Building Enriched Customer Relationships: What's My Selling Style?


What makes one salesperson successful and another unsuccessful? Popular books target characteristics such as ambition, initiative, self-confidence, tact… and the list goes on. But what is the common thread? The answer is personality! Whether or not salespeople are aware of it, their personality shines through every interaction.

Join expert John Dieseth as he shares the powerful tool What’s My Selling Style? This instrument empowers salespeople to uncover their own and each customer’s style. It provides powerful techniques on how to alter each sales call to compliment the buyer’s style, enrich the customer relationship, and boost sales. By recording each customer’s style in their contact management system, they can prepare for each unique customer interaction. In this one-hour webinar you’ll learn how to deploy What’s My Selling Style customer success stories and experiences.

This webinar is based on the HRDQ product, What’s My Selling Style, a best-selling training tool. It will help your salespeople analyze how they behave in a sales situation, identify their customers’ styles, and learn how to flex their own style to match their customer. Most importantly, with increased awareness and flexibility, salespeople can use style to maximize sales and rise above the competition.

Participants Will Learn:

  • How style influences customer behavior
  • How style influences salesperson engagement
  • What your salesperson should do when their buyer’s style is different
  • Deploying style in your contact management system

Who Should Attend:

  • Training or HR professionals who deliver training
  • Independent training consultants
  • Managers who deliver or purchase training as part of their role

Sarah: Hi everyone and welcome to today’s webinar, Building Enriched
Customer Relationships hosted by HRDQ-U and presented by John
Dieseth. My name is Sarah and I will moderate today’s webinar. Our
webinar will last about an hour. If you have any questions go ahead on
your go to webinar control panel, you’ll see a questions area, you can
click on that word, it’ll break it open to a larger box, type in that white
area and then click submit.
Sarah: Those questions will come through to John and I and we’ll either answer
them as they come in, at the end of the session depending on the time
we have. Any questions we don’t get to during our session today we will
make sure to email back to you answers so don’t hesitate sending those
questions. Today’s webinar content is from our self assessment and
workshop, what’s my selling style. If you are interested in delivering this
training within your organization please contact HRDQ. Our presenter
today is John Dieseth.
Sarah: John is president and founder of Business Performance Group, an elite
group of business consultants who assist clients with launching and
maintaining a successful sales or training program. With 20 years of
experience in sales training, learning product development and coaching
field, John consults with client organizations regarding inside sales,
selection and hiring, sales management, customer service, technical and
salesperson training, accidental sales, leadership, coaching, mentoring
and knowledge transfer. Welcome John and thank you for joining us
John Dieseth: Well, thank you Sarah and thanks for the great introduction and hello
everybody. Say you’re a part of the 80% of salespeople or there’s 80% of
salespeople out there that never read a book on sales or research their
profession. You’re part of the 20% so congratulations on that of sales
managers or salespeople that really care about getting better and being
more successful. Congratulations on that.
John Dieseth: Before we get started talking about what’s my selling style, I’d like to do
just a little bit of a level set about the sales process and how what’s my
selling style fits into that and how you can use it in your sales
department or with yourself if you’re a salesperson. Take a look at this
graph with me, if you would, and it begins at the very top with needs
definition and goes all the way down to post-purchase assessment.
John Dieseth: Let me walk you through a little bit of that because this is the way our
buyers go through their buying process. First they start at the very top.
They kind of define their needs. What do I need to do? What am I
looking for? Can I solve this business issue or this personal issue with a
product? They go through and kind of refine that. Then they go to the
information search and say, okay, where can I find a vendor that can
help me?
John Dieseth: Where can I find a product that I can buy or a service that I can consume
that will help me solve this business issue or this personal issue? Then
they go through option evaluation. I have five or six different places that
I can buy a solution or buy a service or buy a product, so which one am I
going to choose? And then finally they go through risk evaluation and
risk evaluation is kind of considering, well, what can go wrong?
John Dieseth: Should I be taking a look at this? Maybe I shouldn’t do anything right
now. Now, for any of you, if you’ve bought anything expensive in your
life, maybe a new car or a house or something like that or maybe an
expensive television or something like that that you were taking on and
you’re going to pay over time, probably just before you signed that
paperwork you weren’t thinking, boy, I can’t wait to get this television
up in my house or I can’t wait to drive that new car or I can’t wait to
move into that new house.
John Dieseth: You’re probably thinking, boy, I sure hope I can make the payments and
that’s because you were going through your risk evaluation stage. And
then finally our customers will make a decision and then after they’ve
made the decision and they’ve consumed the product or service, they’ll
look back and say was that a good decision? Did I do the right thing
here? Did that make sense? And so our customers go through this
various stages as they’re moving on to decide whether they’re going to
buy a product or service or not and which one that they’re going to buy.
John Dieseth: Now, as sales people we have a sales cycle that matches this. We’re
going to be doing different things all along the way to be able to help us
out and to be able to guide that customer down so that they can make a
decision and then we’re going to work as hard as we can to make sure
that that decision is to buy our products or services. And we’re going to
try to be consultants as much as possible early on in the sales process.
We really don’t want to flip that salesy switch until we get down to
asking for the sale.
John Dieseth: In that early part of the sales process we want to consult with the
customer and we want to have some really good conversations. Take a
look at this graph. Since 2007 when Apple came out with the iPhone in
June of 2007, the sales process has changed a little bit. Today a lot of
times our customers come to us with their spreadsheets already filled in
because they’ve done a lot of research online. They’ve gone out there
and they’ve looked at the various different options that they have and
they’ve put a spreadsheet together.
John Dieseth: If you’re buying a new refrigerator I can bet that you’ve probably gone
online and gone to consumer reports or some other process for
whatever you are to take a look and see what other consumers
recommend. You may have talked to somebody else, you’ve probably
done a good web search on that. Today our customers are getting far
deeper into the sales process, into the buying process before they
engage with us as salespeople.
John Dieseth: Now, I remember back a long time ago when I first got into business I
had structural steel fabrication plant and what I did is that I bought
about 40,000 pounds of steel a week so that I could keep my people
busy and then we would fabricate steel for other people and sell it to
them. I had three salespeople that I kept on my trusted vendor list and
these salespeople would come in and I would buy from one of the other
trying to get the best price always of course, but these salespeople
would come in with big thick books and specifications.
John Dieseth: If I needed to know the tensile strength of a certain steel or the
weldability or other things that would help me in my fabrication
process, they would dig that book out of their car and they would bring
it into my office and they would page through it and come to the right
page and then they’d be able to help me with that. Well today you don’t
need to do that because if you want to find any of those specs or
whatever, you can go online and find all that. You don’t need to wait till
a salesperson comes in.
