The Bridge Personality: the book for sales

The Bridge Personality The Book for Sales ENGLISH EDITION TESTGROUP personality The Bridge Personality is the modern personality questionnaire that reports Big Five personality facets and Jung Types. The Bridge Personality is one of the most widely used tools for selection and development. The Bridge Personality has been independently rated as one of the best questionnaires to measure Jung Types You can now extend your knowledge of The Bridge Personality with the Bridge Personality Sales Report and ‘The Bridge Personality: the book for sales’. This book will help you understand the Sales Report. This book describes the six steps of sales, the four sales types and the 16 potential Jung Types of clients. With this book you can optimize your sales skills. Want to know more? Try: The Bridge Personality: the book for candidates The Bridge 360: the book for candidates 978 94 90571 01 6 Productcode: BPTC012 UK Version This product is sold in packs of 10 personality The Bridge Personality is the modern personality questionnaire that reports Big Five personality facets and Jung Types. The Bridge Personality is one of the most widely used tools for selection and development. The Bridge Personality has been independently rated as one of the best questionnaires to measure Jung Types You can now extend your knowledge of The Bridge Personality with the Bridge Personality Sales Report and ‘The Bridge Personality: the book for sales’. This book will help you understand the Sales Report. This book describes the six steps of sales, the four sales types and the 16 potential Jung Types of clients. With this book you can optimize your sales skills. Want to know more? Try: The Bridge Personality: the book for candidates The Bridge 360: the book for candidates 978 94 90571 01 6 Productcode: BPTC012 UK Version This product is sold in packs of 10 Copyright © 2008, 2007, 2026 Testgroup BV. All rights reserved. Published and distributed with the permission of the publisher Testgroep BV, Herengracht 282, 1016BX, Amsterdam. Second edition published in English in The Netherlands. Nothing from this edition may be multiplied, saved in an automatic database or made public in any form of media or in any way, electronic, mechanical, by photocopies, tapes or any other way, without preliminary written permission from the publisher. The Bridge personality is a registered trademark of Testgroep BV The Bridge is a registered trademark of Testgroep BV TestGroup Consulting is a registered trademark of Testgroep BV TestGroup Herengracht 282 1016BX Amsterdam The Netherlands info@testgroup.com Tel: +31202621630 www.testgroup.com ISBN: 978 94 90571 01 6 The Bridge Personality The Book for Sales A guide for the interpretation of the results of your Bridge Personality Sales Report® Second edition English version TestGroup The Six Steps of Sales Introduction: Six Steps of Sales 6 Step 1: Planning & Preparation 7 Exercise: Planning & Preparation 8 Step 2: Making Contact 9 Exercise: Making Contact 10 Step 3: Building Desire 11 Exercise: Building Desire 12 Step 4: Presenting The Options 13 Exercise: Presenting The Options 14 Step 5: Closing The Deal 15 Exercise: Closing The Deal 16 Step 6: CRM 17 Exercise: CRM 18 The Four Sales Types Introduction to The Sales Types 19 Hunter 20 Consultant 21 Farmer 22 Negotiator 23 The 16 Jung Types Using Jung Types in Sales 24 The Jung Typetable 25 ISTJ Realist 26 ISFJ Carer 27 INFJ Advisor 28 INTJ Scholar 29 ISTP Solver 30 ISFP Peace maker 31 INFP Idealist 32 INTP Strategist 33 ESTP Doer 34 ESFP Performer 35 ENFP Inspirer 36 ENTP Innovator 37 ESTJ Decision-Maker 38 ESFJ Service Provider 39 ENFJ Coach 40 ENTJ Leader 41 Using the 4-Colour Model in Sales Using the 4-Colour Model in Sales 44 Selling to Blue Customers 48 Selling to Red Customers 49 Selling to Yellow Customers 50 Selling to Green Customers 51 Content Introduction: Six Steps of Sales any organisations use The Bridge Personal- ity and the Bridge Personality Sales Report for the selection and development of sales em- ployees. With the Sales Report you can determine the sales type of a sales employee and you can see in which of the 6 steps of sales an employee may perform optimally. The Bridge Personality Sales Report separates the total sales process in 6 steps of sales: Planning & Preparation, Making contact, Building desire, Presenting the options, Closing the deal and Managing client relationships. The success that a sales employee may have in a certain Step of Sales, is dependent on the person- ality of the sales employee. For each step of the sales process, different personality dimensions are of importance. To select and develop sales em- ployees, organizations may want to focus on these dimensions. By using The Bridge Personality and The Bridge Personality Sales Report it is possible to assess these personality dimensions in a scien- tific way. On the next pages the six steps of sales are ex- plained further. The descriptions of each sales phase will clearly explain sales tasks that are important and which of the 34 Bridge dimensions (from The Bridge Personality extended report) are relevant. Per sales phase an overview is given regarding the personality traits and the skills that are needed. Please note that each sales phase is accompanied by a practical training exercise. The exercises will help sales employees to develop their skills on each of the six steps of sales. l P resenting the options B ild in ir e C M Planning & Preparatio Step 1: Planning & Preparation alented sales employees make sure that they plan their sales tasks well ahead and they make sure that they start the sales process well prepared. During this preparation it is essential to have a good overview of the market. To get this overview, the sales employee asks questions like: ‘Who are the target prospects?’ and ‘When and how can I reach out to these prospects?’. When this information is known, the sales employee can start contacting these prospects. A good sales employee knows what the position of the product is when compared to the competition. To achieve this, the sales employee actively tries to answer the following questions: ‘How well known is our product?’, ‘What is the price of our product and the price of the competitor’s product?’, ‘What is the status of our product?’ and ‘What is the opti- mal way of introducing our product to the mar- ket?’ The next step is creating a plan to achieve the envisioned sales goals. Therefore calculations are made by the sales employee on the numbers that need to be sold to achieve the targets, what per- centage of the contacted prospects will actually need to buy the product to achieve the target and thus, how many clients will need to be contact- ed to achieve the targets. Part of this process is the preparation of contacting prospects. A sales employee will carefully select the prospects and clarifies what will be communicated to the pros- pects regarding the product. Also, potential pros- pect questions are prepared and answered. It is important that at this stage of the sales process the sales employee is focused on getting the deal and acts accordingly. Matching Bridge Personality Dimensions: • Methodical • Enterprising • Analytical Sales employees with low scores 1-3 • Are less organised and may have trouble with prioritising their sales tasks. • Are less able to prepare for their sales presen- tation due to a lack of product knowledge. • Have trouble reaching out to the right pros- pects. • Do not prepare a timetable and do not create a clear and concrete sales plan. Sales employees with high scores: 8-10 • Know who the right prospects are and know where these prospects are. • Have all the knowledge about the status and market position of their product. • Create a clear sales plan and have clear sales targets in their plan. l P resenting the options B ild in ir e C M Planning & Preparatio Exercise: Planning & Preparation Skills to be trained With planning and preparation the following skills are important: • Analysing the market • The sales employee tries to envision po- tential prospects: ‘Who wants the prod- uct?’, ‘How can they be reached?’, ‘Who do I need to approach?’. • The sales employee needs excellent knowledge of the product that is sold but also needs this knowledge from compet- ing products. • Preparing a sales plan • A good sales employee prepares a detailed sales plan with the targets included. • Per day or per hour, the tasks are defined. Large goals are separated in smaller goals. • Preparing the meeting • The sales employee knows who to ap- proach, knows what to say, knows what questions to ask and knows the answers to potential prospect questions. • The sales employee makes sure that all information that is needed is easily acces- sible during the meeting. The sales em- ployee focusses on the sale and the goals for the meeting with the prospect. Exercise: Planning and Preparation By doing this exercise the sales employees can learn how to create a prospect group for their products. They also learn how to analyze the mar- ket position of their products. When this is done, they can prepare a complete and detailed sales plan. The Exercise: • A product is chosen. As an example we use an apple for this exercise. • The participants describe the characteristics of the product together with the benefits of the product. These are all written on a whiteboard. • As an example: the apple is round and is easy to carry around. The apple is small and will fit in your bag easily. The apple is rich in vita- mins and is a healthy snack. The apple is juicy and helps with your thirst. • The next step is to choose alternative prod- ucts that have one or more of the same unique selling points or benefits. • This way, competitor products are being described. These are also put onto the white- board. Example: A pear, a banana, an orange, a bottle of fruit juice. • Now, the target prospect group is analysed. Who will choose our product and what pros- pects will choose the competitor product? What are the unique selling points of our product compared to the competition? These are also put onto the whiteboard. • Example: prospects with unhealthy teeth will probably choose the banana. A bottle of juice will only solve your thirst and the bottle will be thrown away as waste. Many prospects will peel a pear but not an apple, thus pros- pects with little time will choose the apple. As a sequel to this exercise a detailed sales plan can be created. • Analyse and define the target prospect group. This is also written down. Example: The pros- pects are prospects with little time. Why are these people short on time? Because they are