How to Sell More Using Behavioral Selling


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Looking to sell more to your prospects?

It is easier when you adapt your communication style to meet their needs. We buy more easily from people like us, who communicate like we do and with whom we have strong rapport.

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  • Where is the research to show that DiSC profile correlates with buying behavior? I haven't seen any. People who are 'high D' are very likely to be skeptics and selling to skeptics is very tough.
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How to Sell More Using Behavioral Selling

  1. 1. Behavioral Communication Skills Presented by: Reg Gupton, MBA Creative Growth Seminars 1919 14th, Suite 805 Boulder, CO 80302
  2. 2. Program Objectives: • Learn about your behavioral style • Recognize your prospect/customer’s behavioral style • Learn to adapt your communication style for greater understanding and sales. “Any salesperson who is not selling behaviorally is, at best, only 25-50% effective.” Judy Suiter
  3. 3. IT’S A NEW WORLD “It’s a whole new world out there, with new playing fields, rules, and players. Your choice is to either learn this game, or continue to be the very best player in a game that is no longer being played.” Larry Wilson
  4. 4. Experience is a hard teacher because she gives the test first and the lesson afterwards.
  5. 5. “He who knows others is learned. He who knows himself is wise.” Laotse - The Character of Tao
  6. 6. • People tend to buy from salespersons with behavioral/communication styles similar to their own • Salespersons tend to sell to people with behavioral/communication styles similar to that of the salespersons • If salespersons adapt their behavioral/communication styles to that of the prospect/customers: sales increase. People buy from people they like
  7. 7. Power Points of Human Behavior A. You cannot motivate another person; you can only create an environment in which people become selfmotivated B. All people are motivated and people do things for their reasons, not yours C. A person’s strengths overextended may become a weakness.
  8. 8. Power Points - continued D. If a person understands him/herself better than you understand yourself, then that person will control the communication or situation E. If a person understands him/herself and understands you better than you understand yourself, they can control you.
  9. 9. William Moulton Marston • Created DISC Model • Harvard Ph.D. in Psychology in 1921 • Wrote book “The Emotions of Normal People” in 1928 • Leader in lie detector development • Created Wonder Woman in the 1940s.
  10. 10. What does DISC measure? • • • • • • Intelligence Personality Values Education & Training Skills & Experience Observable Behavior & emotions No No No No No Yes
  11. 11. DISC is: universal • DISC is a ____________ language It applies everywhere to human behavior neutral • DISC is a ____________ language It not about “good” or “bad” silent • DISC is a ____________ language People do not need to be labeled.
  12. 12. DISC measures these 4 factors • D = Dominance - How we handle problems and challenges • I = Influence - How we handle people and influence others • S = Steadiness - How we handle change and how you pace yourself • C = Compliance - How we handle rules and procedures set by others.