John Dieseth: Our role of salespeople is less to be information providers rather, but
our really role is to be information gatherers so that we can help that
buyer through the sales process. If you see over time the sales processes
is kind of switched. It used to be that we were the experts, we had all
the technical details and so we would come in and do our presentation
and do our magic and show it to everybody and then that would have a
big impact on how people would buy. But today they can get a lot of
that information online.
John Dieseth: It puts much more of a focus on the conversations that we have. Take a
look at this diagram. Our knowledge of style, our knowledge of what our
customers style is, is critical to be able to move them back from that
option evaluation stage when they’re taking a look and they may have
three or four or five people on their spreadsheet to kicking them back
up to the beginning of the process where we can have a good
conversation with them about needs definition, about their information
search, about their buying process to help guide them through.
John Dieseth: And so your knowledge of style is critically important to that. Now, I’m
an engineer and I’m systematic and we’re going to be going through that
later in the course when we talk about styles. But I really like a little bit
of math. I’m going to give you just a little bit and I’m not going to require
that you do any adding or subtracting or multiplying or dividing but I just
want you to keep a few things in your head. First, if you take a look at
the typical sales process that goes on out there today, most people will
find that they participate in about 30% of the sales.
John Dieseth: And what I mean by participation is that the customer is actually
considering your product or service. Say you’ve got 10 different people
that supply the product that you sell out there. A lot of times if they’re
considering three options you won’t even be one of the three so you
won’t participate in the sales process. Now, obviously if you’re Boeing or
you’re Airbus and you’re selling airplanes you’re going to participate in
every process, but we probably don’t have the luxury of that. About 30%
participation is normal.
John Dieseth: Now, of the 30% of the sales you do participate in, 45% of those sales on
average get started, customer gets excited, thinks about it, but you
never get a decision. In other words the sales process just kind of
disappears and that’s that big ugly ogre we call do nothing because
nothing happens. Now, out of all those rest of the sales that do get
down to a decision maybe you’ll close about a third of them. That would
be pretty typical. Now, I know this audience already because you’re
actually participating in some training today or trying to learn how to be
better at your profession.
John Dieseth: You probably may close a little bit higher than that because almost by
the process of sorting you’re the kind of people that would do that. But
say that you close about a third of your sales. Now, in that little
discussion that I’ve had here think about all the opportunities we have
besides just at the very end when we’re trying to close the sale and
persuade our customer that we have the best product or service. We’ve
got that participation where we can work on that process and
participate in more.
John Dieseth: We’ve got those 45% that never reach a decision that we can work with
them to try to get them to make a decision to get to that end point of
the sales process. And so that’s where the knowledge of style is critically
important. Yes it’s important when you ask for the sale too, but it’s
critically important in those early sales conversations when you’re trying
to talk to somebody and to say, hey, the next time you’re in the market
will you consider my firm?
John Dieseth: That understanding of style and be able to mirror the style of that
person is critical to how they look at you and whether they put you on
the shortlist that they’ll call you the next time around. And then that
45% that never reach a decision that we get to of that group of people.
It’s critical that they bond with you, that they understand your style,
that you’re talking about their style and making sure that you’re
mirroring that so that when you get all the way through they will follow
you along that sales process.
John Dieseth: Now, think about the sales process itself. You’re probably closing more
times on time than you are on money because if you have three or four
steps that are needed in the sales process, then you’re going to have to
close on each one of those steps to get more time for the customer, to
be able to go through your product or service, demonstrate your
product or service, maybe invite them over to your place or plant if
you’re selling business to business. And so you’ve got to go through
various steps that you’re going to be closing on their time.
John Dieseth: People will only spend time with people they think they understand and
that they can communicate with and that’s why their knowledge of style
is so important as we go through and try to do our sales process. It’s
important for participation, to getting to participate in that sales process
and it’s important to try to get us over that 45% of the people that just
kind of dies away at the sales process.
John Dieseth: And yes, of course, important at the end of the sales cycle when we get
down to the very end when all of a sudden we’re going to try to ask for
that sale and we want to be somebody that they trust and somebody
that they can communicate with. Now, I’m systematic. I focus on all the
details, but a lot of times the people in my buying committee that I’m
dealing with they’re different styles and so I have to learn to adjust the
way that I communicate to be able to bond with those people and to be
able to have a chance to be able to participate in that sale.
John Dieseth: Let’s move on. Salespeople assessment usage. How do people use an
assessment like what’s my selling style? Well, the gain an understanding
of how the selling style impacts the customer perceptions and dialogue.
They use style to be able to see when I talk to a customer, how do they
perceive what I’m saying and how do I engage in that dialogue? Am I
going to want to make sure I start with a lot of personal things or I’m
going to go direct to business and get right down to what they need.
John Dieseth: Am I going to be enthusiastic and get them all fired up or I’m going to be
like I’m talking to an engineer and I’m going to have to detail all the
specs and all the numbers and all those kinds of things. It allows people
to profile our customers for future reference. If we’re talking to them
once, if we’re calling them back later, when we pick up the call or we go
face to face, how do we know how to start that communication? How
do we know how to carry that through? Because we’ve profiled our
customers and we want to make sure that that next communication fits
in that too well.
John Dieseth: How do we structure sales communications for greater impact? How
much data to deliver? How much relationship building should we be
doing? Should we be doing a lot or maybe it’s something direct that
that’s not going to be very important to them. How do we overcome
objections? Do we need to be more emotional about it, more fact
based? How are we going to handle that and how to ask for and close
the sale? Remember I said earlier that getting a decision is one of the
most important things that you can do. Now, think about your
John Dieseth: If you’re a sales manager, if you’re a salesperson, think about your
organization. Now, if you’re in sales, your organization has chosen to
use personal selling as part of the sales process. Personal selling
because you’ve got salespeople that are in work. If you take a look in the
United States right now it costs about $18 for a typical outbound call if
you’re selling over the phone and about $400 for the average field sales
call. That’s much more expensive than any sort of a marketing outreach
per impression.
John Dieseth: For example I can send out an email for, well, almost for zero because it
doesn’t cost much money to send out an email. I can send out a flyer
through the post office for maybe a dollar or something like that, but
the minute that I hire a salesperson, put them on the phone, it’s going
to cost me about $18 for every conversation I have and if I put
somebody out in the field it’s going to cost me about $400 for that. It’s
much more expensive to have salespeople involved and why wouldn’t
we want to make sure that those conversations that those people are
having out there or that we’re having out there if you’re in sales are
going to be as impactful as possible?
