Sell the way they buy - part four: GREEN

Introduction: In the 1970’s I met two people who had a profound impact on me - John G. Geier, Ph.D. and Dorothy E. Downey, M.S. Their Personal Profile System is accurate, inexpensive, self-scoring and fun. Their four categories of behavior – D, I, S, and C are often referred to as DISC (pronounced like a computer "DISK")
In a follow-up study, Geier surveyed 100 males and 102 females ranging in age from 22-60 years with a mean age of 32.4. They fell into these categories of behavior.


High C behavior (I call this behavior grouping GREEN) – They are represented by those scoring at the top end of the C scale:

This behavior is described as:

Male: immovable, hopeful, satisfied, self-controlled, watchful, protective, logical, defensive, and realistic.

Female: watchful, uncertain, wishful, patient, satisfied, immovable, self-controlled, stubborn, probing, and cautious.

Low C behavior (Low GREEN) - represented by those scoring at the bottom end of the C scale:

Male: initiating, expansive, individualistic, absent-minded, affectionate, trusting, humourous, and ingenious.

Female: resourceful, persistent, vigorous, eager, forgiving, and rebellious.

Very few people separate male from female in these studies, which is a mistake.

According to Dale Carnegie, it is important to “talk in term of the other person’s interest.” It's important that we as salespeople sell the way others prefer to buy. Unfortunately, most salespeople sell as if they are selling to a mirror image of themselves. They aren't. By doing so, they are mismatched with their buyers almost 75% of the time.

Geier and Downey suggest a negative trigger for the HIGH GREEN buyer is attempting to use excessive charm and a sweet-talking approach. If we operate as if they will buy from us because they “like” us, we are mistaken. They value facts and data and are suspicious of opinions only. They trust statistics and data-based facts.

These social tendencies are quite easy to identify. We’ll look at nuances in subsequent blogs. For now, let's just say these types of buyers dislike social chit-chat, and use an analytical, investigative approach. They like salespeople they feel have done their homework. It’s best to emphasize quality over quantity, and provide validated studies, descriptive materials.

To decrease their fear, think and express yourself in terms of re-shaping and finding the value in slow, methodical changes.

They make choices based on thinking more than on feeling.

Granted, this is high-level material not suited to everyone with these behavioral tendencies. However, it's a start, and opens our eyes to seeing the world as others see it.

Give us your feedback – let’s make this a dialogue.

Please join us as a follower and post your feedback. It will be read.

Find Me On LinkedIn: Click Here

Sell the way they buy - part three: BLUE

Introduction: In the 1970’s I met two people who had a profound impact on me - John G. Geier, Ph.D. and Dorothy E. Downey, M.S. Their Personal Profile System is accurate, inexpensive, self-scoring and fun. Their four categories of behavior – D, I, S, and C are often referred to as DISC (pronounced like a computer "DISK")

In a follow-up study, Geier surveyed 100 males and 102 females ranging in age from 22-60 years with a mean age of 32.4. They fell into these four categories of behavior.

High S behavior (I call this behavior grouping BLUE) – They are represented by those scoring at the top end of the S scale: This behavior is described as:

Male: protective, probing, wishful, stubborn, satisfied, pessimistic, suspicious, and logical.

Female: probing, wishful, self-controlled, protective, patient, defensive, dependable, practical, determined, and clear-thinking.

Low S behavior (Low BLUE) - represented by those scoring at the bottom end of the S scale:

Male: eager, opportunistic, optimistic, humorous, resourceful, adaptable, wide-interests, and trusting.

Female: expansive, initiating, imaginative, spunky, and rebellious. Very few people separate male from female in these studies, which is a mistake.

According to Dale Carnegie, it is important to “talk in term of the other person’s interest.” It's important that we as salespeople sell the way others prefer to buy. Unfortunately, most salespeople sell as if they are selling to a mirror image of themselves. They aren't. By doing so, they are mismatched with their buyers almost 75% of the time.

