CASE STUDY 1: Client Sales Visit

Seema, a communications consultant for one of the top telecommunications companies, had an appointment with the president of a mid-size company that sold industrial coolants and lubricants. She had planned to do a presentation on her company's strengths and then ask enough operational questions to begin her data-gathering phase of a “planned sales process”.

Because of her behavioral style selling approach, she was able to identify the client's style very quickly. The company president was a Harvard graduate who had recently taken over the reigns of the company from his father, the founder of the company. The president was very results-oriented, talked fast, was a risk taker, direct and forceful, was very goal-oriented, and seemed to make decisions quickly.

After a few moments, Seema realized that her planned sales approach was not going to be effective with her prospect. She scrapped her presentation, and instead asked some very pointed questions about the average sales person's day. She and the president reviewed the daily sales report from a randomly selected sales person, and immediately saw discrepancies between what was being “measured” and the sales objectives/direction that the president had set. Because she was able to recognize the behavioral style of the president, once she had uncovered enough high-level information, Seema went right for the close of a trial sale. She was successful, thanks to her “reading” of her client's preferred communications style.

CASE STUDY 2: Team Performance

Ed worked with a publishing company that had asked for assistance in understanding their group members' behavioral styles. The team wanted to better understand their own individual styles, and learn how to recognize and adapt to each other (in order to better facilitate communications during group meetings.) They also felt that improved team communication would lead to improved productivity.

What they did not expect, as a result of their behavioral assessment debriefings, were adapted communication styles and improved performance, when interfacing with other departments. This group frequently made presentations to key individuals who would fund their research through to completion, kill the research project, or opt for a no-decision at this time. The group's presenter was usually the individual who had performed the research.

Once the group understood their behavioral style strengths, they quickly realized that one of their group was a great presenter who set the stage and established a strong working relationship with the other group. Another of their team had a behavioral style that made him believable, as an expert, to present the details and validity of the research. A third member of their group was behaviorally, the “sale closer”, one who could best ask for the commitment. Once the group recognized the strengths of each of their styles, their presentations were orchestrated to accomplish their objectives in less time, using the right style at the right time.

CASE STUDY 3: Group Presentation

While at AT&T, Ed had arranged for a formal presentation to a major Chicago-are manufacturing. He had been working with the client's Executive Vice President and her staff. Since this was a formal presentation to the client's executive committee at AT&T's corporate presentation center, Ed was encouraged to put together a formal, detailed presentation, using full audio visual support (and a scripted presentation.)

Ed had just met the client's President during the welcome and refreshments. The President and his Vice President of Marketing were both enthusiastic, personable, open-minded, and persuasive. The Executive Vice President, on the other hand, was precise, analytical, systematic, and a fact-finder.

The formal presentation had been prepared based on the Executive Vice President's behavioral style. But, early in the presentation Ed recognized that the President and Vice President of Marketing were noticeably losing interest and shifting in their seats. Ed knew that if he continued on with the in-depth details that the presentation called for, he would lose the final decision-maker's commitment.

Ed walked out from behind the lectern, had the prepared script in his hand, and dropped the script onto a nearby table. He then walked to center stage, and in his most charming, confident, and optimistic tone told the president that the message that he had prepared was excellent. That his recommendation would accomplish exactly what the executive committee was looking for. And, he admitted that the delivery mechanism was not adapted to his (the President's) needs. After gaining a quick smile of approval, Ed delivered a spontaneous presentation at the 50,000-foot level.

Just what was needed. The sale was made with the understanding that the details (the rest of the presentation) would be handled at a subsequent planning meeting. But, the sale was executed that day. Had the presentation dragged on, the sale would have required several follow up, negotiate-the-minor-details meetings. Adapt your presentation or communication to the style of the “client”, and your success ratio goes way up!