working. • Where and when can they be reached? • Example: The prospects who are working are not at home during the day. They are at home in the morning or in the evening. Or, they can be contacted during travel to work, for exam- ple: at a train station. • Prepare the sales target per day and calculate how many deals need to be made in a given amount of time. The sales employee now has a clear prospect group and a plan how to sell a product with the right unique selling points to them. l P resenting the options B ild in ir e C M Planning & Preparatio Step 2: Making Contact fter Step 1: Planning & Preparation follows step 2: Making contact. In this sales step, proactively contacting the prospects is important. Making an excellent first impression is crucial in this step. The sales employee needs to have confi- dence in the product and communicates this con- fidence to prospects. A sales employee that makes contact with prospects is well prepared and knows how to sell the product. The sales employee knows exactly what to say and ensures a positive and self-confident impression. Important in this step is not to be nervous or afraid to approach new prospects. Also important is to make sure that the prospects feel comfortable with this first contact. This is achieved by being friendly and keeping the conversation going, for instance by asking ques- tions. To ensure the genuine interest of the pros- pect it is important to not present the first contact as a ‘standard’ conversation. The sales employee takes an active approach to ensure the attention of the prospect. Matching Bridge Personality Dimensions • Enterprising • Networking • Self-confident Sales employees with low scores 1-3 • Feel uncomfortable when approaching pros- pects they do not know. • Tend to find it difficult to keep the first con- versation with the prospect going. This may cause uncomfortable situations. • Do not get the attention of prospects easily. • May give the prospect the feeling that the presentation during the first contact is dull or standard. Sales employees with high scores: 8-10 • Like to reach out to prospects proactively • Are self-confident and are able to radiate this self-confidence to prospects. • Have a presentation that is interesting and clear. • Are focused on ‘breaking the ice’ and are able to make prospects feel comfortable. • Have a proactive attitude when contacting prospects and leads. • Are not afraid to pick up the phone and start calling prospects. l P resenting the options B ild in ir e C M Planning & Preparatio 10 Exercise: Making Contact Skills to be trained When making contact with prospects the follow- ing skills are important: • Self-confidence Sales employees who are self-confident have a strong belief in their own skills and the product that they are trying to sell. Even when the sales employee is insecure or nervous, the prospect does not notice this. The confidence of the sales employee is also caused by a good preparation. The self-confident sales employee will not be discouraged by a few failures. • Enthusiasm The sales employee is motivated, active and enthusiastic. The chances and possibilities that the sales employee sees are shared with the prospect. • Social interaction The sales employee is not afraid to make contact with prospects and communicates easily with them. Listening and responding to the reaction of the prospect is very important here. By carefully noticing the verbal and non-verbal responses of the prospect, the right question can be asked by the sales employee. Exercise: building self-confidence The goal of this exercise is to increase the self- confidence of the sales employee. The effect in this exercise is optimal if it is repeated on a regu- lar basis. A sales employee who is self-confident and has confidence about the product will leave a feeling of self-assurance with the prospect. This will increase the social interaction with the pros- pect. The exercise: • Have a seat and close your eyes. Think about something positive. Stick to this positive thought and think about something that you are good at. Now combine these two thoughts: think about something that you are good at, while you stick to your positive thoughts. • Example: Think about the holidays, nice weather, relaxation, you feel perfect! Think about this feeling and stick to it. Now think about something you are good at, for instance playing soccer. You are a good soccer player and you are appreciated for it by others. Think about this skill. Now: combine the relaxed thoughts of your holiday with your skills at playing soccer. • Now think about something you are not good at. Try to stick to your positive thought while you think of something that you are not good at. This does not necessarily have to be a sales skill (of course it is allowed to choose a sales skill). Now connect the positive thought to the skill that you are not good at. Keep these combined thoughts in your mind for a few minutes. • Example: Stick to the positive feeling of the holidays, nice weather, you are happy! Now think of something that you are not good at, for instance playing tennis. Now combine the relaxed thoughts with your skills at playing tennis. It does not matter that you think you are not good at playing tennis: you are relaxed and happy. Now: feel your self-confidence growing. l P resenting the options B ild in ir e C M Planning & Preparatio 11 Step 3: Building Desire n this third step of sales it is important that the sales employee creates the need for the client to purchase the product. This may imply that the sales employee needs to explain the details of the product. The sales employee will need to explain why their product may increase profitability, this is especially important when selling to companies (instead of consumers). Other important issues may be cost savings or marketing related issues. The buying behavior of consumers is also in- fluenced by other factors. Emotions, like being proud of ownership, may influence this behavior. Therefore, a sales person must try to influence the emotions that the customer has with the product. Therefore the sales employee closely studies the response of the client to the product, in order to signal possibilities and interests of the client. It is important that a sales employee can adapt this influencing behaviour, depending on the customer. For example, when selling a car, one client may prefer arguments around the size of the engine, whereas another client prefers arguments about safety. Matching Bridge Personality Dimensions • Insight • Creativity Sales employees with low scores 1-3 • Experience difficulty with focussing on the key unique selling points of the product. • Do not show much creativity in the sales process. • Tend to find it difficult to convince the client of the benefits of the product. • Find it hard to recognize emotions or needs from a customer. • May use a standard presentation to promote the product. • May find it difficult to convey their enthusi- asm about the product to the client. Sales employees with high scores: 8-10 • Try to know the client that they are trying to sell the product to. • Know what their selling strategy is. • Listen to the response and questions of the clients and if needed, adapt their strategy to new information. • Try to influence the emotions and needs of the client. • Know the details of the product that they sell. • Manage to get the client excited about the product. l P resenting the options B ild in ir e C M Planning & Preparatio 12 Exercise: Building Desire Skills to be trained For building desire with customers, the following skills are important: • Communication The sales employee acts both as a sender and a receiver of information. This means that the sales person communicates the product and the information about the product in an interesting way. This also means that the sales employee actively listens to the client. Listen- ing is very important to clarify the needs of the customer. By regularly summarising the client’s needs and continuing to ask questions, additional needs may come to the surface. • Presenting A sales employee knows in which way the product will need to be presented to the client and which details about the product need to be presented. For this, extensive knowledge about the product is needed. Also, all the needs that can be met by the product will need to be addressed during the presentation. While presenting the sales employee will need to notice which need is most important for the client or the group of clients that is presented to. The presentation needs to be about the ben- efits of the product, not about the functionality of the product. Exercise: Building Desire This exercise will train sales employees in build- ing desire and creative thinking. The exercise: • Two sets of cards are created. On one half of the cards products are written down that are either existing or fictional. These products should be funny, useless or otherwise weird, but please note that these products will need to be sold. • On the other half of the cards target organiza- tions are written down. • The cards are handed out to the group. Every- one in the group receives a card with a prod- uct and a card with a target organization. • Everyone in the group thinks of at least five ways on how to sell their product to their target organization. Discuss the results in the group. With this exercise, the sales employees train their creativity and insight into searching for specific characteristics of the product that help to build desire with customers. l P resenting the options B ild in ir e C M Planning & Preparatio 13 Step 4: Presenting The Options fter a desire for the product was built with the customer, the sales employee must continue and present the options for fulfilling this desire. This all happens in the fourth step of sales: Presenting the options. In this step, the sales employee acts as an advisor for the client and ex- plains how the problems or issues of the client can be solved by the product. This can be achieved by first presenting the current situation with the accompanying problems. Next, it is presented how the product can help solving these problems. The sales employee presents the product in a way that it matches the need of the client. This can be done by demonstrating the product, providing statistics, providing examples or giving references of previ- ous clients. Preparing for the presentation is essential. A well prepared sales employee comes across as profes- sional and has a higher chance to be successful. The sales employee actively tries to explain the possibilities of the product and tries to involve the client with the presentation. This