Geier and Downey suggest a negative trigger for the BLUE buyer is attempting to group the prospect with others. If we say, “Everyone’s buying this . . .” this is a turn-off to them. They value the fact that they are a unique individual. They have a small circle of close associates and friends and they trust their judgment.

These social tendencies are not as easily identified as RED or AMBER, but the BLUE style is more inner-directed than the previous styles. We’ll look at nuances in subsequent blogs.

For now, let's just say these types of buyers dislike social chit-chat, and often like to set their own pace and stick to it. They like one-on-one conversations and are distrustful of group decisions.

It’s best to emphasize your stability and stress the credibility of your suggestions. They like it when salespeople give them time to comprehend technical data and appear thorough in their efforts. To decrease their fear, acknowledge their possible concerns regarding change. They respond with a deliberate choice of words and resort to a safe position when conflict arises. They don’t mind eating alone and value their privacy and independence.

Granted, this is high-level material not suited to everyone with these behavioral tendencies. However, it's a start, and opens our eyes to seeing the world as others see it. We’ll continue with the other three categories in subsequent blogs.

Give us your feedback – let’s make this a dialogue.

Please join us as a follower and post your feedback. It will be read.

Find Me On LinkedIn: Click Here

Sell the way they buy - part two: AMBER

Introduction: In the 1970’s I met two people who had a profound impact on me - John G. Geier, Ph.D. and Dorothy E. Downey, M.S. Their Personal Profile System is accurate, inexpensive, self-scoring and fun. Their four categories of behavior – D, I, S, and C are often referred to as DISC (pronounced like a computer "DISK")

In a follow-up study, Geier surveyed 100 males and 102 females ranging in age from 22-60 years with a mean age of 32.4. They fell into these categories of behavior.

High I behavior (I call this behavior grouping AMBER – (At first, we called them YELLOW, but they didn’t like it.) – They are represented by those scoring at the top end of the I scale:

This behavior is described as:

Male: enthusiastic, resourceful, expansive, alert, appreciative, vigorous, optimistic, adaptable.

Female: persistent, discontent, vigorous, resourceful, expansive, adventurous, sharp-witted, informal.

Low I behavior (Low AMBER) - represented by those scoring at the bottom end of the I scale:Male: apathetic, satisfied, watchful, patient, worrying, withdrawn, hopeful.

Female: uncertain, wishful, modest, complaining, realistic, protective, watchful, quiet, reserved, defensive.

Very few people separate male from female in these studies, which is a mistake.

According to Dale Carnegie, it is important to “talk in term of the other person’s interest.” It's important that we as salespeople sell the way others prefer to buy. Unfortunately, most salespeople sell as if they are selling to a mirror image of themselves. They aren't. By doing so, they are mismatched with their buyers almost 75% of the time.

Geier and Downey suggest a negative trigger for the AMBER buyer is attempting to provide a systematic structure. If we say, “This is the logical choice or, we have a proven system. . .” this is a turn-off to them. They value opinions and want interaction with others. They relish the relationship and social aspects of purchasing.

These social tendencies are quite easy to identify. We’ll look at nuances in subsequent blogs. For now, let's just say these types of buyers like social chit-chat, often like brainstorming ideas, skim rather than read detailed reports, and prefer unique, colorful and stylish items. They are willing to take time for conversation but can be delayed in buying while they seek out other’s opinions. It’s best to bring opinions with you in the form of testimonials where clients talk about their relationship with you and your team or clients. They welcome alternatives and enjoy “playful” exchanges.

To decrease their fear, develop ways for them to show-off their choices. Back up their imaginative ideas with practical implementation in which you do the detailed work.

They show readiness to help others with a problem and expect the same from us. Gravitate to social solutions and face-to-face meetings – often over a meal. They hate to eat alone.

Granted, this is high-level material not suited to everyone with these behavioral tendencies. However, it's a start, and opens our eyes to seeing the world as others see it.

We’ll continue with the other three categories in subsequent blogs.

Give us your feedback – let’s make this a dialogue.

Please join us as a follower and post your feedback. It will be read.