John Dieseth: That’s where mirroring your sales style with what the customer is will
have a huge impact for you. Style knowledge helps you build
relationships. Let’s take a look a little bit at this slide. There’s never
enough time and make sure your dialogues are impactful. When I talk to
our customer base a lot of people will tell me, well, I just don’t talk to
my customer as much anymore. They text me, they email me, they do
all those kinds of things but we just don’t have that many conversations.
Because you don’t have as many conversations today we want to make
sure everyone counts.
John Dieseth: We want to make sure that we’re getting as deep as we can, that we’re
finding out as much information as we can. We want to generate
interest by being firmly in the customer’s wheelhouse. Here’s some
guidance for it. Direct, don’t bore me with small details. Considerate.
Hey, what about me? What about the relationship? Don’t you care
about me? Spirited. Hang on, it’s going to be quite a ride. I’m going to be
a little bit enthusiastic here, a little bit of motive. Systematic. Well, of
course we want all the details and then we’d like a few more details and
if you could give us some details that would be great.
John Dieseth: Give me some more details to kind of figure that out. We want to also
gather information that you can back up the sales process. To be able to
say, you told me, you mentioned, you asked. Now, earlier in my career I
was a sales manager and I was working for a training company and one
of the things that we did is we sold library services which would be kind
of like an outsourced learning management system, something like that.
We had a large bank that had asked us to come in and present what we
John Dieseth: And so we went to New York City and my salesperson was from Iowa so
he almost craned his neck by looking up at the skyscrapers all over in
beautiful downtown New York City. We went up to the 30th floor in the
conference room and as we’re going into the conference room of this
large bank we saw one of our competitors taking down their easel,
taking down their flip charts, all that kind of stuff, gathering up all their
stuff and leaving the room. And then we came in and my salesperson
started out by saying, “Well Jim, you told me that,” And went into a little
conversation about him.
John Dieseth: “And then Sarah you mentioned to me,” And then he went in a
conversation about that. And said, “Well Harry, I know the details are
important to you and so I’ve prepared some facts and figures for you
and handed over some facts and figures. And Jan, you mentioned to me
that your sister had an accident last week. How’s she doing?” By
knowing and having conversations with those customers before we got
there, this person was able to adapt the style in each of the ways that
he communicated with the people in the room.
John Dieseth: As a result, during that hour that we had with that customer we didn’t
have a presentation. We had a conversation because we were able to
address every person’s needs. When we got into about 30 minutes of
the conversation it was going back and forth across the room and just
the fact that our salesperson knew the styles of everybody, could
communicate that, prepared for each of that before coming in, made a
huge impact and of course we won the sale. Your job as a salesperson
used to be just to explain the product or service, but it’s not just that
John Dieseth: Now it’s about building that relationship, finding out about where
customers are and helping them through that buying process. It’s
important to be able to understand the customer and help them
through the buying process cause we want to have them make a good
decision. One other thing to consider and that’s this, style helps you
broaden the playing field. Now, I know that out in our audience today
there’s probably some people that sell a value product and what I mean
by that is you aren’t the cheapest in the marketplace but you offer more
longterm value.
John Dieseth: Over time you’re going to save that customer money but initially you’re
going to be a little bit higher price. I always tell students when I give a
presentation that sometime in my career I’d like to work for a low cost
producer. I’d like to come in and say here’s my price. I know you’re
going to buy from me because I’m cheaper cause I can solve your
immediate problem. If you sell on value it’s a different world for you.
You have to have conversations to find out what the customer
strategies are, whether there are opportunities, where are they going so
that you can position your product as more longterm value.
John Dieseth: I have a client that sells replacement components for tractors. Ours last
longer. They can be rebuilt for a second or third life. They’re far better
over time. The competitors just come in and just solve the problem of
today just to get the tractor back up and working and getting it back out
in the field. And so all they sell on is we can get your tractor running and
we’re the lowest price. We have to sell on value. Is resale value
important to you? Would you like to have components that you can
rebuild and so it’s going to cost you a lot less the next time?
John Dieseth: Would you like to have lower unplanned downtime? Would you like to
have the lowest costs per hour? Our playing field needs to be broader
than our competitors playing field. They’re just playing with problems
and price. We need to play with their opportunities, their strategies,
where they’re going, what are the longterm things that they want to
accomplish with that tractor. Conversation is more about style. To move
you from having conversations, the more style is important. The more
deeper conversations that you need to have, the more in being able to
mirror the style and understand the style of your customer is going to
be important to you in what goes forward.
John Dieseth: That’s what you hire salespeople for. If you’re in a value selling position,
if you have a value product that may not be the lowest initial price, you
hire salespeople. You are a salesperson in that kind of an organization to
be able to have those deeper and broader conversations and that’s
where having the style match makes so much of a difference. Now that
we’ve done our setup let’s talk about today’s agenda. We’re going to
talk about discovering the four selling styles. We’re going to kind of go
through that.
John Dieseth: We’re going to talk about the style strengths and trouble spots where
you may run into some issues and what your style strengths are in
trouble spots. Things for you to recognize in yourself. We’re going to
talk about recognizing the styles of others. Now, why do we care about
that? Well, because I’ve been talking all during the set up here that we
want to mirror the customer’s style as much as possible. We want to
flex our style to be able to be with their … Well, we can’t do that if we
don’t know what style they are and obviously we can’t give them an
John Dieseth: We can’t say here’s this great assessment from HRDQ called what’s my
selling style. Could you please take this and then I’ll know how to
communicate with you? We can’t do that. What we’ve got to do is we’ve
got to be able to pick up on clues that they’re communicating with us to
be able to recognize the styles of others. And of course lastly we’ve got
to be able to flex our selling style to match with others. We’ve got to be
able to come back and say, okay, I got to recognize that style at the very
beginning part of our conversation and then I’ve got to be able to flex
my style so that I can come back and actually be able to sell into that.
John Dieseth: Example, I’m systematic and I want to present too much detail. I tend to
focus on winning the sale like it’s trialed by a jury. That somebody is
sitting there and they’re balancing all the facts and figures but I
recognize that that’s not the way that a lot of people buy. People have a
tendency to buy an emotion and justify with fact and if all I’m doing is
shoveling all this fact based stuff at them, well most of the time was the
other three styles I will be doing it the wrong way. Now, think about the
conversations you have.
John Dieseth: If your one style then it’s likely that 75% of the time you’re going to be
talking to somebody who has a different style. It’s hard, isn’t it? Sales is
hard work. We talked about earlier about how expensive sales is
compared to send out a marketing flyer or an email, but the fact that
personal selling works means that we want to put the effort into it and
doing it right is hard work. If you’re on the phone typically in business to
business, outbound selling or in consumer side too, you’re going to be
getting about 20 conversations a day if you’re talking to customers.
