The Key to Developing Trust and Credibility

Buyers have many different likes, dislikes and motivations. Top performing sales professionals know that the key to developing trust and credibility is to expertly determine the likes, dislikes and buying styles of their prospects and to adapt their communication style to match that of their buyer.

Some buyers:

• Like to have fun.
• Like new products.
• Like proven products.
• Like a lot of data.
• Like you to be direct.
• Like personal talk.
• Like time to think.
• Like to negotiate.
• Like showy products.
• Like traditional products and
• Some don’t…

Buying styles are nothing new. Hippocrates first observed this around 460 BC when he first categorized the four styles of human behavior. Even though the terms have changed over the years social psychologists still agree that there are four distinct behavioral styles.

Let’s take a look at the characteristics of the four basic styles, how to recognize them and how to effectively communicate with them:

The Driver

This extroverted buying style is a very bottom line cut to the chase type of buyer. They are direct, forceful, aggressive, decisive, competitive, results oriented, impatient and are quick decision makers.

They are primarily interested in the answer to the question “What can you or your product or service do for me?”

Examples of this style are Ross Perot, Hillary Clinton, Barbara Walters and Fidel Castro.

When communicating with these buyers be clear, specific and to the point. Don’t ramble or waste their time. They are interested in new and innovative products and services. When talking with these folks stick to business and avoid any effort to socialize or chit chat.

The Social

This buying style is a super extrovert. They are very talkative, socially engaging, enthusiastic, charming, gregarious, optimistic, inspiring, and tend to be impulsive decision makers.
They are primarily interested in the answer to the question “Why should I do business with you or your company instead of someone else?”

Examples of this style are Arnold Schwarzenegger, Oprah Winfrey, Andre Agassi, Dolly Parton.

When communicating with these folks allow time for some socialization and don’t be cold or curt. Ask them questions that allow them to talk about their goals. Don’t dwell on facts and figures. Provide testimonials from people they view as important or prominent.

They are interested in new, showy, and innovative products and services.

The Amiable

This buying style is introverted and reserved. They are relaxed, serene, non demonstrative and are shy and hesitant to open up or share any information about themselves or their situation.

Because they are hesitant and slow to develop trust they want to know “Who else in my industry are you working with?”

Examples of this style are children’s television host Mr. Rogers, Mother Teresa, Magic Johnson and Tom Brokaw.

When communicating with these buying styles patiently listen and be responsive. Provide plenty of proof and statistics. Take it slow and easy and don’t force a quick decision.

They are slow decision makers who like traditional, proven products, guarantees and assurances.

The Analytical

This introverted buying style is methodical, very skeptical, cautious, evasive, analytical, systematic and precise. They will ask a lot of questions and not want to reveal much of anything.

They are perfectionists who want to know “How does this exactly work?” and “Why is it done that way?” and “What data do you have to support your claims”?

Examples of this style are Diane Sawyer, Jack Nicklaus, Ted Koppel. Because of the exacting nature they tend to be in such professions as accounting, architecture, banking, engineering and law.

When communicating with these buying styles approach them in a direct, straightforward way and be very specific and have data to support everything you say. Use a logical approach. Present specifics and details. Provide them with the information and the time they need to make a decision.

They need a lot of proof and background information before they will make a purchasing decision and they need plenty of time to absorb and digest facts before making a decision.

They are extremely slow decision makers and are highly suspicious of new and unproven products. When presenting to them use plenty of research information and testimonials.

Questions for You to Consider

• What is your natural selling style?
• Which buying style is the most difficult for you to connect with?
• Which style do you tend to avoid?
• What do you need to do to become a more skilled communicator?

Many of the world’s best sales forces are the best because they have developed and use a systematic sales process. Having a map of the things that have to happen before a sale can be made provides a framework for sales planning and activity, reduces mistakes, and shortens new hire ramp-up time. However, what is conspicuously absent from most of these process maps are the things that prospective customers have to do each step of the way in order to buy. The truth is that the things that are done at any particular step or stage in the process could be a complete waste of time if the client doesn’t do what they must do to move forward to the next step or stage in their buying process.

As sales professionals, you don’t retire quota or earn commissions for anything that you do. You get paid on what your prospects do. When they sign a contract or issue a purchase order, then you make some money. You have to accept that you cannot control your prospects.

Account Managers or Sales Managers often ask, “What do we have to do to close this deal?” That is the wrong question. What you should be asking is, “What does the prospect have to do in order to buy?” and then the follow-on question is, “What do we have to do to get them to do those things?”