Find Me On LinkedIn: Click Here

Sell the way they buy - part one: RED

In the 1970’s I met two people who had a profound impact on me - John G. Geier, Ph.D. and Dorothy E. Downey, M.S. Their Personal Profile System is accurate, inexpensive, self-scoring and fun. Their four categories of behavior – D, I, S, and C are often referred to as DISC (pronounced like a computer DISK)

I was reluctant to label a person’s style with one-word, a common mis-interpretation of Geier’s work, so I suggested the primary colors as categories of behavior. Since then, others have gone down this path. Geier is often plagiarized, but his work is still the best application of the DISC material. His profile, Behavior Indicator, makes it clear we are measuring Behavioral Characteristics, not personality traits.

Geier's inspiration came from the work of Psychologist William Moulton Marston who helped invent the polygraph test, and, since he felt young women in the 1930’s needed a role model similar to those written for young boys in comic books, he created the comic book character Wonder Woman. Marston was disenchanted with the Freud emphasis on deviant behavior and wrote a book called The Emotions of Normal People. His contention was that we should study “normal” behavior and draw conclusions from that rather than using deviant behavior as the focus of our studies.

Geier often told me, “A person is much more than an example of a style.” When someone suggested she did not want to put people in “boxes” Geier answered, “I don’t put people in boxes – I find them there.” He also contended, “People do not have weaknesses. A weakness is an over-extension of a strength.”

In a 1977 follow-up study, Geier surveyed 100 males and 102 females ranging in age from 22-60 years with a mean age of 32.4. They fell into these categories of behavior. 

High D behavior (I call this behavior grouping RED) - represented by those scoring at the top end of the D scale:

This behavior is described as:

Male: initiating, daring, forceful, opportunistic, adaptable, confident, poised, inventive, assertive, and enterprising.

Female: expansive, eager, optimistic, initiating, confident, active, adventurous, and opportunistic.

Low D behavior (Low RED) - represented by those scoring at the bottom end of the D scale:

Male: anxious, moody, preoccupied, satisfied, protective, aloof, and indifferent.

Female: self-controlled, hopeful, honest, realistic, methodical, reserved, inhibited, and patient.

Very few people separate male from female in these studies, which is a mistake.

According to Dale Carnegie, it is important to “talk in term of the other person’s interest.”  It's important that we as salespeople sell the way others prefer to buy. Unfortunately, most salespeople sell as if they are selling to a mirror image of themselves. They aren't. By doing so, they are mismatched with their buyers almost 75% of the time. 

Geier and Downey suggest a negative trigger for the RED buyer is attempting to group this person with others. If we say, “This is the most popular model, everyone is buying them, we can’t keep them in stock . . . etc.” this is a turn-off to them. They want something unique and results-oriented according to their gut-feelings and first impressions. They relish the new and different.

These behaviors are quite easy to identify. We’ll look at nuances in subsequent blogs. For now, let's just say these types of buyers speak at a fast-pace. They are typically loud and respond quickly, often sharply. They sound authoritative and want to be seen as being in command of the situation.

To decrease their fear, project your ideas as an extension of their thinking. Get to the point and speak quickly and firmly. Offer firm conclusions in contrast to tentative suggestions. Keep discussions focused on their objectives and, remember, they are not interested in being a team player, they see themselves as leaders.

They expect others to listen carefully and respond in a timely fashion. Suggest  options (no more than 2-3). They like to be in control of the decision.

Granted, this is high-level material not suited to everyone with these behavioral tendencies. However, it's a start, and opens our eyes to seeing the world as others see it.

We’ll continue with the other three categories in subsequent blogs.

Give us your feedback – let’s make this a dialogue.

Please join us as a follower and post your feedback. It will be read.



Find Me On LinkedIn: Click Here

Consultative Selling

Most companies pay lip service to "consultative" selling. I can't tell you how many times I've heard managers tell me they want their salespeople to be this way - but are unwilling to do what it takes to get there.

One manager told me he wanted his salespeople to become business advisors to his clients. When asked, "Are they qualified to do that," he though for a moment and replied, "Not really." Huh?