John Dieseth: Maybe talk about 150 minutes of conversations with people. If you’re in
the field maybe you’re going to making five to six calls a day on people
out in the field. And so you’re probably going to spend about 150
minutes with customers there too. And so about 110 minutes a day, if
you’re a typical salesperson out there, you’re going to be talking with
people that’s the opposite style than you. It’s going to be people that do
not have your same style and to be effective you’re going to want to
change your communication style a little bit to be able to fit in to where
your customer’s at.
John Dieseth: And that’ll have a huge impact on the selling process and have a huge
impact on how well you’re going to be able to close those sales. Let’s
take a look at our sales quadrant here that we’ve got and what’s my
selling style. This is the way it looks and you’ll notice that we’ve got
direct and then spirited at the top and then we’ve got systematic and
considerate at the bottom. Now, you’ll notice that each one of these has
a little bit different symbol. Our direct as a triangle. Our spirit is a
parallelogram, our systematic is a box and there considerate is a circle.
John Dieseth: You can take a look and maybe you’re kind of thinking already, we’re
going to give you a chance as we talk a little bit more about styles to
kind of figure out what you are. But you probably got some sort of idea,
kind of what era you fall in already. And notice that we have high
assertiveness at the top and low assertiveness at the bottom and low
expressiveness on the left hand side and high expressiveness on the
right hand side. We’re going to kind of talk a little bit more about that
and how that all fits in.
John Dieseth: But it just as a way of kind of putting the way that our customers
communicate in kind of an area so that we can learn how to deal with it.
Now, there are 14 million sales people in the United States. It’s a huge
number. It’s a little bit more than 10% of all the people that work in the
private sector have a job that’s in sales. Now, there’s huge difference in
selling cosmetics at a retail counter, in one part of sales to consumers or
in business to business industrial products. But whatever it is that you
do sell or your organization sells, it does come down to connecting with
the customer and having good conversations.
John Dieseth: Whether you’re selling cosmetics or big generators to put in the
basement of some new bank, it still comes down to conversations and
finding out what’s important. Now, this morning I just went out and did
a search on Amazon in preparation for this discussion today and I found
that there was over 90,000 books on sale at Amazon. Now, regardless of
the technique you use, regardless of the sales book that you choose to
kind of give you your technique or if you’ve developed your own, that’s
totally ineffective unless your customer connects with you.
John Dieseth: Unless you’re able to connect with that customer, then any sales
technique that you choose that fits you is going to work a lot better. I
have a client that sells hydraulic pumps to original equipment
manufacturers which we call OEMs in the business to business world
and all the customers are engineers that must design in the product. In
other words, our company makes hydraulic pumps and they’ve got to
design that on their tractor or whatever that they’ve put our hydraulic
pumps in. Most of the salespeople that I deal with there are heavily
systematic because they’re engineers and they probably came from that
John Dieseth: And so they kind of tend self select into that world of being systematic.
A lot of systematic people are engineers and a lot of engineers work for
this company in sales and so they need to deal with a lot of engineers
over in the people that they sell to. If they’re dealing with somebody
that makes tractors or something, they’re going to be dealing with the
engineers have put the tractor together to try to convince them to buy
that hydraulic pump or whatever the case might be. But besides that of
dealing with people that their own style, they also have to deal with
people that have radically different styles.
John Dieseth: They have to deal with the people in the marketing department and
maybe they’re more direct. They have to deal with the people in the
sales organization of their customers and they’re maybe more spirited.
They have to deal with customer service and explain to them how to get
parts and all those kinds of things and they may be considerate. Even
sales positions where you would think style wouldn’t be all that
important, it turns out to be critically important because most
businesses and most consumers will consult with other people before
they buy.
John Dieseth: If you’re selling consumers and you’re selling to the wife maybe she’ll
talk to her husband or you’re selling to the husband maybe he’ll talk to
his wife. Or if you’re selling to a business and you’re in the business to
business space, there’s bound to be other people that they run into at
the water cooler or whatever that will have some input into that sale.
You need to be able to be able to talk to everybody even regardless if
you think you’re in a fairly tight quadrant of selling. That’s our basic
diagram and we’re going to kind of work with that and flush that out as
we kind of go through.
John Dieseth: Let’s talk about the dimensions of style. I said that we’re going to talk
about assertiveness and expressiveness a little bit as we kind of went
through. And so assertiveness is the effort that a person makes to
influence or control the thoughts or actions of others. People who are
assertive tell others how things should be and are more task oriented.
They’re more active, they’re more confident. People who are less
assertive ask others how things should be and the ones that are process
oriented they’re deliberate and they’re attentive.
John Dieseth: Now expressiveness, our second characteristic here, is the effort that a
person makes to control his or her emotions when relating to others.
People who are expressive display their emotions and they’re more
versatile and sociable and demonstrative. People who are less
expressive tend to control their emotions more in a focused,
independent and more private. You remember on the assertiveness
scale I said that our direct and spirited people may be more assertive
and that may cause the systematic and the considerate people, those at
the lower level there, to pull back a little bit because it’s just too much
John Dieseth: Now, I have a national organization that I work with sales training
products as well. This particular organization and I was working with
them on cross selling and upselling. They had a customer service group
that was taking inbound calls and then the customers would ask for a
particular product and their goal was to cross sell and upsell things with
it and their sales just weren’t doing very well. They asked me to come in
and see if there was anything I could do, if there was any training that
these people need.
John Dieseth: I came in and I slept on a headset and I listened to a bunch of calls and I
found that some conversations went pretty well and the cross selling
and upselling went just like it had been scripted out just like we told
them to do. They had great conversations and it was working pretty
effectively. But other calls it just wasn’t working very well at all. And
especially they were struggling with people that tended to be more
direct and to the point. When they got off the phone and I would ask
them, well, why didn’t you make that offer to that person?
John Dieseth: They would say, oh, they didn’t sound interested. They sounded like
they just wanted to order one of the products. What I did is I proposed
to the client that we put them all through the what’s my selling style
assessment. Because I said I think what’s going on here is that they’re
probably one style and they’re struggling with people who are another
style. We broke them into small groups because you can’t take
everybody off the phone at once. I worked with small groups.
John Dieseth: We had about a two hour session and we went through and had them
determine their style and then how to judge the sell of their customer
and then how to relate them that way and sales jumped up 18% in the
first month. When you kind of looked at it and we had conversations
with them they would tell me that, oh, there was somebody who was
more spirited. I just thought that they were kind of all over the place
and I didn’t want to mention it. Somebody that was direct I thought,
well, they’re just going to shut me down anyway.
John Dieseth: And then we’d go through this whole litany of things. It finally turned
out when they recognized that people have different styles. If you’re
direct they said I would really recommend you buy this and a lot of
times they would. It made a huge impact in the way that the sales went
just by going through this one exercise and understanding how
customers relate and how you can be a different style than someone
and that other style isn’t wrong, it’s just different. Let’s talk about style
strengths a little bit.