can be achieved by asking questions to the client. This will ensure that the client will take an active role during the presentation. A good sales person likes to inter- act with people, enjoys presenting and is able to convince others. Matching Bridge Personality Dimensions • Socially bold • Stress resistant • Convincing Sales employees with low scores 1-3 • Are uncomfortable when presenting for groups • Find it hard to understand and explain the problems of the client • May give a presentation in which the central message is far from clear • Do not supply options for the problems of clients Sales employees with high scores: 8-10 • Understand the client’s problems and show this during the presentation. • Are well prepared for a presentation. • Are good at presenting in general and present- ing options to clients. • Can be convincing and actively involve the audience in their presentation. • Work together with the clients to solve their problems. l P resenting the options B ild in ir e C M Planning & Preparatio 14 Exercise: Presenting The Options Skills to be trained When presenting the options the following skills are of importance: • Structuring the presentation The sales employee carefully builds the presentation around the problem of the client. The current situation is described together with the matching problems. The next step is that the sales person shows what the situation should be and then provides possible solutions and how the product helps with these solu- tions. Remember: preparation of the presenta- tion is 80% of the success. • Posture and interaction When giving a presentation of the options to the client, a self-assured and enthusiastic posture is very important. Interaction with the audience during the presentation is essential to keep the attention of client. In doing this, the sales employees may want to envision themselves as one of the customers, this may help with the interaction process. A sales person can achieve this by acting as an ad- visor instead of a sales professional and to actively think along with the client. Important at this stage is to focus on verbal and non-ver- bal communication. An open posture is of key importance to stimulate cooperation and interaction. Exercise: Problem solving and communication This exercise helps to see problems from a dif- ferent view. Actively re-defining the problem can alter the view on the situation and may stimulate that alternative solutions are found. By using different descriptions of the problem, the commu- nication may be improved. The exercise: • Use a whiteboard to write down the problem that is relevant in a certain organization. • Each participant must choose one word in the problem definition and try to find as many alternatives for this word as possible. • Write these alternatives on the whiteboard. • When enough alternatives are written down, the group will decide with which words the problem is re-defined. • When the group agrees on the new definition the new definition of the problem is written on the whiteboard. • Now perform a group discussion: ‘Did the new definition sound better?’, ‘Are there new solutions?’, ‘Does it seem like the problem is easier to solve at this stage?’ and ‘What is the most practical solution?’. By using this exercise, sales employees will learn to explain existing problems in many different ways to a client. By doing this, it will be easier to connect different options to these problems. l P resenting the options B ild in ir e C M Planning & Preparatio 15 Step 5: Closing The Deal All the previous steps are of crucial importance and influence success in step five: Closing the Deal. When the presentations are good, the chanc- es of closing the deal are much higher. Client will often provide ‘buying signals’ during the sales meeting or sales presentation. A sales person who is alert will notice these signals and will steer them in the direction of a sales deal. However, caution is appropriate at this stage. The client must not get the feeling that pressure is being used. This can be prevented by giving the client the option for answering questions during the sales meeting. At the time when a client gives the confirmation that a deal can be made, it is of crucial importance to close the deal as soon as possible. Before the client changes his mind. After a while, the client may think of reasons to cancel the deal. If the deal is not yet closed, dealing with the objections is of crucial importance. At this stage, the client will need to be directed in the direction of the deal, without applying pressure. A sense of urgency should be created but without the client having the feeling of being pushed. Often negotiation is needed about price, terms and conditions. At this stage it is important to maximize the deal and to keep the client happy at the same time. Often sales techniques differ, depending on the product that is sold. Matching Bridge Personality Dimensions • Results focused • Guiding • Career focused Sales employees with low scores 1-3 • May find it difficult to steer the client in the direction of a deal • Do not take initiative in the direction of clos- ing the deal • Leave the client a lot of time to think about the deal before it is closed • May hurry the client too much in the direction of the deal, thus lowering their chances of success Sales employees with high scores: 8-10 • Recognize the buying signals of the client and use this information to quickly close the deal • Are good at countering the objections of clients. • Make sure the process of deal closing runs smoothly. • Often close the deal, regardless of the client or the circumstances. l P resenting the options B ild in ir e C M Planning & Preparatio 16 Exercise: Closing The Deal Skills to be trained To close the deal the following skills are import- ant: • Focus on the client First of all it is important to closely focus on signals that are coming from the client. Buy- ing signals can be recognized. For instance, when the client shifts the focus of the conver- sation to details or when a client shares more personal details. Clients can also start talking about their own situation in combination with your product. Because a client will not always share a buying signal intentionally, but may feel misunderstood when these signals are not noticed by the salesperson, it is very import- ant to observe and listen carefully. Of course, questions like: ‘ How much will it cost?’ or ‘When can the product be delivered’ are direct buying signals. • Use the client’s buying signal An optimal way to handle the client’s buying signal is just to repeat it. That way the cli- ent will recognize and remember the buying signal. The next step is to answer the buying signal. In doing this, try to be as correct as possible. Try to draw a global picture of the deal, without going into details too much. Otherwise, the deal can still fail at this stage. A final step would be to discuss with the client what the final result should look like. • Managing client choices The sales employee helps the client in making a choice but tries to positively influence this decision at the same time. It is important that the sales employee keeps listening and asks questions if needed. The sales person tries to get a clear picture of the client’s motivation but at the same time is ready to counter objec- tions of the client. Exercise: Handling client objections Quite often deals are not closed because the client had an objection. Many of these objections are standard objections such as’ I need to talk to my colleagues first?’ or ‘I am going to look at some other products first?’. By actively exercising how to deal with these objections, the sales employee can increase the number of closed deals. The exercise: • Create groups of two. One person plays the role of sales person, the other plays the role of client. • The sales person will try to sell a random product to the client. The client states that he needs the product but tries to delay the deal by stating standard objections for a sales deal at this stage. The sales person will provide counter arguments. • After 5 minutes, new groups of two are made. However, now each person switches roles (from client to sales person and vice versa) • The objections and the counter arguments are written down. They are discussed in the group. By doing this exercise, sales people learn to deal with objections during the process of deal closing. They will get experience in countering standard objections. l P resenting the options B ild in ir e C M Planning & Preparatio 17 Step 6: CRM fter the deal is closed, it remains very im- portant to stay in touch with the client. This is central to the sixth step of sales. Existing clients that have bought products before are easier to contact than new prospects. In the sixth step, man- aging client relationships, the sales employee is busy with contacting existing clients. In this step the sales person can assume the role of advisor, negotiator or expert in the product. Please note that step 6: CRM is mentioned as Managing client relationships in the Bridge Per- sonality Sales Report. The sales employee tries to keep the business of existing clients and actively tries to expand the business with them. During the management of client relationships, social interaction is crucial. This is important for maintaining the relationships with the clients and keeping the clients happy. Sales employees will also provide services that are not directly linked to the business in this step. The client needs to feel taken care of and needs to be appreciated. This way, a long term relationship is developed and a bond of trust and loyalty is creat- ed. To keep the business going, the sales employee informs the clients about new developments and suggestions for new deals. Matching Bridge Personality Dimensions • Helpful • Considerate • Sociable Sales employees with low scores 1-3 • Do not have a lot of genuine interest in clients • May not have a helpful and considerate atti- tude • Will not create a personal bond with clients • May not create a long term business relation- ship with clients. Sales employees with high scores: 8-10 • Are social and like to be around people • Spend time and attention to clients, actively listen to clients and show consideration and understanding. • Try to expand the business with an existing client by approaching clients proactively • Know what is happening with the client so that they can act when new business opportu- nities arise. l P resenting the options B ild in ir e C M Planning & Preparatio 18 Exercise: CRM Skills to be trained: For maintaining client relationships, it is import- ant to train