Order taking, product peddling salespeople have jaded buyers into treating all salespeople as vendors and beating them up on price and specifications.

That said, what a pleasure it is meeting with prospects who actually know how to buy and want a consultative approach. It amazes me to hear salespeople and their managers claim they sell "solutions" but obviously do not. They pitch a generic "solution" and get upset when the prospect is unwilling to pay for their "value-added" (translate: "expensive") services.

If it walks like a duck, quacks like a duck - it might be a salesperson masquerading as a consultative seller.

For further insights and instructive videos take a test-drive of the Dale Carnegie Secrets off Success app for itunes Click Here

I appreciate the visits from England, Ireland, Africa, Australia, Egypt, Russian Federation, Germany, Barazil, India and the Middle East to this blog as well as our participants from Ontario and colleagues from the United States.

Please join us as a follower and post your feedback. It will be read.



Find Me On LinkedIn: Click Here

Speak For Yourself

A common habit in our business culture is the habit of what I call, universal speaking. This is the bad habit of including everyone in our conversations as if they are the same as us.

For example, "When you get up in the morning you need that first coffee...

When you meet a new client, you have to establish rapport ...

When you hear more than seven no's, you get discouraged..."

Harmless? I think not.

This habit actually serves to distances ourselves from our commitments and others. By including everyone in the universal "you," we imply that everyone has the same experience as we do. We also cut ourselves off from others by closing the door to the possibility that other's do not have our experience with life or shares our values and viewpoints.

You don't speak for me and I don't speak for you. Speak for yourself and invite others to do so. This is particularly important in a sales encounter where we are attempting to connect with prospective clients and do business with them.

If your doubt this contention, go to a movie and listen for reactions to it. Different people experience the movie differently. Yet they sat in the same theatre watching the same movie.

Ask yourself, "What's it like to be the other person? What do things look like from their viewpoint?

For further insights and instructive videos take a test-drive of the Dale Carnegie Secrets off Success app for itunes Click Here

I appreciate the visits from England, Africa, Australia, Egypt and the Middle East to this blog as well as our participants from Ontario and colleagues from the United States.. Please join us as a follower and post your feedback. It will be read.



Find Me On LinkedIn: Click Here

What buyers want and what they get from most salespeople

What buyers want:

Products and services that generate or save real dollars.

High value contact time with salespeople who create genuine value before signing agreements.

Accurate, unbiased and plausible business cases for their purchase decisions.

What buyers typically get from most salespeople:

Salespeople selling the wrong products and services for the wrong reasons on price alone.

Salespeople asking irrelevant questions followed by an obvious generic sales pitch.

Little, if any, connection to the buyer’s specific needs or wants.

Generic, boiler-plate proposals or spec sheets.

80% of most organization’s sales are still booked by the less the than 20% of salespeople who do not fit the above sales model costing both the seller and the buyer millions.

Quick-fix, technique based seminars or complex strategic approaches miss the target. Some organizations have long ago given up in frustration trying to elevate their salespeople’s competency. Others know what they are doing misses the target, but what choice do they have? Plenty, and here are a few suggestions.

• Study the buyer, not the product.
• Know the application of products and services, rather than specs alone. 
• Listen from the buyer's perspective. 
• Listen for aspirations and values as well as product needs.
• Give no prescription without diagnosis.

Take a test-drive of the Dale Carnegie Secrets off Success app for itunes Click Here

SANDI

Years ago, an experienced sales manager told me, "Dave, remember SANDI - Salespeople Always Need Daily Inspiration." This reprint from Dale Carnegie's book is a terrific affirmation for salespeople as they end their week.

Just For Today
From Dale Carnegie's How To Stop Worrying
and Start Living

1. Just for today I will be happy. This assumes that what Abraham Lincoln said is true, that “most folks are about as happy as they make up their minds to be.” Happiness is from within; it is not a matter of externals.

2. Just for today I will try to adjust myself to what is, and not try to adjust everything to my own desires. I will take my family, my business, and my luck as they come and fit myself to them.