John Dieseth: If you’re direct, and you’re going to have a chance to kind of tell us what
you are here in a few minutes, you’re more confident and goal oriented.
If you’re spirited, you’re more enthusiastic, you’re more persuasive.
Probably spirited is the typical sales persona that people think about
when they think of sales people. You can think about spirited as being
kind of your quintessential used car salesperson, something like that. If
you’re considerate, you’re more responsive, you’re more customer
John Dieseth: Now, in that last example I gave you of that national organization that
sells training products, what do you think most of their people were by
that description that I gave you? Well, you’re right if you guessed
considerate. A lot of people in customer service tend to be considerate.
A lot of people in product support tend to be considerate and so the
styles that they’re going to struggle with most are those other three.
Fellow considerates they’re probably going to bond with, have good
conversations with, talk about their parents and their kids and all that
kind of stuff. But they’re going to struggle with some of these other
John Dieseth: And so learning how to adapt their style through this assessment is a
great tool for helping them sell more. Which one of these ones is
successful you may be asking yourself. Is it direct? Those people that are
more confident and goal oriented. Is it spirited? The ones that are
enthusiastic and persuasive. Is it considerate? Those ones that are
responsive and customer focused or is it systematics like me the ones
that are prepared in detail oriented? Well, everybody can be successful.
Your style doesn’t say that you’re going to be unsuccessful.
John Dieseth: As long as you’re willing to flex your communication style, you can be
successful in any one of these quadrants and you get more latitude as
you build the relationship to be more yourself. And again, where
mirroring your style is going to really prove that it’s worth is
participation and trying to get people to make up a decision. To give you
an answer and not let that big ugly ogre called do nothing get in your
way. Let’s talk about the direct strengths here. If you’re direct, what are
some of your strengths?
John Dieseth: Well, you have a tendency to be more confident. You have a tendency
to focus on the goal and ask for the business. You keep your
conversations focused and to the point. I’ve got one of my favorite
clients as a salesperson that was really direct. He’s absolutely fearless.
He has no call reluctance. This person would call anybody and ask them
anything. They’re especially good at reactivating or reawakening
dormant accounts and my client would typically put him in that kind of a
territory. He was good at calling people on the fence and getting them
to close too so he was a good closer.
John Dieseth: That’s some of our strengths of our direct people. How about our
spirited people? Well, they’re enthusiastic. They’re focused on
generating excitement. They look for creative solutions and they shift
gears pretty easily. When I was a sales manager back a few years ago,
out of my 35 salespeople I had one girl who was just very spirited. I
mean, she would come in my office and she would say, “Oh, I just had
this great call with a customer and it was just exciting.” And so I had to
create a Carol free zone, that’s not her real name.
John Dieseth: But I had to create a free zone where I said you just can’t come into my
office like that all the time. Her enthusiasm was so infectious and so
that’s really a strength of a spirited person. They’ve got that emotion
behind them and they can get people fired up. How about considerate?
What’s some of the strengths if you fall in the considerate category?
And you can see this girl in our slide. Look at her study in that customer.
They’re customer oriented, they focus on customer needs. They listen
attentively and they’re really patient with challenging customers.
John Dieseth: They’ve built great relationships. One of my favorite sales people when I
was a sales manager was very considerate. She would never say a mean
word about anybody. She knew all about the children, the pets, the
relatives that everyone in the sales department and she built a great
relationship with a buyer who has of all things an ex CIA agent and had
gone for work for a large retailer and was in charge of buying all the
products that we sold. It was a huge account for us, but every time we
went out and maybe we had a meeting and I would go with her to
participate as somebody from management, I could tell that he couldn’t
care if I was in the room or not.
John Dieseth: He would direct all of his conversations to her. They would exchange
telephone numbers and call each other on the cell phone over the
weekend and she was just that ability to build that one-on-one
relationship with a person. Systematic. Do we have any strengths? Well,
yes, we’re very detail oriented. We focus on preparation. We do good
follow through and we juggle multiple accounts well because we really
know how to use our CRM system and put in all our notes and
John Dieseth: Now, there’s about 350,000 people in the United States that the US
Department of Labor says they’re sales engineers and they kind of fall
into this category. When I was a manager I had an ex Navy Seal that was
a salesperson for me. He was as tough as a brick and kind of looked like
a brick too. Now, this was telephone sales and he made all the dials.
When he got a customer on the phone, he gave them all the information
and presented a rock solid business case because he was systematic.
John Dieseth: Now, he didn’t have as much raw sales talent as many of the other
people in the department, but he did the work and he was consistently
in the top 10% of the department. If you know your strengths you can
be able to succeed regardless of what style you are. What are some of
the direct trouble spots? What are some of the things we’re worried
about if you’re direct? Well, you tend to be impatient with objections.
Maybe underestimate the value of developing relationships a little bit.
Maybe you miss some important nuances in the conversation and
perhaps you can be overly aggressive at times.
John Dieseth: I know the last time that I went out to buy a new car, I went to an
automobile dealership about 30 miles from town here because I also
wanted to engage them as well as the automobile dealership here in
town. Now, I bought a car from them before as well as I bought here
locally and a direct salesperson got me as I walked in the door and had a
conversation with me and he was pretty challenging to me. He kept
saying, well, why are you up here? Why don’t you buy from the local
dealership? I mean, he was pretty challenging to me and he was very
direct and wanting me to make up my mind.
John Dieseth: Well, I’m systematic so I’m not going to buy until I have all the pieces fit
in the puzzle and I know all the nuances and everything else and I’ve got
all the details. This was not going to work for me and of course I ended
up buying somewhere else. Spirited. What are some potential trouble
spots for you? Well, you could have a tendency to exaggerate claims.
Sometimes you talk more than listen. Sometimes you might miss
important details and maybe your preparation isn’t quite as good as
some other folks. Now, I was out on a call with a field salesperson one
time and we went into the call.
John Dieseth: The customer as we were talking to them about preparing for the
meeting he said, “Well, my mom was in the hospital so I didn’t get a
chance to get into the office till a little bit later yesterday so I didn’t have
a chance to go through your proposal.” Well, my spirited salesperson
took that as a clue and said, “Oh, let me walk you through it right now.”
And so he did. And as we walked out to the car after the sales call I
simply said to him, “What about mom? He just said his mom was in the
hospital. Let’s really start out our conversation with how’s mom doing?”
John Dieseth: And so that can be some of the trouble spots that you run into if your
spirited and kind of get carried away with the sales process a little bit.
