STRATEGIES FOR SELLING WITH TRIBAL TYPES

Knowing Tribal Types has accounted for more closed sales and stronger relationships than I can possibly mention here. My participants regularly report successes they attribute to their identification of and adjustments for Tribal Types.

A seller from the medical device industry sent me this note:

“By identifying [that the prospect] was a Reflector, I gave more time to the investigation and asked her something I never normally ask to explore the risks of not doing something, ‘What would happen if . . . ?’ She took a few moments and responded, and then opened up about some of her concerns with what was currently going on in her facility. This openness and additional information allowed me to talk with her about how our product would help—and set the stage to advance the sale.”

He then shared that she had scheduled a meeting with the entire Board of Directors the following week.

From the experiences of my workshop participants, as well as my own, the following selling strategies will help you increase your sales opportunities with each of the Tribal Types.

Achievers

Achievers appreciate a seller who helps them get things done in an uncomplicated and efficient way. Strategies for selling and working with Achievers include:

• Use bullet points in writing and be clear—and succinct—in your speech. Achievers don’t want to be bogged down with a ton of information or extra words. They value you “netnetting” ideas, suggestions, and questions.

• Be prepared to move to the next step quickly. Have necessary papers and next-step information with you or available, but don’t bring it out or complicate the conversation unless the information is needed for a specific reference. Achievers don’t want extra stuff or information. Be ready to provide it when they ask or need it.

• Ask about time. Find out how much of it they have allotted for your conversation. Even if you have scheduled thirty or sixty minutes, you may find them hoping it will only take half that amount of time. While some say it’s dangerous to give Achievers an option on time, if you don’t that doesn’t mean their concern goes away; they may be more distracted not knowing how long they will be with you.

• Adjust to their pace. This does not mean you have to rush. It means you have to identify what is necessary and what is not. Often you will need to help Achievers slow down a bit to cover what is needed. They may find this frustrating. Your ability to explain why they need to slow down or back up or explain What’s in it for Them is critical to getting their time and attention.

• Explain your intent or why specific details will be important to them. It may seem logical to skip details with Achievers and while it is important to reduce and take care of details for them, such as completing paperwork or reducing the number of options they should consider, don’t skip what you know is necessary information. Use results and outcomes when describing benefits. Words like “efficiency,” “results,” and “effectiveness” are powerful Achiever words.

• Compliment Achievers for their accomplishments. Acknowledging a success of theirs or asking about one often gets them talking as much as Expressers.

• Meet all deadlines. The old “underpromise and overdeliver” mantra is helpful. However, note that if you accomplish something in a shorter period of time than you committed to, that shorter time frame will be their new expectation of you going forward.

• Don’t waste Achievers’ time. Be brief, get to the point quickly, and be decisive. Stay on topic and don’t be insulted if Achievers abruptly cut you off to move things along.

• Provide only the most viable choices for Achievers to select from. This allows them to “net” out their options quickly. They don’t want a long document or list of all the options; they value that you limit the options to their best choices.

A long-term client of mine, Farrell Riley-Sileno, is an Achiever. She prefers to give me direction, is always short on time, wants her information as succinct as possible, and is not often looking for small talk or a personal connection. She values my assistance in accomplishing her objectives and goals. A recent conversation with her reminded me of all of these traits when after thirteen minutes of reviewing her strategy, she asked me to send her information in a specific format and then said, “Okay, you know me, no time to chitchat, send me that information, buh-bye.” Had this been someone I did not know well, I might have been insulted, but knowing her as I do, I wasn’t the slightest bit offended.

Commanders

Commanders find value with a seller who helps them in a logical and organized way. Strategies for selling and working with Commanders include:

• Prepare a coherent and concise conversation with supporting information and agenda. Ask for a Commander’s input on the agenda either before the conversation or at the very beginning of the conversation.

• Stick to the agenda unless you ask for permission to deter from it. Commanders may want to put your new idea or information on hold until they get through what they want to discuss.

• Have more information and details in writing as backup; supporting data is always good! Commanders will analyze all information so be prepared to show them the proof behind the data if you are questioned. They value primary source documentation.

• Don’t be overly friendly at first. Commanders are not people to hug or double handshake. A firm and formal approach works best.

• Keep your conversations work- or agenda-focused at the start and follow their lead in the level of personal talk. I have found that with Commanders, you know you have made a good connection when they initiate small talk or personal conversation at the end of the meeting.

• Set realistic deadlines. Ask Commanders for the realistic time frame and confirm deadlines before ending your conversation.

• Don’t work from your opinion or gut instinct. Make sure your actions and decisions are based on facts, not theory or speculation.

• If there is a problem or objection, ask for Commanders’ help. They can assist you in identifying how to work through it.

• Follow up your conversations with a short written summary and confirmation of next steps. Include time frames.

Early into my corporate sales career, I ran into a challenge with a Commander. When I first met him, after two easy and fantastic conversations with an Expresser manager on his team, he directed me to my seat in the conference room—directly across the table from him.

He told me what the agenda was and in what order he wanted information from me. He shared specific details on his needs and what he thought he needed in a sales training solution. At one point he even reached across the table and took my note pad to review the notes I had been writing. Thankfully, he concluded I had taken accurate notes.

The next step was a presentation to his management team. It went so well, he suspected that I was manipulating them in some way. The other managers remained positive though, and he kept moving forward in the buying process.

