that you provide, again, the backup support, evidence, research, prior performance history. Their timeframe is the past. Their orientation is today and their major question is, how, and if you push, they will withdraw. So this is not the type of person to say, well, this is just today, or a limited time offer to try to force them to make a decision. Without the appropriate evidence to make them feel confident in their choice, they’re going to withdraw. Mike Karlsrud: Yes. If I can’t do it with this deal and this deal only today, I will almost guarantee you 100 percent of the time they’ll say I’m passing on the deal because they can’t process it fast enough to be correct. Rene Soltis Shepherd: Exactly. Okay. Let’s move on and close up with the blue. Mike Karlsrud: We’re going to close with the blue which is what I call the Labrador Retriever of the personality types and in our industry, in the optical industry, this is what most opticians are. Even though it’s only about 20 some percent of the population, probably about 60 percent of everybody in the optician area are blue amiable people. They focus on relationships. That is their big driver. When I walk into an optical shop, I can tell where my status is in this particular shop based on eye contact. If I walk up to somebody who is normally very friendly and open to me and I make eye contact with them and they dart their eyes away, I’ve got trouble in this relationship. I know that to be true. They spend time to be personal. These are the people where the weather and the kids and what happened last night at the local hockey game, all of that becomes important to these folks. If you don’t spend time talking about weather, kids and hockey, these are the people that will find you to be rude, judgmental and not as nice as they would like you to be because you’re not investing in the relationship when you don’t talk about those things. We need to provide them personal assurances. They’re the folks that need a lot of, hey, this is just great. You guys are doing an awesome job. I love what you do with those patients. I love how you tell the story about our frames or our lenses or whatever it might be. You have to provide them a lot of personal assurances. They need that reinforcement. Their timeframe is present, right now. Present, though, could be any time in this week or it could be next week. Where the red drivers are right this minute, right this hour, right now, the timeframe for blue amiables is not in the future, it’s not in the past. It’s just right now. It’s what’s going on right now. Our orientation in the blue amiable people are relationships, as we already talked about. So everything has to be warm and fuzzy and emotional because that’s their frame of mind. They view the world as relationships are either neutral, good or bad and, hopefully, they’re good with you because if they’re good with you, they like you, they’ll buy from you. If they’re bad, they don’t like you, they won’t buy from you. It’s as simple as that. Their major question is, why, as in why are you treating me this way? Or why is this happening or why do I happen to feel that patients like this frame or don’t like this frame or why do I want to buy from you? But their major question is the why thing. Why is this happening? Why is this relationship on a good note or a bad note? So why is their major question so if we can answer the question why, for instance, it just popped in my head. If I was coming in with a frame line or a lens line, for instance, they’re the two most common in our world, they might ask you the question why should I sell your product or why should I recommend your product over somebody else’s? What they’re really asking for is how can I deepen the relationship with my patient by using your product or service? So it’ll make people feel good. It’ll make people feel smart. It’ll make people see better. There’s just all kinds of things that you can do with that by, why, is a major issue with them. Under pressure they acquiesce. Under pressure they will not butt heads with you. They’ll go away quietly and you’ll sit back and wonder some days what happened and it’s because the relationship fouled and they’ll acquiesce and just go away or they acquiesce and go with the flow. But they’re not ones that are going to put a stick in the ground and fight for something. They just don’t unless pushed. These folks need to be understood. That is their major drive. The red drivers are to be efficient. The green analyticals are to be correct and these folks need to be understood. That’s just what they need. Rene Soltis Shepherd: Again just a quick recap. The blues are relationship focused. They spend time and value the personal aspects of the relationship and you should provide the stroking, the assurance, that support structure. The timeframe they live and work in is the present. Their orientation is emotional. Major question is, why, and under pressure they will either go with the flow or go away quietly and retreat. This category makes up mostly the opticians you deal with. Usually, you will find this type of person in a customer service role. That makes sense because the role of the Optician is part psychology, part technical and part sales and service and emotions, as well. So you’re going to find the bulk of the opticians as having blue traits high on their profile. So that being said, Mike, let’s draw the diagonal so people can understand how these merge and work together and work against each other. Mike Karlsrud: Okay. So the final element is, in each of our personalities we have what’s called transference. So what we do is we draw a line diagonally on the page from the red driver to the blue amiable and we put an arrow on both ends. We’ll do the exact same thing between the green and the analytical. We’ll draw an arrow on both ends going diagonally that way. What happens is this. If you are a red driver personality as your main area of life and where you live the most, you’re going to find that sometimes being efficient and looking at the now and the short-term results that really will turn people off and it’s a little bit lonely sometimes being in that world. So what you’ll do is you’ll transfer your personality type into a blue amiable for a short period of time because chances are you’ve stressed relationships. You have not been personal and because these folks like relationships and they like to be personal, you have to go into their world for a short period of time and rebuild things. That’s why the red drivers become blue amiables. The blue amiables, when they get completely ticked off that nothing is getting done and they’ve kind of gone all right I’ve had enough, then they turn into red drivers to say, done. We’re changing some things. I akin this to moms where moms that live in the blue and amiable they love their children, they only want w\hat’s best for them but then when that kid pushes them right to the edge they turn into red and say when mommy ain’t happy, nobody’s happy and they become a red driver and they put their foot down. The same things happen with the green analytical and the yellow expressives. The green analyticals, because they’re so