the following skills: • Communication Proper communication is an essential part of client relationship management. Also in this step of sales, giving presentations, talking to clients via phone and handling emails are common practice. It is therefore important to focus on excellent verbal and written commu- nication. Flawless written communication is especially important when preparing invoices and client briefings. • Showing empathy and consideration By keeping contact with existing clients on a regular basis, the sales person knows exact- ly what is going on at the client so that it is known at which time to take action on new commercial leads. The client will get used to the fact that the sales person is up to date re- garding client needs, this will make the client feel appreciated. By investing time and energy in a client relationship, a relationship based on trust will grow. • Commercial insight When it is clear which demands and needs an existing client has, the sales person can use this information to explore these and further commercial leads. This makes the process of proactively approaching existing clients for new deals easier. Exercise: CRM For communication, listening to clients is crucial. Many people speak from their own vision and do not spend a lot of time listening to what others have to say. The following exercise will help sales employees to listen carefully and actively put themselves in the client’s shoes. The exercise: • Create groups of three to four persons. • Have a discussion about a certain topic. For instance:’ How important is listening to effec- tive communication?’ or ‘Is a bonus system crucial for attracting new talent’?. The topics do not need to be job-related. Asking ‘open’ questions will make the discussion more lively. • Stop the discussion after 5 minutes and intro- duce the rule that the person who responds will need to summarize the argument of the previous respondent first. This respondent will need to approve the summary before the next argument can be given. • Let the discussion continue for another 5 minutes. • When finished, ask the participants the fol- lowing questions: • Why is it important to listen more carefully in the second part of this exercise? • What was the difference in communication style between the first part and the second part? • Which part of the discussion was more infor- mative? • What influence did the improved listening have on the quality of the discussion? • Was the second part of the discussion more fluent? By doing this exercise, sales employees will learn to actively listen to clients. By summarizing the arguments, the sales person will learn to think as the client. Being able to think and argue from another person’s point of view will improve com- munication and thus will improve the relationship with the client. l P resenting the options B ild in ir e C M Planning & Preparatio 19 Introduction to The Sales Types ales people can be differentiated into different sales types. Per type, there are differences in the way someone approaches clients or prospects, the way someone actively sells the product and the way someone handles the sales deal after it is closed. You can find the scores of the sales employee on the four sales types in the Bridge Personality Sales Report. In the Bridge Personality Sales Report a short description of the sales behavior is provided that matches the score on the sales type. The first type is the Hunter. The hunter actively approaches clients and may be seen as a fast and (sometimes) hard sales person. The second type is the Farmer. The farmer tries to stay in contact with clients and to grow the sales from existing clients. The third type is the Consultant. The consultant takes an advisory role to clients and may use product knowledge to increase success in sales. The last type is the negotiator. This sales type will try to negotiate the best deal, and takes time to close this deal. This last sales type will be in a good position to handle large corporate deals and tenders. It is important to note that the differentiation into four sales types is purely a description of the Bridge sales model, based on the scores of a personality test. It is not a scientific fact that there are four sales types. Sales employees may get high scores on more than one sales type. Also, the skills that are needed in each sales type can be learned. They are not solely dependent on the personality of a sales person. Each sales employee will have their own strengths and weaknesses and will score differently on the Bridge dimensions. Due to these differences, each person will receive different scores on the four sales types. The sales types are characterized by different competencies that are important in the sales process. The Bridge Personality Sales Report shows the sales employee’s scores for each sales type. In most cases, there will be a preference for more than one sales type. By completing The Bridge Personality, a Sales Report can be generat- ed for the sales employee. On the following pages, the four sales types are described. For each sales type, the matching Bridge dimensions are provided, together with typical behavior of sales employees with low and high scores. In addition, each sales type includes skills that can be trained and developed. 20 Hunter unters are sales professionals that focus on getting new clients in. They will proactively search for prospects in order to get business from them. Hunters know where to hunt and they know how to catch their prey. Hunters may approach many prospects on a daily basis and are highly focussed to close deals. They will not spend time on prospects that are not promising business leads. Not all hunters are looking for a quick deal. It depends on the product that they sell and the com- pany they work for how much time they will use to get the deal closed. Because Hunters approach many prospects, it is important that they make an excellent first impression. They need to be enthu- siastic and confident, while also being able to deal with frequent rejection. Hearing ‘no’ is a normal part of the sales process, so Hunters need the resil- ience to stay motivated and keep approaching new prospects. Hunters like to be solely responsible for a deal, this may lead to an individual workstyle. They may be competitive and they need to show emotional resilience. Matching Bridge dimensions • Enterprising • Socially bold • Action focused • Results focused • Self-confident • Practical • Networking • Convincing Sales employees with low scores 1-3 • Will take a reactive attitude • May lack self-confidence or enthusiasm and may find it difficult to convey confidence and enthusiasm to clients. • May find it difficult to approach new pros- pects and make a positive first impression. Sales employees with high scores: 8-10 • Will proactively approach new prospects • Have the skills to make a good first impres- sion with prospects • Will know who to contact for new business Skills to be trained To become better at hunting for new business during sales work, the following skills can be trained: How to make an excellent first impression In order to make an excellent first impression a Hunter must show drive and enthusiasm. To achieve this, Hunters will take good care of them- selves and actively try to stay in shape both phys- ically and mentally. A well-groomed appearance, a firm handshake and an open posture can help the salesperson appear more confident and self-as- sured, creating a competent first impression. How to have a competitive attitude By actively seeing themselves as a successful salesperson and developing a positive self-image, salespeople can improve their skills as a Hunter. A natural Hunter will often feel the need to keep improving, both in sales in general and in finding new business in particular. Hunters want to be good at what they do and are motivated to develop their skills. An active attitude is therefore important. Setting clear and achievable targets helps Hunters stay focused on results. Making them aware of competitors can also encourage them to act faster, think more cre- atively and remain focused. Hunters tend to enjoy competition and often see sales as a game they want to win. 21 Consultant onsultants are specialised in a certain prod- uct and will try to sell from the ‘content’ of the product. They will give advice and will try to solve problems that are too technical for other people. Consultants will inform and advise clients in choosing the right product. In order to perform well at this task, the consultant will try to under- stand the business of the client and will need to know what the demand of the client is. The goal of the consultant is (of course) getting sales deals, but also to ensure that the client is satisfied and that the client makes the right choices. This means that Consultants need to build their advice or con- sult around the demands and needs of the client. They will take a coaching role towards the client. Consultants need to be enthusiastic about the product and they show enthusiasm when inform- ing clients about their product. This enthusiasm will help convincing clients of the value of their advice. Consultants that perform well are seen as trustworthy, loyal and professional. Therefore, it is important that the knowledge of the consultant is up-to-date. They cannot afford to be lacking in product knowledge. Matching Bridge dimensions: • Strategic • Results focused • Methodical • Convincing • Insight • Creativity • Analytical Sales employees with low scores 1-3 • Do not care about the specifics of the product that they sell • Do not tend to the demands and needs of their clients • May find it difficult to understand what is of importance to the client • Do not ‘tailor’ their advice to clients Sales employees with high scores: 8-10 • Listen to their clients and actively analyse their needs and demands • Provide constructive advice that is built on solid knowledge of the product • Like to inform and consult their clients • Tend to find it important that their clients make the right choice and that their clients are satisfied • Know how to convince their clients and steer their clients in the direction of the right choice Skills to be trained In order to become a better consultant the follow- ing skills can be trained: Analysing client needs It is very important that a Consultant can analyse different sources of information thoroughly. The Consultant needs to understand the client’s needs, expectations, requirements and problems. This can be done by asking the right questions and gaining a clear understanding of what motivates the client. The aim is to build a complete picture of the client’s situation and identify how the product or service being offered can help solve the problem. Providing advice Consultants will need to study everything there is to know about their product. They will need to study the market and will also need to have up-to- date knowledge on competitor products. They will need to have a clear picture on the latest market developments so that they can convey this knowl- edge to their clients. The advice must be clear, complete and understandable to the client. 