PeopleSmart in Business eBook - The Platinum Rule

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174 Seven: Selling and Servicing with Style! sure you’re satisfi ed with our product. If you have any problems or concerns at all, just phone me at my offi ce and I’ll get back to you as soon as I can. In fact, here’s my home number.” SALES AND SERVICE STRATEGIES FOR DEALING WITH STEADY RELATERS: • Get to know them more personally and approach them in a nonthreatening, pleasant, and friendly . . . but professional . . . way • Develop trust, friendship, and credibility at a relatively slow pace • Ask them to identify their own emotional needs as well as their task or business expectations • Get them involved by focusing on the human element . . . that is, how something aff ects them and their relationships with others • Avoid rushing them and give them personal, concrete assurances, when appropriate • Communicate with them in a consistent manner on a regular basis How to Sell a Product or Service to Cautious Thinkers Cautious Th inkers are precision people, effi ciency experts who want to do their jobs as they want to do nearly everything else: the correct way. Th ey also seek confi rmation that they’re right, but won’t typically volunteer that need. Going about tasks slowly so they have enough time to check things out, they dislike rushing or being rushed. Th ey operate on a level that prefers thinking words, not feeling ones, so build your credibility by remembering to think with your head, not with your emotions. Focus on their level of understanding about the what’s and why’s of your proposal.
#1—making contact with the C Before meeting, tell them briefl y what you’ll cover so they know what to expect. Th is can be done when you make the appointment. Show them logical proof from reliable sources that accurately documents your quality, track record, and value. Once you’ve verifi ed your credentials, preferably in writing or with tangible examples (make copies of a few), you can establish your product’s or service’s credentials, too. Speak slowly. Economize on words. Explain why you are contacting them. Th is type doesn’t care as much about social interaction, beyond courtesy and pleasantness, so get to the point. Avoid making small talk and speaking about yourself, except to initially establish your credibility. Cautious Th inkers tend to be somewhat humble and are naturally suspicious of those who talk themselves up. #2—studying C needs Cautious Th inkers oft en like to answer questions that reveal their expertise, so they can be very good interviewees. As long as you ask logical, fact-oriented, relevant questions, they tend to enjoy talking to you. Phrase your questions to help them give you the right information. “How many pages of completed copy do you typically write per week?” Ask open and closed questions that investigate their knowledge, systems, objectives, and objections. “When do you foresee fi nishing this project?” or “What possible problems do you think you might encounter?” Let them show you how much they know. Make your own answers short and crisp. If you don’t know the answer to something, don’t fake it. Tell them you’ll get the answer for them by a certain time, then do it. #3—proposing solutions for C’s Emphasize logic, accuracy, value, quality, and reliability. Present obvious disadvantages. Make your points, and then ask if they want 175
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People Smart: In Business Copyright
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Dedications From Tony Alessandra: T
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Table of Contents I Introduction 1
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II Introduction DISCstyles model. I
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IV Introduction Consequently, they
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VI Introduction Th is is a reader-f
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2 One: The Platinum Rule near her.
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4 One: The Platinum Rule second rea
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6 One: The Platinum Rule Modify you
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8 One: The Platinum Rule Most of th
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12 Two: I Know Who You Are, But Wha
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Chapter 3 How Will You Know One Whe
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Direct people are faster paced, mor
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What sort of feedback do you suppos
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Some are more, some less It is impo
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(I) Likely to reserve the expressio
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to stand further away from you, eve
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Ranges of behavior Whether a person
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To identify a person’s behavioral
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Th e second participant speaks with
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Dominant Directors may like to let
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signs personal birthday and Christm
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Shares personal More pitch Much han
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posters, and other personal items.
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phone and like to build a personal,
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fully and with less expression than
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tive and logical alternative for so
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If the shoe fi ts Th e dimensions t
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DAILY EXAMPLES OF THE FOUR STYLES S
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74 Four: Creating Personal Power Th
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94 Five: On the Job Dominant Direct
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96 Five: On the Job never buys gree
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98 Five: On the Job From bus excurs
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100 Five: On the Job pecially, brin
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102 Five: On the Job • Implement
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104 Five: On the Job Non-Interactin
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106 Five: On the Job What do Intera
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108 Five: On the Job task and take
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110 Five: On the Job • Librarian
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112 Five: On the Job others, follow
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114 Five: On the Job Steady Relater
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116 Five: On the Job • Dislike ta
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118 Five: On the Job In business, C
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120 Five: On the Job C leaders Caut
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Page 183 and 184: How to Sell Your Product or Service
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Page 189 and 190: #2—studying S needs Steady Relate
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Page 199 and 200: Now, a Word About Our Authors… An
Page 201: ship & Character. Dr. O’Connor ha
Page 204 and 205: 186 Claim Your Bonus Once you’ve
Page 206 and 207: 188 Claim Your Bonus Additional Lea
Page 208 and 209: 190 Claim Your Bonus How to Gain Po
Page 210 and 211: 192 Claim Your Bonus Mastering Your
Page 212 and 213: 194 Claim Your Bonus the correct ju
Page 214 and 215: 196 Claim Your Bonus and an assured
Page 216 and 217: 198 Claim Your Bonus It’s fun. It
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