Considerate. What are some of the trouble spots for you? Do you have
any trouble spots? Well, you might have a few. When I was a sales
manager one of my biggest challenges was getting considerate
salespeople to let go of an account. They can get really emotionally
invested in a poor account and they struggle when customer needs can’t
be met. There’s the ones that if you’re a sales manager come into your
office and say, can we just do this?
John Dieseth: Can we just take that thing that we normally do and not do that. All
those kinds of things can happen with considerate people and they take
rejection personally. If they lose a sale they’re going to be kicking the
dirt for a little bit. That can be some of the things that you run into with
considerate folks. How about systematic? Do we have any trouble
spots? Well, we certainly do. We can overwhelm our customers with
facts. We can give lackluster presentations. I hope we don’t do that. We
can miss the big picture and sometimes it can be overly opinionated
because we think we got all the facts on our side.
John Dieseth: I’m systematic and I have to learn continuously that most people buy on
emotion and justify with fact. The detail is important to only a few
buyers, maybe a fourth of them, maybe a little bit more. And so
systematic people like me we think that’s all that matters, but really the
emotional connection can be a very important part of the sale. That
great conversation that we’ve said makes such a difference and that’s
why what’s my selling style is such an important instrument to consider
in your sales organization.
John Dieseth: I was just selling a large proposal for consulting work and I wrote out all
this big document with all the details in it and why I was the best choice
and all that. The customer after I handed to them paged through a little
bit, you could tell he wasn’t all that interested and he said, “I just want
someone I can trust.” Good thing that I’d spotted that person’s
considerate style. I still documented it because the systematic person in
me wanted to do that, but I spent most of my time building that
John Dieseth: Identifying the direct customer. This is one of the powers of this
instrument and this is the reason that I use it as many times a year as I
do and all of my facilitators use it in the field as well. This is the way to
be able to teach your salespeople if you’re a sales manager and if you’re
a salesperson yourself teach yourself how to identify what the style is of
that person that you’re communicating with, that customer that you
want to convert and seeing what kind of style they are. Everybody right
now put a person in your head that you can kind of think might be
John Dieseth: They allow a set amount of time to discuss your product or service. They
ask for the key points. They speak very confidently. They tell you what
they think and they maintain good eye contact if you’re in the field.
That’s our folks that may have a tendency to be pretty direct. How
about the spirited customer? They have a little worry for time
constraints. They ask a lot of questions. They speak enthusiastically.
They share a lot of personal information. They use their hands when
John Dieseth: Think in your mind somebody that may be spirited. Now, I have a
daughter that just graduated from college a couple of years ago and she
had a friend that was a classmate of hers in high school and then went
on to a different college but they remained very close. And since
graduation two years ago since this girl who graduated the same time as
my daughter, now since the last two years this person has had jobs as a
photographer, a daycare worker, a dance instructor, a professional dog
walker, and a yoga instructor.
John Dieseth: Now she’s spirited and what a good friend she is to my daughter. Now,
my daughter mirrored me which may or may not be a good thing. But
she mirrored me and so she’s pretty systematic, but they’re the best of
friends. I can tell the difference when my daughter was with her and
when my daughter is with somebody that has a different style because
the sleepovers are always different when they were kids. Because a lot
of times especially daughters like to have sleepovers and if she had this
gal over who had spirited, it was a totally different environment than
maybe somebody that was more like her that was systematic.
John Dieseth: I could tell mostly from the noise that was coming out of the basement
as they were talking. This is a way of identifying that spirited customer.
How about the considerate customer? How do we identify them? Well,
many in customer service fall into this category. Many people in product
support that attracts considerate people ’cause they want to help other
people. They have a tendency to give you plenty of time. They talk
about you personally and want to get engaged with you. They speak
very encouragingly and they listen well and they stay calm.
John Dieseth: That’s kind of the attributes that you can see in a considerate customer.
And so that kind of gives you an idea of how these people are and
they’re really people people. When you have a conversation with a
considerate customer you can know that right away. They’re the ones
that if you get them on the phone, for example, if you’re calling them
will say, “And where are you located? Which office do you work out off?
Do you have a long commute to get there?” And so they’re are people
that you can really identify with that is going to be really worried about
you as a person.
John Dieseth: And for me as a systematic person I’ve got remember to slow down and
remember that the human being makes a big difference here. It’s not
just about the facts and figures. I could drown you in those, but I’ve got
to remember that that considerate person is going to really care about
people. Last but not least, our systematic customer. Well, I think we’re
sometimes easy to figure out. We require an appointment to discuss our
product or service so we want to have it on our calendar. We want to
ask for a lot of specific details. We speak pretty efficiently.
John Dieseth: We try not to use too many extra words. We structure our
conversations and we don’t show a lot of facial expression. We don’t
give that away. Back when I was in the seminar biz I had an opportunity
to present our team leaderships seminar to a bunch of nuclear
engineers at a nuclear power plant and it was one of the most
interesting seminars I’ve ever done. I got no interaction from the crowd,
but they did take a lot of notes throughout the day. Now, since I’m
systematic, of course, I bonded with them immediately and we got so
far out in the weeds that I’m sure if there been anybody that was
considerate or any of the other styles in the room, they would have
been just terrified.
John Dieseth: But it was a great seminar for me and it was a great seminar for them.
The systematic customer. If you think of your typical engineer a lot of
times they’re systematic. Could be different than that, but a lot of times
we fall into that category and of course I’m an engineer by original
training. We’re coming up on a pole here. We’d like to take a little poll
with you here. Based on your explanation of the various styles that
we’ve had so far, which style best fits your profile? Sarah?
Sarah: We’ve got the poll up on the screen. You could click those radio buttons,
the direct spirited, systematic or considerate. It looks like people have
found them. Good. Go ahead and click those and then click submit. We’ll
give it another couple seconds. Make sure we get everyone’s responses.
Wow. I’m going to go ahead and share the results. There you go. Can
you see those results on your screen John?
John Dieseth: I cannot Sarah.
Sarah: That’s okay. I’ll give them to you. Direct is 21%. Spirited is 21%. You’ll be
sad about this one, systematic is only 9% and then considerate style is
John Dieseth: We’ve got a considerate audience here and then waited with direct and
spirited and the systematic are probably bringing up the rear and that’s
probably because a lot of the systematic people are out there reading
some sort of tech manual or something so maybe they’re not as
engaged with us today. But that kind of gives you an idea of how our
groups shapes out here. That’s going to be the way it is when you’re out
there selling and talking to people. It’s going to be a variety of mix. Now,
I’m not surprised that considerate as a large part of our audience today.