22 Farmer armers stay in touch with existing clients and will try to extend the existing business with these clients. They will try to keep this business by building on the personal relationship with this client and this way keeping the competitors out. Quite often, the farmer is the fixed person of contact for a certain number of clients. Farmers will need to show a genuine interest in the client. Farmers may like to cooperate with the client to achieve common goals. To build and manage the relationship with the client, farmers need to take a considerate attitude toward the client. The client will want to be understood, the farmer will do anything to achieve this. In doing this, farmers develop a long term relationship with the client which is based on trust and loyalty. Farmers will proactively contact their clients to inform them about new developments or any other topics that are worth mentioning. Because the farmer has a close relation with the client, any trouble or dis- satisfaction with the client is quickly noticed and solved. Because the farmer has extensive knowl- edge about the client, solutions to their problems can be easily provided. Matching Bridge dimensions: • Results focused • Networking • Convincing • Sociable • Helpful • Considerate • Avoiding conflict Sales employees with low scores 1-3 • Are not focused on the overall well-being of clients • Do not show genuine interest in details sur- rounding the clients • May be less helpful towards clients and may not like to answer or attend to client questions or complaints • May not be easy going and do not try to avoid conflicts • Do not build a long term relationship with clients Sales employees with high scores: 8-10 • Are genuinely interested in other people and enjoy social interaction • Like to spend a lot of time on tending to client needs, are focused on listening, tend to be flexible and show understanding • Are up-to-date on the situation at the client • Will try to extend sales by approaching exist- ing clients • Give the client the feeling that they are special and that the client gets a special treatment Skills to be trained For becoming a better Farmer the following skills can be trained: Listening skills Active listening, paraphrasing and asking fol- low-up questions are essential skills for Farm- ers. This process starts with an open, active and thoughtful attitude. Listening is not just about hearing what the other person is saying. Farmers also need to pay attention to non-verbal signals and make an active effort to understand what the client really means. By briefly paraphrasing the client’s answers, Farmers can check whether they have understood the information correctly. Clients often appreciate this because it shows genuine interest and atten- tion. Showing a helpful attitude Farmers need to show clients that they are gen- uinely interested in them and want to help solve their problems. They ask questions to get a com- plete picture of the client’s situation and then proactively look for ways to help. It is important that Farmers understand the cli- ent’s problems so they can find the right solution. Ideally, a Farmer anticipates the client’s needs and solves a problem before the client has even asked for help. 23 Negotiator egotiators like to negotiate about sales deals. To be able to be a good negotiator it is im- portant that negotiators know the worth of their product, what their market position is, what the competition is offering and how their clients see their product. Negotiators will have thought of their negotiation plan in advance. They are pre- pared for the research their clients have done. Ne- gotiators will need to know why the clients want their product and how far they are willing to go to purchase it. During the process of negotiation the negotiator is not talking about price but instead about the value of the product. Negotiators will need to be critical when judging information, are good at debating and thinking of solutions. Very important: negotiators will need to be patient. During many negotiations more topics can be discussed than price alone. To get the best possi- ble deal, it is important that the negotiator listens very carefully to the client. The best possible sales deal is a win-win situation for both parties. During the negotiation the negotiator will try to create a relaxed atmosphere. Matching Bridge dimensions: • Self-confident • Guiding • Rational • Critical • Results focused • Convincing • Analytical Sales employees with low scores 1-3 • Are not focussed on negotiating a proper sales deal • Do not have a strategic negotiating plan • Are not open to the demands and needs of the client • Tend to find it difficult to defend their views, prices and standpoints during a negotiation. Sales employees with high scores: 8-10 • Like to negotiate sales deals • Know the market position and value of the products that they sell • Will present the solutions that their product can offer in an enthusiastic manner • Listen to the client and can adapt their offer- ing to the demands of the client • Will tend to evaluate information in a critical manner • Are focused on achieving a win-win sales deal with the client. Skills to be trained To become a better negotiator the following skills can be trained: Negotiating skills A negotiation process is more likely to run smoothly when it is seen as cooperation rather than a battle. The salesperson needs to understand the value of the product or service and know which parts of the deal are open to negotiation and which are not. During the negotiation, it is import- ant to remain calm, keep emotions under control and focus on the facts. Communication During the negotiation process, communication is both verbal and non-verbal. It is important that the negotiator comes across as trustworthy and is able to respond effectively to client objections. Developing strong verbal skills can help with this. Staying relaxed and keeping emotions under con- trol are also important for clear and professional verbal and non-verbal communication. 24 Using Jung Types in Sales our Jung Type is displayed in the Bridge Personality 16 Jung Types report. If you do not have this report, please contact your Bridge Personality professional. A Jung Type will provide information about preferences on four dimensions. Each dimension is described with two letters. The first dimension, Extraversion or Introversion, indicates where people get their energy from. The second dimension indicates what kind of informa- tion people prefer, Sensing or Intuition. The third dimension indicates how someone prefers to make decisions: primarily through logic and objective criteria (Thinking) or through values and consid- eration of people (Feeling). The fourth dimension indicates a preference on how decisions are made, Judging or Perceiving. There are 16 Jung Types in total, these are displayed on the next page. All types have different preferences on communica- tion and dealing with other people. This way, each Jung Type has a different preference on dealing with clients. According to the Type theory of Jung, every person has a Jung Type, clients as well. In order to approach the client optimally it is important to use the knowledge of the client’s Jung Type. The Jung Type of the client will provide valuable informa- tion on the four preferences of the client that can be used during the sales process. This information is important because it tells the sales person how the client wants to be approached, how the client processes information, how the client makes deci- sions and how the client wants to finish the deal. Communication with the client is essential for creating a proper business deal. To get to an effec- tive communication with the client, knowledge of the client’s Jung type is very important. With this knowledge, the sales person can adapt communi- cation to the Jung Type of the client. Because it is not known from the start what the Jung Type is, it is important to focus and think of what this Jung Type may be. In order to determine the Jung Type of the client the sales person will focus on four dimensions. First, the sales person will need to determine if the client gets energy from people (Extraversion) or from internal thoughts (Introversion). Second, the sales person needs to check how the client processes information. This can be determined by studying the way the client asks questions. When these questions are focused on details, the client probably has a preference for Sensing, If these questions are focused on the complete pic- ture or are directed towards the future, the client may have a preference for Intuition. Third, the sales person must check the way the client is dealing with decisions. If these decisions tend to be based on logic and rationality, the pref- erence of the client is probably Thinking. When the client likes to involve emotions and other people’s interests into the decision making, the preference is probably Feeling. The last preference to determine is the client’s preference on how to close the deal. When a client is very strict on structuring the process of deal- making, the client will probably want to finish the deal and get on with new projects. This client may have a preference for Judging. If the client does not set firm deadlines and leaves options open, the client may have a preference for Perceiving. If the client has this preference, it is important to guide the client strictly into closing the deal. 25 The Jung Typetable ISTJ Realist They are hard-working, neat and thorough. They can work well within a traditional structure, where there are standard procedures and where they can keep a good eye on the details and facts. They like efficient procedures, and find traditions and loyalty important. They enjoy arranging and organising. ISTP Solver Are tolerant, pragmatic and flexible. They like rules and the practical application of their knowledge. They are good at processing large amounts of data and analysing them to find the core of a practical problem. They are interested in cause and effect, and can identify illogical or inconsistent data or procedu- res. ESTP Doer Is