analytical and they can be so withdrawn sometimes, they need to step out of the box and become more yellow expressive so that more people are attracted to them and are wanting to engage with them. So if you’ve ever been to a situation where you’ve got doctors and accountants that all of a sudden are at a party and dancing on the table, that’s the yellow expressive coming out because they’re not like that normally but they are so inclined to be that way because they want people to view them that way. The yellow expressive people, because they focus on the future and dreams, people may look at them and go oh, they’re the yellow expressive. They only focus on the dreams, nothing concrete. They turn around and transpose themselves into a green analytical person so that they are taken more seriously. Now, all of a sudden I want evidence. I’m going to be thinking and I’m going to be pondering. So that’s how the personality types jump back and forth. They do not go north and south. They actually go diagonally. You won’t get a red driver jumping into a green analytical. They won’t go that way. They’ll go into the blue amiable which is out on the kitty-corner. Rene Soltis Shepherd: Just to summarize that basically, like we said before, this is a two- to three- hour program that we’ve just gave you an overview of in a brief half hour! The info we shared is based on the DiSC and the Myers Briggs assessments. We will share how to access that kind of information on our website when we do the summary of this session along with the recording and the transcript so you’ll be able to get more information. We’ll also offer expanded training in topics such as this. The key thing is that this program today could have really been called Tips for Being a Better Employee, a Better Spouse, a Better Friend, a Better Parent and so on. It’s tips for better communication. It gives you the framework to really understand what drives people. What motivates people? What’s important to them and then how to communicate? On our first call this morning we got an excellent quote from Dennis Davis of Charmont. He used this recently in a sales meeting so I’m going to re-quote his quote here, “The chameleon changes color to match the earth. The earth does not change color to match the chameleon.” So I think that was very well put. It’s a great way to wrap this program up. I hope you use this content and read it and learn as much as you can about it so that you can expand yourself personally, professionally and then, also, it’s a great thing to use with your accounts. You can talk to them because they’re in a sales position, as well. They usually don’t have the benefit of programs like this to help them understand who their customers are and how they could better communicate with them in a sales interaction. So I encourage you to pass it forward, to pass it down to your accounts, as well. That being said, Mike, did you have anything else you’d like to add? Mike Karlsrud: No. I’m thankful for the opportunity. Thank you so much. It’s been a great year and I appreciate it. Rene Soltis Shepherd: Excellent and we are looking forward to your feedback for any topics that you’d like to see us cover for next year, any suggested coaches that you’d like to see on the line. Please do visit that website regularly. It’s a great resource center if you’re a manager and want to have team meetings. There’s lots of great materials on there for you to use. We’ll be putting up the handout with the information filled in for you to access and bottom line, thanks Mike. Thanks to everybody on the call and happy holidays and be safe out there. Mike Karlsrud: Thank you. Rene Soltis Shepherd: If anybody has any questions at this time, please press star 6 and Mike and I will hang on the line. Dave Schwartz: Dave Schwartz, here. How you doing? Mike Karlsrud: Good, how are you Dave? Dave Schwartz: Pretty good. I’ve been through a similar presentation with (inaudible) a few years ago with Ed August and Henry Samson. This was a great review for me. The amiable person, I missed some of the call as far as the response of how to respond to that type of person. I know it’s touchy, feely and love your cat and all that stuff. Is there anything else? Did I miss anything in that? Mike Karlsrud: Well, these are the folks that, frankly, I would love to get them talking more. These are the folks that will respond. They are a little bit in terms of egos, they’re pretty well entrenched in that, as well. So they may not show it up front but if you start asking them questions and engage in a conversation with them, you’re going to make that relationship stronger. If you think about a bank account, these are folks that need emotional deposits and how you give them emotional deposits it’s by paying attention to them and making them feel like they’re the most important thing there. So how ever you guide that conversation, how ever you bring them into the conversation or have them contribute to the sales process or the buying process is really important to them. It just really is important to them. Dave Schwartz: Yeah, I think most reps, on a daily basis, experience these people. They just don’t know. They don’t categorize them. You really don’t know how to react. So many people are shot down that are dealing with an analytical person and they’re pushing them to make decisions and they’re not that type of person. Mike Karlsrud: Yes. Dave Schwartz: The same thing with the driver. They’re stringing it out too long and they want to know when to get out of here. Mike Karlsrud: Or frankly, the red driver I think is one of the most misunderstood people, as well as the green. I think they’re highly misunderstood and the reason why is because if you know that they have this personality type and you ask them to create the solution they’re going to look at you and go, this is insane. You’re the one who’s supposed to have it. What really drives that is because now you’re viewing, in their world you’re messing with their timeframe. The green analyticals get to be misunderstood because we often will blow them off and say, well, this guy isn’t going to do anything. He can’t make a decision. Well, the reason why he can’t make a decision is because he’s got to be accurate. Dave Schwartz: Don’t you feel like all of us experience all these different categories at some time at different times in your life as far if you’re dealing with different situations? I think you’re trying to say that these are the dominant personality traits of people but if you’re at a funeral you’re going to have a different behavior than you would have than in business or if you’re listening to someone’s problems. Just saying, I know there’s more than one that people fall into but I think at sometime in your life you probably fall into all of them. Mike Karlsrud: Yeah, or as we discussed up front, we are all in each one of these categories. We all live in all of them. We just have one that happens to be more domineering than not and it’s the one that’s our go-to but we have all of them. We have the capability to live in all of them.
Pages to are hidden for
"Chameleon Sales Techniques Transcriptv2"Please download to view full document