3. Just for today I will take care of my body. I will exercise it, care for it, nourish it, not abuse it nor neglect it, so that it will be a perfect machine for my bidding.

4. Just for today I will try to strengthen my mind. I will learn something useful. I will not be a mental loafer. I will read something that requires effort, thought and concentration.

5. Just for today I will exercise my soul : I will do somebody a good turn and not get found out.

6. Just for today I will be agreeable. I will look as well as I can, dress as becomingly as possible, talk low, act courteously, be liberal with praise, criticise not at all, nor find fault with anything and not try to regulate nor improve anyone.

7. Just for today I will try to live through this day only, not to tackle my whole life problem at once. I can do things for twelve hours that would appall me if I had to keep them up for a lifetime.

8. Just for today I will have a program. I will write down what I expect to do every hour. I may not follow it exactly, but I will have it. It will eliminate two pests, hurry and indecision.

9. Just for today I will have a quiet half-hour all by myself and relax. In this half-hour sometimes I will think of God, so as to get a little more perspective into my life.

10. Just for today I will be unafraid, especially I will not be afraid to be happy, to enjoy what is beautiful, to love, and to believe that those I love, love me.

Find Me On LinkedIn: Click Here

Take a test-drive of the Dale Carnegie Secrets off Success app for itunes Click Here

The Olympics are about losing too

I watched this year's Olympic Games more than any other year. I watched Canada snag gold in events I've never watched before and loved it.

I saw Canadians win and lose. I watched a bobsled crash before my eyes, and two women pop up okay. (If you consider having painful friction burns as being okay.) I watched the United States hockey team win a silver medal - or did they lose the gold to Canada? I'll let you decide.

I watched hockey teams shake each other's hand after a hard-fought game, a tradition I've loved to watch for years. I watched athletes wave to the crowd after hard falls and crashes.

One of my early sales mentors warned me about my mindset towards winning and losing. He said, "Anyone can be enthusiastic when they win. The true sign of character is how you act when you lose."

He also told me he was a successful failure; his closing rate was 1 out of five presentations. "Dave," he said, "I see five people a day while many others see 5 people a week or less. I hear four "no's" a day. They hear four "no's" a week. That's one of the secrets to success. How many "no's" can you handle?” Tolerance for hearing "no", or handling the disappointment of losing, is a little-recognized secret to success. 

Would you hire a silver or bronze medalist? I would - in a heartbeat. The Olympics are over in a flash, but the character, dedication, and commitment it takes to get there lasts a life-time.

Don't misunderstand, I love to win and hate to lose. But I also know that every hockey player on the losing team has been on a winning team and vice-versa.

Yes, you win some and you lose some. But losing is part of winning.


Find Me On LinkedIn: Click Here

Take a test-drive of the Dale Carnegie Secrets off Success app for itunes Click Here

Sales Intelligence

Aberdeen Research* released a new report around the theme of Sales Intelligence-preparing for smarter selling.

The one big challenge and requirement for sales data mining is still an inability to identify the most likely buyers of our product or service.

Maybe it's time to revisit our popular "What does a moose look like?" post.

Click here

The Aberdeen report* goes on to say that the bottom 30% of aggregate performance scorers have 74% of their salesforce falling short of annual quotas! Whew! In contrast, the top 20% of performing companies have 48% hitting quota. 

This is a horrible track record, even for the best organizations. 

I wonder if sales organizations will ever wake up to the sales their people leave on the table? Every time we work with salespeople on their performance, they increase sales from 12 - 80% or more. This indicates that sales left on the table is still an issue ignorded by most managers.

Here's a tip: If salespeople say "these leads are no good" re-visit their competency in converting leads to sales. It's also a good idea to re-visit your customer profile and determine how to get connected to the high-value prospects in your market.

If your organization requires salespeople to find new business, then you need people who love to uncover opportunities and are not afraid of making "cold-calls." New business development calls should be called "gold" calls, not "cold" calls!

* Link to Aberdeen Report Click Here

Find Me On LinkedIn: Click Here

Take a test-drive of the Dale Carnegie Secrets off Success app for itunes Click Here