friendly, can adapt easily and is focused on action. His or her goal is to get quick results. They want to remove obstacles through a pragmatic, no-nonsense approach. They often do not have the patience to listen to a long explanation. They have respect for, and are loyal to their equals, but may have little respect for rules. ESTJ Decision-maker Are practical, directive, business-like and organised. They are good at organising projects and they deploy people in order to get things done. They strive to achieve results efficiently and have an eye for detail in this. They work hard, are responsible and look for practical and realistic solutions to problems. ESFJ Service provider Are helpful, warm and friendly towards others and enjoy working in a harmoni- ous environment. They are loyal and persevering, even in less important matters. They like to help others in a practical way and adopt a social position. They are determined and want to be appreciated for themselves and for their contributions. ENFJ Coach Are warm, empathetic and friendly towards people. They focus strongly on the emotions and feelings of others. They are loyal and sensitive to compliments and criticism. They are social and supportive of others, and can inspire people through their leadership. ENTJ Leader Are often outspoken, assertive and quick to assume leadership. They enjoy managing projects and bring order and logic to tasks and work processes. They like to make long-term plans and goals. They invent systems and processes for solving organisational problems. ESFP Performer Are friendly, energetic and enthusiastic. They can be characterised as bon vivants, and they gladly use humour and vitality to get things done. They like people and (material) comfort. They enjoy helping people, and use their warmth and generosity in this. ENTP Innovator Are quick, alert and straightforward. They are creative in finding solutions for difficult situations or problems. They are good at improvi- sing and delivering new concepts. They like change, and do not like routine. They do not often do things the same way twice. ENFP Inspirer Warm, enthusiastic and often charismatic and encouraging. They enjoy being innovative and creative, and motivating others to take action or teaching them new things. They look for a lot of confirmation from others, but are also quick to give support and compliments themselves. ISFP Peacemaker They are calm, modest and friendly. They focus on the here and now, and on what is happening in their immediate surroundings. They value harmony and respect for one another. In their work, they focus on friendliness and creativity, and on taking account of colleagues. INFP Idealist They are thoughtful, idealistic and guided by their values. They work well in environments where they have freedom to follow their ideas and contribute meaningfully. They value authenticity, personal growth and harmony, and often seek work that reflects their beliefs and helps others. INTP Strategist They are analytical and look for logical explanati- ons for everything they are interested in. They like to work independently and enjoy searching for the truth and solving complex problems through a rational approach. They are theoretical and abstract. ISFJ Carer They are loyal, dedicated, often calm and responsible. They meet their obligations and agreements. They like it if roles and responsibilities are clear and well divided. They look for stability and harmony in their dealings with others. They are actively concerned with other people’s feelings. INFJ Advisor They often have great insight and have a preferen- ce for working creatively. They try to understand what motivates others. They keep to their norms and values, and are led by their consci- ence. They try to make a conscious effort for the general interest and want to develop an atmosphere of mutual trust. INTJ Scholar They are original, indepen- dent and enthusiastic in achieving their goals. They like to develop strategies and long-term plans and are forward-looking in general. They do not avoid difficult and complex situations. They see them as more of a challenge and are quick to perceive a structure in them. 26 ISTJ Realist The client (ISTJ) can be noticed by: • I: Thinking first, then talking • Takes a break during answering questions or providing information • Make the impression of extensive think- ing during a meeting • May not talk very loudly • Uses short sentences, does not keep talking. • S: Focus on details • Will ask for details, information and guid- ance at each stage of the sales process. • Will inform regarding the current situa- tion • Will ask ‘what’ and ‘how’ questions • May use very clear and detailed descrip- tions • T: Logical decision making • It may feel like they are testing your knowledge about the product • They may look at objective proof • They are not impressed by other people’s opinions • During the meeting, this client will use ‘if-then’ logical reasoning • J: Enjoy closing things • They are impatient with long descriptions or long procedures • They create the following atmosphere: ‘hurry up, i want to make a choice’ • Will make premature or impulsive choices • Is happy when the deal is closed so that they can move on to new things Communication To make contact with an ISTJ, it is best to remain calm and avoid too much movement. Speak at a slower pace and do not provide too much in- formation at once, as the Realist may need time to process it. Give the Realist enough time and opportunity to ask questions. When providing information to a Realist it is important to keep in mind how a Realist processes information and how they make decisions. With Realists this is determined by their preference for S (Sensing) and T (thinking). Because of this you should use impersonal words like ‘it’ and ‘the’ instead of words like ‘your’ or ‘mine’. Provide specific details and remember facts. Ask ‘how’ and ‘what’ questions to get knowledge on the needs of the client. Be prepared for critical ques- tions. Inform a Realist on the objective benefits of the product. For successfully closing the deal, it is important to focus on the last part of the Jung Type, for a Realist this is J (Judging). Try to find out what the goals of the client are and when these goals need to be met. Prepare a time schedule and try to stick to this schedule. Be prepared for pressure, applied by the client to close the deal, however, ensure that the client will not try to close the deal too quickly. Sales To effectively sell products to an ISTJ, the sales employee should provide factual information. Keep it short, be objective, direct and honest. Pro- vide information in a logical manner and stick to the topic, avoid chit-chat at this stage. Make sure that you know what you are saying and provide information on the different possibilities to that the client can make an objective choice. Write down factual information such as numbers or per- centages. Be prepared to be questioned on these facts and details by the Realist. For closing the deal it is important to use the pref- erence of the Realist on closing a deal. When a Realist has come to a decision they want to finish the deal quickly. They will want to know infor- mation on delivery dates and such. Realist seek for closure of projects, that provides them with a relaxed feeling. 27 ISFJ Carer The client (ISFJ) can be noticed by: • I: Thinking first, then talking • Takes a break during answering questions or providing information • Make the impression of extensive think- ing during a meeting • May not talk very loudly • Uses short sentences, does not keep talking. • S: Focus on details • Will ask for details, information and instructions at each stage of the sales process. • Will inform regarding the current situa- tion • Will ask ‘what’ and ‘how’ questions • May use very clear and detailed descrip- tions • F: Socially oriented • Is focused on harmony during interaction • May talk about values • Asks what other companies do or have done • Keeps others in mind when making deci- sions • J : Enjoy closing things • They are impatient with long descriptions or long procedures • They create the following atmosphere: ‘hurry up, I want to make a choice’ • Will make premature or impulsive choices • Is happy when the deal is closed so that they can move on to new things Communication To make contact with an ISFJ, the salesperson should remain calm and avoid appearing too busy or making too many sudden movements. Keep the pace of the conversation relaxed, speak more slow- ly than usual and give the client enough time to think. Show that you are genuinely focused on the client and allow enough time to answer questions. When providing information to a Carer, it is important to think of the preference they have for receiving information and the preference that they have for making decisions. With Carers, this is determined by their preference for S (Sensing) and F (Feeling). Use personal words such as ‘you’ and ‘your’, ask about the client’s personal experiences and actively listen to their story. Try to create harmony during the conversation and look for points of agreement with the Carer. Explain how similar clients made their choices and show Carers that their needs and opinions are important. For successfully closing the deal, it is important to focus on the last part of the Jung Type, for a carer this is J (Judging). Try to find out what the goals of the client are and when these goals need to be met. Prepare a time schedule and try to stick to this schedule. Be prepared for pressure, applied by the client to close the deal, however, ensure that the client will not try to close the deal too quickly. Sales For effectively selling to a carer, it is important for a sales person to show personal involvement with the sales process and the ISFJ. To achieve this, it is important to listen carefully, create enough time for the client and show complete attention. Be honest, warm and friendly. Provide factual infor- mation, but make it personal and remember what the client said. Also provide practical information and talk about the experience of other clients. Ex- plain the possible options and give the client time to make a choice. When closing the deal it is important to consider the preference of carers on closing things. When Carers have come to a decision they will not consider options. They will focus on finalizing their chosen option. They will like clarity on the product that they have bought and they do not like surprises or changes after a deal has been made. 28 INFJ Advisor The client (INFJ) can be noticed by: • I: Thinking first, then talking • Takes a break during answering questions or providing