John Dieseth: Considerate people tend to be interested in learning through things like
webinars like this and they tend to be involved on things like that. But it
kind of gives you an idea of how you’re going to run into a many
different people when you actually get out there in the real world. Let’s
talk a little bit about, as we kind of advanced forward here, selling if
you’re a direct style. If you identified yourself as direct here, how are
you going to be able to sell? Well, you’ll see the little direct in the left
hand side.
John Dieseth: If you go into the actual instrument you’re going to see this. It’s all laid
out for you. It’s just easy to go through and to talk to your salespeople
about. If you’re direct and you’re talking to somebody else who is direct,
it gives you some advice there. Don’t butt heads over differing goals. If
your spirited, be flexible and get down to business. Considerate,
emphasize product needs. I’m not going to read all of them, but you can
see even if you’re dealing with systematic it gives you some ideas there.
Now you don’t need a lot to be able to flex your style.
John Dieseth: This doesn’t have to be overly complicated. Just a little bit of
information, a little bit of guidance on how to flex your style makes all
the difference in the world and that’s why this assessment is so
powerful. Now, facilitating this. When I actually do this in real life I use
the paper assessment and you can go online and do it too. One of the
reasons I use the paper assessment and our facilitators do as well as
facilitators, it gives us a little bit of a break while they’re taking the
assessment and I can make sure that it’s right in front of them.
John Dieseth: But whether you take it online or you take it through the paper
assessment, in the information that you get from HRDQ you’ve got all
this information just in a really easy place to be able to put in front of
you. If you’re direct you know exactly what to do in this particular
example. Let me go to the next one. If your spirited how can you do
that? Well, if you’re a spirited style your opposite is going to be
somebody that’s systematic. To go back to this slide here, if you’re direct
you’re opposite is going to be somebody that’s considerate.
John Dieseth: Typically you struggle most with people that are the opposite style as
you. I’m systematic, I’m going to struggle most with those people that
are spirited and they’re going to struggle most in selling to me. Take a
look at this, if you’re spirited you want to tone it down a little bit and be
prepared if you’re dealing with systematic people. If you’re dealing with
other spirited people you don’t want to get lost in unrelated
conversations. Let’s go on a little bit and say what if you’re considerate
style? What are you going to be doing there?
John Dieseth: Well, your opposite is direct so you’re going to struggle most with those
that are direct. Try not to take criticism personally, stick to the
appointment time and make sure that you tell the customer what you
want them to do. This gives you some guidance how to sell to people of
each of those different styles. What we do in the exercise when I’m
actually facilitating this is we have them think of customers and if they
haven’t been in sales and they’re brand new and they’re just coming in,
think of a friend or something that fits these various styles.
John Dieseth: And then take a look at this diagram and see how flexing your style can
make a big difference because it doesn’t just have to be in sales, it can
be in personal relationships as well. How about if you’re systematic?
Your opposite is spirited, that’s who you’re going to struggle with the
most. If you take a look at this diagram it gives you ideas of how to flex
your style and make sure things work all the way as you’re talking to
different types of customers. One of the things that I really like about
what’s my selling style, what this instrument is and why we choose it to
offered in our organization for all of our customers is just this kind of
input that I just gave you here.
John Dieseth: Because knowing about your own style and knowing how to do all those
things and flex your style, all that doesn’t make a difference unless you
can identify what the customer’s style is and then be able to find
something to do it with and make it fairly simple. Because remember, if
you’re on the phone you’re going to talk to 20 customers a day. For in
the field maybe you’ll talk to five or six. You’re going to be going through
this exercise a lot. You need some few clues that you can put in your
head and you can just listen to that person as the communication starts
and be able to identify their style.
John Dieseth: What’s the customer perception? Customers are typically more
comfortable with someone of their own style. Let me repeat that.
Customers are typically more comfortable with someone of their own
style. Somebody of the opposite style may create the most challenging
perceptions. For example, systematic folks with spirited or considerate
with direct. I have a large training customer the that I work with who
has a customer service task force that they’re having and they were
really struggling with upselling and cross selling and I told you that story
earlier and it’s just the perception of customers that makes a big
difference there.
John Dieseth: Now, remember again the opposite styles as we had in that grid are
going to be the most challenging. How about customer dialogue? Well,
if you’re systematic your customer conversations will contain much
more detail and require time to process after the call. Dialogue will be
very efficient if you’re dealing with those folks at the bottom that are
systematic. How about folks that are direct at the top? Well those
customer conversations will be more to the point and require a firm
bine recommendation. You want to make sure you tell them exactly
what you’re recommending that they buy.
John Dieseth: Salesperson is more likely to get a yes or no here and dialogue is going
to be a little bit short. Do nothing doesn’t tend to be as much of a
problem with direct because they’re going to give you an answer one
way or the other. They’re going to give you a yes or a no. How about
considerate conversations? What are they like? Considerate customer
conversations require more personal relationship building and the
customer may be reluctant to commit on the call. Dialogue will be
genuine though and it will be done talking about that person to person
John Dieseth: Last but not least, our friends that are spirited. Those conversations may
be a more emotional and the salesperson is most likely to get a yes or a
no from these folks too because they’re more animated, they’re more
into it and so they’re going to be more telling you where things are at.
Really you’re considerate and systematic are going to be the ones that
tend to stall out more. You’re direct and spirited are the ones where
you’re more likely to get an answer and you’re dialogue is going to be a
little bit like the way that I just discussed.
John Dieseth: Profiling customers for future reference. Listen on the first conversation,
have visual guidelines that you can use right in front of you and the
what’s my selling style instrument gives you that. You’ve got something
you can even put up in their cubicles and lot of times we’ll just have
them cut that out and then they can paste it right up there so they can
recognize that customer. They pick out their style just like the slides that
I showed you there, whether they’re direct or systematic or considerate
or whatever the case might be, and they cut that out so they’ve got that
right with them.
John Dieseth: I know field salespeople that take that and cut that out and put that in
their binder that they bring in so it keeps reminding them that. I know
telephone salespeople that have it taped up at the bottom of their
computers so they remember it on each call. You can use the instrument
for some visual guidelines. For future reference, if you have a scheduled
conversation with somebody of some other style, then you probably
know that if it’s somebody of the same style it’s going to build energy
and it’s probably going to be a great call.
John Dieseth: It’s probably those ones that you’re just excited every time they come
up in your database. If you have a scheduled conversation with
somebody of the opposite style, maybe it’s going to consume some
energy and adjacent styles would probably be more energy neutral. You
can kind of plan your day and see how are those conversations going to
go. Now, in my customer relationship management system or CRM, I’ll
put a little note in there. They’re D if they’re direct, C if they’re
considerate, SY maybe if they’re systematic and SP for spirited so that I’ll
kind of know when I pick up the phone and call that customer or I go
visit them face to face how those conversations are going to go.