  13. 13. Four P’s of DISC • D = Problems • I = People • S = Pace • C = Procedures
  14. 14. WHAT DISC MEASURES - HIGH AND LOWS D Will more assertively accept problems How a Person Solves Problems Or Accepts Challenges Will accept challenge in conservative manner Avoids conflict I S C Will actively seek out people to interact with or influence Will initially resist change Steady pace Will follow rules set by others How a Person Influences People Or Interacts with Others How a Person Sets the Pace Or Reacts to Change How a Person Responds to Rules Procedures or Constraints Will use more skeptical logical approach to influence Will actively seek change fast pace Will actively attempt to set their own rules
  15. 15. Samurai Lesson “If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained, you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.” Sun Tsu
  16. 16. A Total Person Analysis is required to understand human behavior BEHAVIOR SKILLS HOW EDUCATION VALUES INTELLIGENCE & TRAINING & EXPERIENCE WHY WHAT C-5-3
  17. 17. Graph I - MOST D I S 20 16 15 17 10 14 13 12 11 10 8 9 8 7 6 5 9 7 6 5 4 4 3 2 1 0 2 1 0 C 19 12 11 10 D 15 9 8 7 9 8 7 6 S C 0 0 1 0 1 1 1 2 2 2 2 3 3 3 3 4 4 5 5 6 6 6 5 4 4 5 6 3 7 8 3 2 I 0 5 4 3 Graph II - LEAST 2 1 1 0 0 Energy Line 9 10 11 12 13 14 15 16 21 4 5 6 7 8 9 10 11 19 7 7 8 8 9 9 10 10 11 11 12 13 19 12 13 16
  18. 18. High DISC VS. Low DISC ! The higher the score on any factor, D, I, S, C, the more frequent and intense that behavior will be. C-7-1
  19. 19. FOUR BEHAVIORAL TENDENCIES Dominance Influencing Steadiness Compliance High “D” (Dominance) Psychological Need: •To direct/dominate others Tendencies Predominant Strengths: •High ego strength and taskoriented Goal Directed To: •Personal challenges Avoidance Goal: •Being taken advantage of When Overextended: •Impatience
  20. 20. FOUR BEHAVIORAL TENDENCIES Dominance Influencing Steadiness Compliance High “I” (Influencing) Tendencies Psychological Need: •To interact with others Predominant Strengths: •Optimistic and people-oriented relaters Goal Directed To: •Social recognition and need to be loved Avoidance Goal: •Social rejection When Overextended : •Disorganization
  21. 21. FOUR BEHAVIORAL TENDENCIES Dominance Influencing Steadiness Compliance High “S” (Steadiness) Tendencies Psychological Need: •To serve others Predominant Strengths: •Team player, loyal, and concrete, results-oriented Goal Directed To: •Traditional practices and harmony Avoidance Goal: •Loss of stability When Overextended : •Possessiveness
  22. 22. FOUR BEHAVIORAL TENDENCIES Dominance Influencing Steadiness Compliance High “C” (Compliance) Tendencies Psychological Need: •To comply with their own high standards Predominant Strengths: •Accuracy and intuitiveness Goal Directed To: •Correct or proper way Avoidance Goal: •Criticism of their work When Overextended : •Overly critical of themselves and others
  23. 23. In every “live or die, fight or flight” situation, one instinctive or CORE trait/tendency will control the actions of the individual because that need is essential for that person’s long-term survival.
  24. 24. D - Dominance - Driver • Descriptors • Direct • Bold • Daring • Adventuresome • Results oriented • Competitive Famous Examples •Michael Jordan •Rambo •Barbara Walters •Sam Donaldson
  25. 25. Energizers for the “D” • Directing others • Challenges • Prestige/Power Benefits to the Team Results-oriented Difficult assignments Winning
  26. 26. More for the “D” • Stress reliever • Emotion • Population breakdown Physical activity Anger 18% of population
  27. 27. I - Influencing Expressive - Sanguine • Descriptors • • • • • • Persuasive Trusting Charming Sociable Optimistic Enthusiastic Famous Examples –Bill Clinton –Robin Williams –Bill Cosby –Carol Burnett
  28. 28. Energizers for the “I” • Interacting with people • Social recognition • Verbalizing Benefits to the Team Working with/helping others Motivating/Persuading Opportunities for creativity
  29. 29. More for the “I” • Stress reliever Interaction with people Optimism • Emotion 28% of population • Population breakdown
  30. 30. S - Steadiness - Amiable • Descriptors • • • • • • Patient Sincere Relaxed Logical Steady Good Listener Famous Examples •Kevin Costner •Hugh Downs •Barbara Bush •Counselor Troi
  31. 31. Energizers for the “S” • • • • • Harmony Closure Security Structure Loyalty Benefits to the Team Environment Specialization Logical Approach Teamwork
  32. 32. More for the “S” • Stress reliever Rest/Relaxation/sleep Non-emotional/Stoic • Emotion 40% of population • Population breakdown
  33. 33. C - Compliance Analytical • Descriptors • Accurate • Diplomatic • • • • Precise High Standards Courteous Analytical Famous Examples •Al Gore •Arnold Schwarzenegger •Ted Koppel •Jean Luc Picard
  34. 34. Energizers for the “C” • Data/Facts • Self-competition • Exact expectations • Critical discussions • Complex problems Benefits to the Team Privacy Organizing Perfecting Individual assignments
  35. 35. More for the “C” • Stress reliever Time alone • Emotion Fear • Population 14% of population breakdown
  36. 36. THE EMOTIONS OF DISC Quick to Anger (Short Fuse) D Slow to Anger (Long Fuse) High Trust of Others (Optimistic) Non-emotional (Doesn’t Show Emotions) High Fear (Get Permission) I S C Low Trust of Others (Pessimistic) Emotional (Shows Emotions) Low Fear (Expect Forgiveness) C-16-2
  37. 37. How to easily sell more The following is an explanation of how to recognize your prospect’s style And how to adapt for increased sales and profit.