information • Make the impression of extensive think- ing during a meeting • May not talk very loudly • Uses short sentences, does not keep talking. • N: The big picture • They will ask for the goal of a specific action • May ask for the current and future conce- quences of a sales deal • Will ask the ‘why’ question • May talk about possibilities and will try to see the bigger picture • F: Socially oriented • Is focused on harmony during interaction • May talk about values • Asks what other companies do or have done • Keeps others in mind when making deci- sions • J : Enjoy closing things • They are impatient with long descriptions or long procedures • They create the following atmosphere: ‘hurry up, i want to make a choice’ • Will make premature or impulsive choices • Is happy when the deal is closed so that they can move on to new things Communication To make contact with an Advisor, it is important to take a reserved approach. Avoid making too many body movements, do not speak too quickly and keep the pace of the conversation slower than usual. Advisors need time to consider the pros and cons of a sales deal. Show genuine interest, give them time to process the information and wait patiently for a response. To provide information to an advisor it is import- ant to keep in mind their preference for processing information (N/iNtuition) and their preference for making decisions (F/Feeling). Try to support the thoughts of the advisor. This way, follow the thought of your client. Try to act friendly and genuine. Only provide details when the client asks for them and when they are needed For successfully closing the deal, it is important to focus on the last part of the Jung Type, for an advisor this is J (Judging). Try to find out what the goals of the client are and when these goals need to be met. Prepare a time schedule and try to stick to this schedule. Be prepared for pressure, applied by the client to close the deal, however, ensure that the client will not try to close the deal too quickly. Sales To effectively sell to an advisor it is important that the sales employee supports the thoughts of the advisor. Treat advisors with respect, like you would treat a person with unique wishes and de- mands. Listen carefully and appreciate the con- siderations of the client. Take your time to discuss these and be honest but fair. When the advisor wants to consider other options, take this serious- ly. Provide overall solutions, without providing details. Treat the client as if this situation is com- pletely unique for client. Try to be honest and try to get to know the client as a person. When closing the deal it is important to keep in mind the preference of an advisor on closing deals. Advisors may want to study things careful- ly. When choices are made they want to finish the project. They do not like things that are unclear and they want to know what the status is of a deal. 29 INTJ Scholar The client (INTJ) can be noticed by: • I: Thinking first, then talking • Takes a break during answering questions or providing information • Make the impression of extensive think- ing during a meeting • May not talk very loudly • Uses short sentences, does not keep talking. • N: The big picture • They will ask for the goal of a specific action • May ask for the current and future conce- quences of a sales deal • Will ask the ‘why’ question • May talk about possibilities and will try to see the bigger picture • T: Logical decision making • It may feel like they are testing your knowledge about the product • They may look at objective proof • They are not impressed by other people’s opinions • During the meeting, this client will use ‘if-then’ logical reasoning • J : Enjoy closing things • They are impatient with long descriptions or long procedures • They create the following atmosphere: ‘hurry up, I want to make a choice’ • Will make premature or impulsive choices • Is happy when the deal is closed so that they can move on to new things Communication In order to contact a Scholar, it may be important to take a reserved attitude. Preferably assume a quiet posture. Give the scholar enough time to process all the information that is provided. It is no problem when there are quiet periods during the meeting. When providing information to an INTJ it is import- ant to keep in mind the preferences that the scholar has on information processing (N/iNtuition) and decision making (T/Thinking). Therefore use impersonal words like ‘it’ and ‘the’ instead of ‘your’ and ‘mine’. Do not assume that the cli- ents know what they want, but instead ask which options the scholar has considered. Prepare to be questioned on your knowledge and provide al- ternatives. Provide information on the direct and long term benefits of the product. For successfully closing the deal, it is important to focus on the last part of the Jung Type, for a scholar this is J (Judging). Try to find out what the goals of the client are and when these goals need to be met. Prepare a time schedule and try to stick to this schedule. Be prepared for pressure, applied by the client to close the deal, however, ensure that the client will not try to close the deal too quickly. Sales To effectively sell to a Scholar it is important that the sales person tries to look professional and tries to come up with logical options. Respect the need of the scholar to understand things first, before a deal is made. Show that you have product knowl- edge and that you are professional. Try to answer questions honestly and do not hide anything, the scholar may find out the truth anyway. Provide an overview of the possible options so that big picture may emerge for the Scholar. Be informed about the latest developments in the market and show the INTJ that your information is up to date. Do not expect personal contact, which may emerge when the Scholar considers you adequate- ly skilled. Try to imagine what the Scholar is thinking and ask questions before you give advice. When closing a deal with a Scholar, it is important to understand how they like to close deals. Schol- ars make well-thought-out decisions. Once a de- cision has been made, they like to finalize things as quickly as possible. Scholars like to make clear choices and do not like to change them at a later stage. 30 ISTP Solver The client (ISTP) can be noticed by: • I: Thinking first, then talking • Takes a break during answering questions or providing information • Make the impression of extensive think- ing during a meeting • May not talk very loudly • Uses short sentences, does not keep talking. • S: Focus on details • Will ask for details, information and in- struction in each step of the sales process • Will inform regarding the current situa- tion • Will ask ‘what’ and ‘how’ questions • May use very clear and detailed descrip- tions • T: Logical decision making • It may feel like they are testing your knowledge about the product • They may look at objective proof • They are not impressed by other people’s opinions • During the meeting, this client will use ‘if-then’ logical reasoning • P: Likes to keep options open • They may need time and space to look at their own decision • They may want to consider multiple op- tions • Will delay the decision about purchasing to the last moment • They like to think about all the options Communication In order to make contact with an ISTP the sales person should take a reserved attitude. Try to keep the pace of the conversation lower than usual and give the client time to think things through. Show genuine interest in the client and do not use silent moments to start talking again. When providing information to a solver it is important to keep in mind how a solver processes information and how they make decisions. With solvers this is determined by their preference for S (Sensing) and T (thinking). Because of this you should use impersonal words like ‘it’ and ‘the’ instead of words like ‘your’ or ‘mine’. Provide specific details and remember facts. Ask ‘how’ and ‘what’ questions to get knowledge on the needs of the client. Be prepared for critical ques- tions. Inform an ISTP on the objective benefits of the product. For successfully closing a deal with a solver it is important to look at the last letter of the Jung Type, which is a P (Perceiving) for solvers. A solver likes to process information and take time for this. Try to find out what your client’s prefer- ence is on this dimension. If it is P, try to speed up the decision-making process. Keep the time table of the client in mind and adapt your actions accordingly. Expect an acceleration of the client in the last stage of the deal. Sales In order to effectively sell to a solver, it is im- portant to provide factual information to a solver. Keep it short and be direct and honest. Provide the information in a logical manner and do not dwell on other topics. Make sure that you know what you are saying and provide the solver with the different options that are possible. Also provide written information on facts, numbers and per- centages if needed. Expect to get questions or to get challenged on your knowledge. When closing a deal it is important to think of the preference of a solver on the last letter of the Jung Type (P/Perceiving). When solvers have closed the deal they still want to look at any alternatives. Solvers like to go for the best solution and would like time to make their decision at the last mo- ment. 31 ISFP Peace maker The client (ISFP) can be noticed by: • I: Thinking first, then talking • Takes a break during answering questions or providing information • Make the impression of extensive think- ing during a meeting • May not talk very loudly • Uses short sentences, does not keep talking. • S: Focus on details • Will ask for details, information and in- struction in each step of the sales process • Will inform regarding the current situa- tion • Will ask ‘what’ and ‘how’ questions • May use very clear and detailed descrip- tions • F: Socially oriented • Is focused on harmony during interaction • May talk about values • Asks what other companies do or have done • Keeps others in mind when making deci- sions • P: Likes to keep options open • They may need time and space to look at their own decision • They may want to consider multiple op- tions • Will delay the decision about purchasing to the last moment • They like to think about all the options Communication To make contact with an ISFP, is it important for the sales person to take a reserved attitude. Do not talk too fast and keep the pace of the conversation lower than usual. When providing information to a peace maker, it is important to think of the preference they have for receiving