John Dieseth: Now, Robin Dunbar, a famous British researcher, found out that human
beings can have about 150 relationships in their head at one time. That’s
called the Dunbar number in psychology. And so that would be
someone that if you meet them in an airport you can go up and have a
genuine conversation with them or if you spot them at a party that you
attend you’ll walk right over to them and kind of pick up where you left
off. Most organizations know that once you go over about 150 people
you have to have formal communication channels. And so think about
your salespeople. How many people do they deal with?
John Dieseth: Well, probably a lot more than 150 because let’s say they have a
hundred customers. There’s probably 300 different people they need to
build relationships with, maybe three at every customer site. Or if you’re
in retail, how many different people come up to you in a year? And
because of that you can’t possibly remember what everybody’s style
was. And so I really recommend that you put that in your notes.
Structuring our conversation for greater impact. If you’re systematic,
use a lot of facts and figures, bring literature, all those kinds of things
that you can support what you’re asking your customer to buy.
John Dieseth: If you’re direct, be short unequivocal statements, prepare a
recommendation, make sure you ask for the sale. They’re going to
expect that, they’re going to expect to be closed. If your spirited it’s
going to be more emotional arguments. You’re going to use reference
stories. You’re going to be able to relate to them one on one.
Considerate it’s going to be more of a personal narrative. When you
kind of prepare, once you know what somebody’s style is and you
prepare for those subsequent conversations, you can really use your
knowledge of style to be able to say, well, this is how the conversation is
going to go.
John Dieseth: This is what I need to prepare, this is what I need to talk about, and this
is what I can kind of expect how those conversations will go. Remember
we talked about earlier that this is especially important as we started
out almost 55 minutes ago, is when we said at the very beginning when
we’re trying to participate and also when we’re trying to get our
customers through to make that decision. We really want to be able to
structure our conversations so that when we do have that time when
we’re talking to a customer, they go just as well as they possibly could.
What’s the benefits of style training?
John Dieseth: Let’s cut to the chase here. Why should we do this? We’re going to build
better customer relationships, and as I showed you in some of my
examples, you’re going to sell more because you have knowledge of
style. Customers will think your salespeople are more perceptive than
the competition and we probably all got competition. More sales will
close and so your closing percentage is going to go up. Salespeople will
allocate time for each conversation more efficiently. If you’re talking to
somebody that’s spirited you know it’s going to take a little bit more
time than you’re talking to somebody that’s direct.
John Dieseth: If you’re talking to somebody systematic, maybe they’re going to have a
bunch of details that they’re going to read in between the time that you
come there. If you’re talking to somebody that’s considerate, probably
going to want to make sure you spend that time to relationship build.
Salespeople have less stress. They’ll have less stress because every time
they go into a customer conversation they’re going to know what to
expect. If they’re doing cold calling they’re going to know that once they
start that conversation they’re going to be able to determine that
person’s style and they’re going to know how to flex their style so that
that’s a lot better conversation.
John Dieseth: It’s not going to be that abrasive, awkward way that a lot of our
conversations go if we just can’t sync our styles together. I finally
reached the last slide here. How can HRDQ help you? We’ve got a whole
bunch of information on this. What do I do when I facilitate the
workshop? I want to spend just a second and talk to you about that.
Well, what I typically do is we’ll hand it out. We use the paper
assessment because it gives us a little bit of time to relax a little bit but
you can use the online assessment as well. That works out really good.
John Dieseth: And then typically if we’ve got a group that’s just starting out we’ll take
a little bit longer than we do. If a group that’s been in sales more often
maybe we’ll shorten it up a little bit because they’re able to relate to it
quickly and get going with that. But it’s something we work into every
workshop and to be honest with you, I try to do it right after lunch
because right after lunch when people are a little bit tired, maybe they
just had that big lunch and they’d been sitting all morning and going
through an exercise, this has something to just be able to think about
themselves and think about those conversations we have and it’s
incredibly motivating.
John Dieseth: It’s a great thing to do right after lunch, get them into thinking about
themselves. Everybody loves to kind of learn more about themselves
and it’s just a great instrument for you to be able to use with your sales
force and it will help you close more sales. Sarah.
Sarah: Thank you so much John. Great, great information. If you have any
questions for John, go ahead and send those through to us there right
on the control panel. It looks like we’ve got two minutes. I do have one
question here that’s already come in so I am going to ask you that John
and then any others that happen to come in if we’re out of time we will
email answers back to you. Go ahead, don’t hesitate to send those in. A
question we have already here is from Jamie and Jamie asks today
people are using text and email more than conversation and so how
does style help you in that kind of context?
John Dieseth: Well, you can actually pick out a person’s style sometimes with these
kind of textual based conversations. For example, I have customers
that’ll send me one or two word responses. If I send them a half a page
email or something I’ll get a yes at the beginning or a no. I can kind of
tell what kind of style they are. It’s a little bit harder with texts because
that’s very constrained, but you can take a look at kind of the message
and kind of get the feeling for it.
John Dieseth: Probably the most important thing is if you have customers that are
doing a lot of texting and emailing, that just means that that
conversation you have with that customer is going to be even more
critically important and that’s where the knowledge of style really
comes in. If they really like to communicate by text and email, those
may be two or three times a year, maybe four times a year where you
actually have a face to face conversation or have one on the phone.
John Dieseth: Then being able to communicate with them in depth is going to be
critically important to maintain that relationship and that’s where that
knowledge of style is pretty important. Yes, you can figure out a little bit
from those kinds of communications, but perhaps the most important
thing is that means those communication, those times that we talk is
going to be so much more important and it allows you to make sure that
those are as valuable as they can be.
Sarah: Wonderful. Thank you so much John. And for those that are new to
HRDQ, you can check us out. We publish research based experiential
learning products that you can deliver in your organization. Our online
or print self assessments like our what’s my selling style, the foundation
of today’s webinar. We also have out of your seat games. We have
reproducible workshops that you can customize and we also offer
Sarah: If you need help with either delivering a training onsite or virtually if you
would like your trainers to be trained, we provide train the trainer as
well. Check us out, take a look at us for being your soft skills training
resource. John, thank you so much for your great stories and all of your
knowledge today.
John Dieseth: All right, thank you Sarah.
Sarah: And thanks everyone for participating in today’s webinar. Happy



John Dieseth is president and founder of Business Performance Group. This is an elite group of business consultants who assist clients with launching and maintaining a successful sales or training program. John has 20 years of experience in the sales training, learning product development, and coaching field. He consults with client organizations on inside sales, selection and hiring, sales manager, customer service, technical and salesperson training, accidental sales, leadership, coaching, mentoring, and knowledge transfer.

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