Personalities in Sales 2010

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Personalities in Sales

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  • Personalities in Sales 2010

    1. 1. Herrmann Brain Dominance Instrument<br />HBDI<br />
    2. 2. So what’s in it for me?<br />Depending on the goals you set, you can expect to see dramatic results in a number of areas:<br /><ul><li> Interpersonal communication at work and at home
    3. 3. Better appreciation of diverse thinking styles
    4. 4. Discovering your strengths and how to maximize them
    5. 5. Enhanced effectiveness as a teacher or presenter
    6. 6. Making better career decisions
    7. 7. Facilitated learning of new material
    8. 8. Solving problems more efficiently
    9. 9. Engaging your creativity for productive innovation
    10. 10. Embarking on a new career or project </li></ul>AND MOST OF ALL, FIGURING OUT YOUR STYLE AND YOUR PHYSICIAN’S<br />STYLES TO ADAPT APPROACH AND SUCCEED IN SELLING MORE <br />
    11. 11. So who is this Homer, I mean, Herrmann guy anyway?<br />Ned Herrmann was a physicist by profession; as well as an accomplished musician, sculptor and artist.<br />In the 1970s, his work as Corporate Manager of Management Education at General Electric offered an opportunity for intensive study of individual and group preferences for certain styles of thinking.<br />A desire to improve the effectiveness of management training led to his creation of a powerful thinking style assessment tool--the Herrmann Brain Dominance Instrument (HBDI).<br />Starting his research with large groups within GE, he expanded it over 20 years through tens of thousands of surveys.<br />
    12. 12. The HBDI is based on an understanding of the four-quadrant nature of the human brain. The brain is comprised of left and right hemispheres, but there are also two parts of our thinking brain: the limbic and the cerebral. <br />Each quadrant of the brain is responsible for highly specialized functions and thought processes.<br />Ned Herrmann's Whole Brain model is a metaphor that demonstrated the preferred modes of each quadrant. <br /> The HBDI thinking styles assessment is a 120-question survey that provides a visual picture of an individual, team or group's mental preferences.<br />It illustrates the "lens" through which we view life and helps provide a better understanding of how we process information, work, learn and relate to other people in our daily lives.<br />
    13. 13. Don’t think with half a brain!<br />Be “whole brained”: incorporate both the analytical/sequential thinking of the left brain and the kinesthetic/holistic thinking of the right brain.

Whole brain activities are both intellectual and emotional, cognitive as well as experiential.<br />Things we do well are often naturally whole-brained.

