SKILL
4. Helpfulness 5. Power 6. Order
The expert prefers these because
they are simple and easy for manag- ers and reps to understand. “They help you understand buyers, so you can tailor your approach, presenta- tion, vocabulary, and sales cycle. Otherwise, the default approach is to assume the buyer is like the salesper- son. Since many salespeople register on the DISC categorization as “high I” influencers, they are very excited, and they tend to sell as if their buyers were influencers as well.” To understand prospect personali- ties, first check titles. Most people in finance – CFOs, finance VPs, and controllers – register as a “high C” for conscientiousness. “They are analytical and must have all the facts before they decide,” he notes. Their hot buttons are ROI, measurement, and efficiency.
CEOs and department chiefs, in contrast, register as “high D” for dominance. They seek less infor- mation and want to move quickly through the sales cycle. They con- centrate on benefits rather than features – and effectiveness rather than efficiency.
How to Speed Read Customers and Prospects
HENRY CANADAY
According to one expert (and many sales profes- sionals), “People-reading skills are necessary for every professional salesperson. Without them, you can’t hope to compete.”
To learn how to read prospects and customers, he recommends that salespeople first learn to identify four behavioral styles (with the acronym “DISC”):
1. Dominance 2. Influence
6 | JULY 2018 SELLING POWER © 2018 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION. 3. Steadiness
4. Conscientiousness Then, he says, look for six forces that drive most buyers: 1. Knowledge 2. Money
3. Form and harmony
A decision-influencer in complex sales could be a high I (for influence) or S (for steadiness). “High-I person- alities want to smell the leather and hear a story,” the expert explains. “An S – for steadiness – is concerned about the team, does not want to make waves, and wants a peaceful transition with no downtime.” Test and refine your understand- ing of personalities by researching your prospects and customers and by asking the right questions. “You are guessing, at first, but you can sharpen that,” the expert advises. And watch for the signals. “If you pitch to a CEO, know what his or her day has been like. Your hour is just a small blip. When he looks at his watch, he is sending a message to be succinct and sharp. CEOs want to make a decision in 10 seconds and they want to have
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