Further in the sales process, I was not reading his signals that it was time to ask him for a decision, and he finally said, “Nancy, I’m going to do your job for you; we are ready to implement this training.”

Fortunately, despite the rough start, I delivered what was promised, kept this individual’s needs in mind as we worked with his team and provided factual updates each week, and even learned more about him as a person. I must have done something right, because when he moved to a new company, he sought ways to use my services there as well.

Reflectors

Reflectors appreciate a seller who guides and supports their efforts without overt pressure. Strategies for selling and working with Reflectors include:

• Talk at a normal pace. Don’t talk down to Reflectors or so slowly that they feel you think they are mentally slow.

• When asking questions, share your intent and context before the question. Then pause for up to twenty seconds while they first mentally process their response—and listen. Don’t rush their answers. It will be worth the wait! As they respond, don’t interrupt; let them complete their sentences and thoughts. Never try to finish a thought for a Reflector.

• Ask questions and share opinions without being too aggressive. Though Reflectors need assistance and some assertiveness, do not be too pushy or demanding on time and final decisions. Plan enough time in your conversations to review details, answer detailed questions, and allow Reflectors to explore options.

• Assist Reflectors in making a decision by asking for deadlines that are reasonable. Ask how much time they need to examine the information, and offer your assistance in reviewing options and details. If they ask for more time than you feel is needed, ask if there is any way it could be done to fit a shorter timeline.

• Provide an agenda and questions to review in advance of your conversation. Reflectors will take the time to review and prepare their responses. This will save time during your conversation and provide more thorough information.

• Give attention to Reflectors for who they are and the value they provide. Make an effort at the beginning of your conversation to connect with them personally before jumping into your agenda. Once they know about you and that they can trust you, it will alleviate any fears or concerns they have. It also answers any questions they may have about you before you get started and will help them be more open during your conversation.

• Share specifics and details about how your solution works and the process you will work through with them. Let Reflectors know exactly what happens after they make a decision.

• Give Reflectors opportunities to meet others on your team when possible. This provides a sense of security and knowledge of a backup if you aren’t available.

• Encourage Reflectors to make suggestions and share their opinions, not just facts. They are generally observant and may have an idea no else would have thought of. Often this information will not be volunteered unless it is asked for.

I have had the privilege of working with Laura Erickson for over a year. Laura is a Reflector. Laura appreciates that I give her information in advance of our planning calls. She is always prepared and likes to collaborate and talk through ideas before we commit to them.

Laura’s follow-up information is also precise and well thought out. As a manager, she is very good with tracking details and setting specific expectations. She appreciates the additional conversations we have that relate to her in more than just her sales role.

I have found that when I wait and let Laura process her ideas or responses without interrupting, the information is always very valuable.

Expressers

Expressers appreciate a seller who treats them well, provides personal attention, and helps them stay on track. Strategies for selling and working with Expressers include:

• Plan to spend more time in a conversation with an Expresser. This will allow for personal connections, stories, and tangents.

• Be more direct than with other types to keep the conversation focused. By sharing intent and context with Expressers before the question you aid them in focusing their response to relevant information.

• If an Expresser’s response is getting too long, it is okay to interrupt and redirect them. Apologize for cutting them off and then ask a new question or redirect as necessary.

• Pay attention to Expressers and offer genuine compliments, credit, and recognition. Don’t dominate the conversation.

• Ask Expressers for their ideas, opinions, or suggestions. Then prepare to listen as they will have a lot of them. Listen closely, as there are often good nuggets to be mined from the information.

• Remember special dates and events such as birthdays, work anniversaries, where they were on vacation, etc. This personal touch is especially important to Expressers.

• Take careful notes to document information and action items. Take care of as many details as possible since Expressers will not naturally keep track of details and you don’t want the details missed. Send a short, written follow-up with a summary of the details, commitments, and actions. Include a note on how happy you were to spend time with them and what you specifically appreciate about your conversation or them. Be prepared to follow up with them more than once.

• Invite others to the conversation if final decisions need to be made to allow Expressers to get the consensus they prefer. Ask permission from the Expresser first though so he or she doesn’t feel you are going over their head or lessening their importance.

• When explaining your solution, use stories and anecdotes that are people-focused.

I have had the privilege of working with many high-energy Expressers in my business. Kristine Amara and I connected on the very first phone call—a referral. By the second phone call, she was already my internal influencer to navigate the complex strategic decision process in a large company.

Because of Kristine’s ability to understand the people in each role, we were able to position the sales training for each decision maker’s needs. She had balanced her Expresser customs and was able to take care of the details and to deliver on what was promised.

My association with Kristine was important and we enjoyed a fantastic five-year working relationship providing great value to those on her team. Keeping her in mind, as a person, was just as important to my success as was the “real work” done. She was an advocate of me and my solution over and over again.

Did you recognize yourself and others you work with as you read through the discussion of Tribal Types? When we pay attention there are clues we will find. There are many ways to collect information about a person’s customs, traits, and habits if you observe the signs and clues they provide about what is important to them, how they want to work, and their preferences for communication. The value of the Tribal Types tool becomes evident when you use the information to communicate more effectively “in the moment.”

One very final comment about Tribal Types: People are, as I said at the beginning of the chapter, much more complex than can be described in these four Types. You will find that some people are a delightful—or not so delightful—combination of several Types. The more you pay attention to the customs, the more you will notice unique combinations and the easier it will be to make the adjustments that matter for that person.