The purpose of whole brain training is to increase the number of things we do well by consciously applying techniques that support the whole brain approach to work and life.<br />
    14. 14. WHAT? – Rational Self<br />Analizes<br />Qualifies<br />Is logical<br />Is critical<br />Is realistic<br />Like numbers<br />Know about $$$<br />Knows how things work<br />WHY? – Experimental Self<br />Infers<br />Imagines<br />Speculates<br />Takes risks<br />Is impetuous<br />Brakes rules<br />Likes surprises<br />Is curious / Plays<br />WHO? – Feeling Self<br />Is sensitive to others<br />Likes to teach<br />Touches a lot<br />Is supportive<br />Is expressive<br />Is emotional<br />Talks a lot<br />Feels<br />HOW? – Selfkeeping Self<br />Takes preventive action<br />Establishes procedures<br />Gets things done<br />Is reliable<br />Organizes<br />Is neat<br />Timely<br />Plans<br />
    15. 15. WHAT? – Rational Self<br />Gathering Facts<br />Analyzing issues<br />Measuring precisely<br />Logical problem solving<br />Understanding technical<br /> elements<br />Critical analysis<br />Working with #’s, data<br />WHY? – Experimental Self<br />Tolerating ambiguity<br />Seeing the big picture<br />Intuitive problem solving<br />Recognizing new possiblities<br />Integrating ideas / concepts<br />Challenging established policies<br />Inventing innovative<br />solutions to problems<br />STRENGTHS OF EACH<br />WHO? – Feeling Self<br />Recognizing interpersonal<br />difficulties<br />Understanding how others feel / emotion<br />Picking up the non-verbal cues<br />Engendering enthusiasm<br />Persuading and conciliating<br />Teaching and sharing<br />HOW? – Selfkeeping Self<br />Approaches problems <br /> practically<br />Organizing and keeping track<br />Articulating plans in an orderly way<br />Maintain a standard of consistency<br />Developing detailed plans/ policies<br />
    16. 16. WHAT? – Rational Self<br />Excessive “chatter” <br />Appearing illogical content<br />Lack of proof<br />Loack of facts or data to substantiate<br />Overt sharing of personal feelings<br />Not knowing the answer<br />Lack of opport. to challenge<br />Touchy feely approaches<br />WHY? – Experimental Self<br />Repetition<br />Overly structured, predictable events<br />Playing it by the book<br />Narrow focus<br />Lack of lexibility/ Rigid<br />Lack of conceptual framework<br />Too much detail<br />No connect. to other approaches<br />FRUSTRATIONS OF EACH<br />WHO? – Feeling Self<br />Lack of participaton / sharing<br />No eye contact<br />Impersonal approach or examples<br />Dry, unenthusiastic interaction<br />No team or paired exercises<br />Lack of hands-on learning<br />Few opp. for social interaction<br />Low recognition of praise<br />HOW? – Selfkeeping Self<br />Absence of a clear agenda<br />Disorganized<br />Poor sequencing, hopping around<br />Ending late<br />Changing the agenda mid-route<br />Not practical, unpredictable<br />Unclear instructions / Lack of closure<br />Too many ideas at once<br />
    17. 17. WHAT? – Rational Self<br />Rational<br />Factual<br />Analytical<br />Convince<br />Keep their eye on the bottom line<br />WHY? – Experimental Self<br />Experimental<br />Visual<br />Unique<br />Conceptualize<br />Keep their eye on the long term<br />BUYING & SELLING STYLES<br />WHO? – Feeling Self<br />Emotional<br />Thoughtful<br />Interpersonal<br />Connect<br />Keep their eye on satisfaction<br />HOW? – Selfkeeping Self<br />Practical<br />Planful<br />Proven<br />Close on the next steps<br />Keep their eye on the details<br />
    18. 18. WHAT? – Rational Self<br />Be brief, clear, concise<br />Use direct language; to the point<br />Ariculate in a logical format<br />Use data and fact based charts<br />Be accurate and specific<br />Substantiate / prove position<br />Know your #’s well<br />Plan for challenge or debate<br />WHY? – Experimental Self<br />Think big picture<br />Cluster thinking into chunks<br />Allow for ambiguity<br />Use your imagination<br />Think about future implications<br />Use metaphors and pictures<br />Allow for other perspectives<br />Let people know where headed<br />MOVING TO A LESSER PREFERENCE<br />WHO? – Feeling Self<br />Bo not be direct<br />Establish rapport<br />Apply the personal touch<br />Consider other people<br />Share/ Respect feelings<br />Pay attention to non verbals<br />Socialize before business<br />Be people focused<br />HOW? – Selfkeeping Self<br />Map ideas step by step<br />Be consistent<br />Stay on track<br />Explain in detail<br />Be practical<br />Answer “how”<br />Plan the process<br />Show reduced risk<br />
    19. 19. WHAT? – Rational Self<br />Loves to test you<br />Prefers clinicals/ data/ evidence<br />Does not share personal information<br />Does not care what other docs use<br />Direct speaking style/ less inflection<br />Less gestures<br />WHY? – Experimental Self<br />New techn/future goals<br />Early adopter / first on block<br />Where else can I use it?<br />Modern waiting room<br />Minimal details / digresses<br />Flexible time perspective<br />PHYSICIAN STYLES<br />CLUES<br />WHO? – Feeling Self<br />Animated/ contact-oriented<br />Asks who is using it<br />Askes from a pt perspective<br />Shares feelings/ Tells stories<br />Respects your opinions<br />Friendly office environment<br />HOW? – Selfkeeping Self<br />Prefers appts, punctual<br />Asks safety questions<br />Likes algorithms<br />Late adopter / first do no harm<br />Follows routines<br />Predictable<br />
    20. 20. WHAT? – Rational Self<br />EXPECTS:<br />Purpose, logic; brief, clear, precise <br />Data, charts, PI / tech. accurate data<br />Sticking to the business<br />APPRECIATES:<br />Critical analysis of clinicals<br />Good debate, facts no fluff<br />Well designed study<br />WHY? – Experimental Self<br />EXPECTS:<br />Overview & “big picture”, ex./visuals<br />Conceptual framework, freedom to rx<br />Connection to office strategy<br />APPRECIATES:<br />Rep going out of way; style<br />Connectn to other approaches<br />Minimal details<br />PHYSICIAN STYLES<br />EXPECTATIONS<br />WHO? – Feeling Self<br />EXPECTS:<br />Personal intros, conversations<br />Engaging, passionate detail, trust<br />Knowing how people feel<br />APPRECIATES:<br />Expressive body language & voice<br />Respect opinions; no hidden agendas<br />Hearing & understanding everyone<br />HOW? – Selfkeeping Self<br />EXPECTS:<br />Week by week drug expect.<br />Track record of safety, ref. & details<br />Alignment with algorithms<br />APPRECIATES:<br />Well prepared rep; organized detail<br />Proof of thoroughness<br />No digressing<br />
    21. 21. WHAT? – Rational Self<br />Bottom line/ cut to the chase<br />Will be brief, clear & precise<br />The following data state<br />The validity of the study shows<br />The pros & the cons are<br />This is the logical choice b/c<br />Exact cost is/ cost benefit is<br />The outcomes / results are<br />WHY? – Experimental Self<br />Here is an overview / big picture<br />Visually, let me show you<br />In terms ofyour long term mgmnt<br />Connections to other approaches<br />New way of looking at this<br />Won’t bog you down<br /> with the details<br />Easily understandable<br />SELLING PHRASES<br />WHO? – Feeling Self<br />Great to see you<br />The effect on your pt is<br />First, let me cover some business<br />Other doctors have stated<br />Patients will feel<br />Patients will be saying<br />I have informed your staff<br />HOW? – Selfkeeping Self<br />S/E to expect during week 1<br />The reference is<br />Here is how to avoid any surprises<br />How to titrate is<br />Further info is available<br />I have 3 main points to discuss<br />A reliable, steady, predictable<br />
    22. 22. Using HBDI in 4S-ing<br />
    23. 23. GOOD LUCK & GOOD SELLING!<br />

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