Whether or not you have or follow a systematic sales process, you should endeavor to understand and document your prospect’s buying process. You must understand not only the things that have to happen throughout the selection and approval process, but who will be involved along the way.

Armed with a thorough understanding of the steps and stages of your prospects buying process, you can plan your work accordingly. Then every single move you make can be made with the specific intent of enabling or empowering your prospect to take the next step they need to take in order to buy.

In order for you and the buyer to understand the buying process, you need to ask questions. Lots of questions. Here are some questions that will help you and the buyer define and clarify what has to happen before a decision will be made:

1. What kind of results are you having with your current advertising campaign?

9. What I hear you saying is that you need blah, blah and blah from me to have the confidence that we can help you. Is that correct? What would you like for me to do next?

Before you proceed to any next step, you should know and understand exactly what has to happen next in their buying process, and what you’re going to do to make that happen. If you spend the time and money to go visit a prospect without a plan of what you intend to say and do to help them take the next step in their buying process then you are little more than a professional visitor.

Defining and documenting a useful map of our prospects buying process will take time, it will take effort, and it will require that you reach, qualify, and sell to all of the people who will play a part in the selection and approval process. You will need a lot of input and perspective because simply accepting any one person’s opinion of their process leaves too many variables to chance and ultimately leaves you with too much exposure and opportunity for failure. Taking the time to thoroughly understand all of the things that the prospect needs to do in order to buy often makes the difference between the very successful and those who simply get by.

Good Selling

Steve Clark
PS Do you want to become a Jedi Master of Sales?

Asking your prospect all the correct questions is wasted if you don’t really hear what they are saying, whether expressed directly in words or more subtly in tones or partial hints. Do you hear everything that is being said? Do you understand it completely?

Being a good listener requires more than just keeping quiet while the other person is talking. Listening well is a difficult skill, but it can be mastered. Here are some tips on how to become a more effective listener.

• Listen proactively. There is more to listening than just passively hearing the words someone is speaking. One way you make sure you focus on what the person is saying is to “jump ahead” - i.e., anticipate what the person is going to say next or the conclusion he or she is about to make. This keeps you mentally involved and thinking. (Your prospect has told you that his company has lost several salespeople over the year. He has talked about the cost of recruiting new people and the time it takes to get them up to speed and producing. How might you anticipate the following sentence will end? “I guess the greatest negative impact on the bottom line has been ________.”)
• Become personally absorbed in what is being said. You can’t listen effectively if you are only “going through the motions.” Even less than absorbing information can be interesting. Every subject has some interesting angle, some impact on you or something you can learn. In order to uncover those elements, you must first abandon your prejudiced or preconceived ideas. If you enter into a conversation with the notion that the other person has nothing of interest or importance to say, you will miss what is important. Try to relate to the unrelated. Ask yourself how what the person is saying relates to other situations or experiences.
• Make a concentrated effort to listen. Don’t get distracted. Don’t let trivial things like the speakers appearance or random noises divert your attention from what they are saying. Listen to the speakers whole sentence. Listen not only for content, but context. Anytime you catch yourself being distracted by something that draws your attention away from the speaker’s words, make a conscious effort to focus back on the words.
• Focus on what the speaker is trying to say. Only 10% of what most speakers say is crucial. The rest is for illustration, explanation or transition. Focus in on the basic message. Try to pinpoint the main ideas the person is expressing. Ask yourself what the speaker is trying to say. If you’re not sure, ask, “Bill, I believe what I heard is…Am I on track?”
• Listen with your “gut.” The speakers tone and body language will impart meaning. These subtle clues are more quickly picked up by the unconscious mind and leave us with a particular feeling about the speaker. The next time you are left with a feeling about someone after a conversation - they are sincere, they are hiding something, they can’t be trusted, etc., - it is just a sign that your unconscious mind has put two and two together and come up with an evaluation.
• Understand what is being said. Keep asking yourself if you understand what is being said. If you don’t, ask for clarification - and keep asking until you are sure you fully understand. “Bill, I’m not sure I understand how….relates to…can you help me out?” What you don’t understand, you can’t recall. Additionally, if you don’t understand what is being said, your mind is more likely to wander and your listening effectiveness diminishes.
• Offer an intelligent comment. To keep your active attention on what is being said, get involved. If the situation permits, offer your own perspective on the what is being said. Ask a question or relate a relevant story that reinforces what the person is saying, or perhaps, represents a different point of view.