  38. 38. Buying Habits of High ”D” • Type of Products: • Looking for: • Decisions: • Color: New and unique Results Quick Green
  39. 39. How to recognize and adapt for the High D When selling to a person who is ambitious, forceful, decisive, strong-willed, independent and goal-oriented: • • • • Be clear, specific, brief and to the point. Stick to business. Give an effective presentation. Come prepared with support material in a well-organized "package." • • • • Talking about things that are not relevant to the issue. Leaving loopholes or cloudy issues. Appearing disorganized. Factors that will create tension:
  40. 40. Buying Habits High ”I” • Type of Products: Showy and flashy • Looking for: The “experience” (fun) • Decisions: Quick • Color: Red
  41. 41. How to recognize and adapt for the High I When selling to a person who is magnetic, enthusiastic, friendly, demonstrative and political: • • • • Provide a warm and friendly environment. Don't deal with a lot of details, unless they want them. Provide testimonials from people they see as important. • • • • Being curt, cold or tight-lipped. Controlling the conversation. Driving on facts and figures, alternatives, abstractions. Factors that will create tension:
  42. 42. Buying Habits High ”S” • Type of Products: • Looking for: • Decisions: • Color: Traditional Trust Slow Blue
  43. 43. How to recognize and adapt for the High S When selling to a person who is patient, predictable, reliable, steady, relaxed modest: • • • • Begin with a personal comment--break the ice. Present yourself softly, non-threateningly and logically. Earn their trust--provide proven products. Factors that will create tension: • Rushing headlong into the interview. • Being domineering or demanding. • Forcing them to respond quickly to your questions.
  44. 44. Buying Habits High ”C” • Type of Products: • Looking for: • Decisions: • Color: Proven, time-tested Information Very slowly Yellow
  45. 45. How to recognize and adapt for the High C When selling to a person who is dependent, neat, conservative, perfectionist, careful and compliant: • • • • Prepare your "presentation" in advance. Stick to business--provide fact to support your presentation. Be accurate and realistic--don't exaggerate. Factors that will create tension: • Being giddy, casual, informal, loud. • Wasting time with small talk. • Being disorganized or messy.
  46. 46. It is your choice “It’s not what style you are, it’s what you do with who you are.” Bill Bonnstetter
  47. 47. Effectiveness is a matter of choice; not a matter of chance.
  48. 48. History is full of giants who couldn’t adapt. Who are you going to be? Adapt or Die
  49. 49. Help is available I help forward thinking organizations make better decisions that increase profit and productivity and reduce turnover, using a set of diagnostic and assessment tools. For a pair of free assessments, (a $300 value), point your browser to When asked for a response link enter: 29018BXH. (CAPS matter here). When you complete the first assessment, go back to and enter 25293AJE. (CAPS here, too) For more information call 1.800.418.0401 or e mail at