information and the preference that they have for making decisions With peace makers this is determined by their preference for S(Sensing) and F (Feeling). There- fore, you should use personal words like ‘your’ and ‘mine’. Ask for the personal experiences of the client and actively listen to the story of the client. Try to seek harmony during the conversa- tion and seek points of agreement with the peace maker. Tell the client how comparable clients came to their choices and show peace makers that they are important. For successfully closing a deal with a peace maker it is important to look at the last letter of the Jung Type, which is a P (Perceiving) for peace makers. A peace maker likes to process information and take time for this. Try to find out what the prefer- ence of your client is on this dimension and if it is P, try to speed up the decision making process. Keep the time table of the client in mind and adapt your actions accordingly. Expect an acceler- ation of the client in the last stage of the deal. Sales For effectively selling to a peace maker it is important for the sales person to provide personal service. Listen very carefully, free up time for the client and give the client your full attention. Be honest, warm and friendly. Provide factual infor- mation but make it personal, remember everything a client tells you. Provide practical information, for instance focus on experiences of other custom- ers. Give a clear description of all the options and give the client the time to make a decision. When closing the deal with a peace maker, it is important to remember their preference on final- izing things (P/Perceiving). Peace keepers like to see all the options and want all information about it. They do not like to leave options out. They may want to consider other options, even after a deal is struck. Peace keepers like to keep options open so that decisions are not made too early. 32 INFP Idealist The client (INFP) can be noticed by: • I: Thinking first, then talking • Takes a break during answering questions or providing information • Make the impression of extensive think- ing during a meeting • May not talk very loudly • Uses short sentences, does not keep talking • N: The big picture • They will ask for the goal of a specific action • May ask for the current and future conce- quences of a sales deal • Will ask the ‘why’ question • May talk about possibilities and will try to see the bigger picture • F: Socially oriented • Is focused on harmony during interaction • May talk about values • Asks what other companies do or have done • Keeps others in mind when making deci- sions • P: Likes to keep options open • They may need time and space to look at their own decision • They may want to consider multiple op- tions • Will delay the decision about purchasing to the last moment • They like to think about all the options Communication To make contact with an INFP the sales person should take a reserved posture. Try to talk at a slow pace so that the information can be processed by the Idealist. Wait for a reaction from the ideal- ist and do not keep talking. To provide information to an idealist it is import- ant to keep in mind their preference for processing information (N/iNtuition) and their preference for making decisions (F/Feeling). Try to support the thoughts of the idealist. This way, follow the thought of your client. Try to act friendly and genuine. Only provide details when the client asks for them and when they are needed. For successfully closing a deal with an idealist it is important to look at the last letter of the Jung Type, which is a P (Perceiving) for idealists. An idealist likes to process information and take time for this. Try to find out what the preference of your client is on this dimension and if it is P, try to speed up the decision making process. Keep the time table of the client in mind and adapt your actions accordingly. Expect an acceleration of the client in the last stage of the deal. Sales To effectively sell to idealists the best strategy is to support their thoughts and thinking process in general. Treat the idealist with respect, like a person with a unique set of demands and needs. Listen carefully and appreciate the considerations of the client. Take your time to discuss these and be friendly but honest. When the client wants to discuss other options, take this seriously. Provide an overall solution, without too many details. Treat the client like the situation is unique. Try to be genuine and try to get to know the client as a person. After closing the deal, it is important to keep in mind how INFPs like to finalize things. After making their choice an idealist may have need for information on other options. Idealists like to keep their options open until the last moment. 33 INTP Strategist The client (INTP) can be noticed by: • I: Thinking first, then talking • Takes a break during answering questions or providing information • Make the impression of extensive think- ing during a meeting • May not talk very loudly • Uses short sentences, does not keep talking. • N: The big picture • They will ask for the goal of a specific action • May ask for the current and future conce- quences of a sales deal • Will ask the ‘why’ question • May talk about possibilities and will try to see the bigger picture • T: Logical decision making • It may feel like they are testing your knowledge about the product • They may look at objective proof • They are not impressed by other people’s opinions • During the meeting, this client will use ‘if-then’ logical reasoning • P: Likes to keep options open • They may need time and space to look at their own decision • They may want to consider multiple options • Will delay the decision about purchasing to the last moment • They like to think about all the options Communication In order to contact a strategist it may be of impor- tance to take a reserved attitude. Preferably as- sume a quiet posture. Give the INTP enough time to process all the information that is provided. It is no problem when there are quiet periods during the meeting. When providing information to an INTP it is import- ant to keep in mind the preferences that the strategist has on information processing (N/iNtuition) and decision making (T/Thinking). Therefore use im- personal words like ‘it’ and ‘the’ instead of ‘your’ and ‘mine’. Do not assume that clients already know what they want. Instead, ask which options the Strat- egist has considered. Be prepared for detailed ques- tions about your knowledge and expertise, and offer alternative solutions where appropriate. Provide clear information about both the immediate and long-term benefits of the product. For successfully closing a deal with a strategist it is important to look at the last letter of the Jung Type, which is a P (Perceiving) for strategists. A strategist likes to process information and take time for this. Try to find out what your client’s preference is on this dimension. If it is P, try to speed up the decision-making process. Keep the time table of the client in mind and adapt your actions accordingly. Expect an acceleration of the client in the last stage of the deal. Sales To sell effectively to a Strategist, the salesperson should maintain a professional approach and present clear, logical options. Respect the Strategist’s need to understand how things work and their ability to anal- yse information critically. Demonstrate strong prod- uct knowledge and professionalism, and give honest and accurate answers to questions, as the Strategist is likely to investigate the facts independently. Pres- ent the available options clearly so that a complete picture emerges and make sure you are up to date with the latest developments in the market. Do not rely too much on personal contact, as the Strategist will usually value this only after being convinced of your professionalism and expertise. Try to follow the client’s thought process and ask questions to under- stand their reasoning before providing advice. When closing the deal it is important to keep in mind the preference of strategist on finalizing things (P/Perceiving). After strategists have made their choice they still want to consider other op- tions. They prefer to keep their options open. 34 ESTP Doer The client (ESTP) can be noticed by: • E: No restrictions on verbal communication • Likes to talk a lot and likes to talk fast • It may appear that they are thinking out loud • They may not let you finish talking and they will interrupt you to have their say • They may talk loud • S: Focus on details • Will ask for details, information and guid- ance at each stage of the sales process • Will inform regarding the current situa- tion • Will ask ‘what’ and ‘how’ questions • May use very clear and detailed descrip- tions • T: Logical decision making • It may feel like they are testing your knowledge about the product • They may look at objective proof • They are not impressed by other people’s opinions • During the meeting, this client will use ‘if-then’ logical reasoning • P: Likes to keep options open • They may need time and space to look at their own decision • They may want to consider multiple op- tions • Will delay the decision about purchasing to the last moment • They like to think about all the options Communication To make contact with a Doer it is important for the sales person to take an open attitude and to make an enthusiastic impression. Let the doer speak, they like that. Ask open questions, listen carefully and finalize with a short summary. When providing information to an ESTP it is important to keep in mind how an ESTP processes information and how they make decisions. With ESTPs this is determined by their preference for S (Sensing) and T (thinking). Because of this you should use impersonal words like ‘it’ and ‘the’ instead of words like ‘your’ or ‘mine’. Provide specific details and remember facts. Ask ‘how’ and ‘what’ questions to get knowledge on the needs of the client. Be prepared for critical ques- tions. Inform Doers about the objective benefits of the product. For successfully closing a deal with a Doer it is important to look at the last letter of the Jung Type, which is a P (Perceiving) for Doers. An ESTP likes to process information and take time for this. Try to find out what the preference of your client is on this dimension and if it is P, try to speed up the decision making process. Keep the time table of the client in mind and adapt your actions accordingly. Expect an acceleration of the client in the last stage of the deal. Sales To sell effectively to a Doer, the salesperson should focus on providing factual information. Keep the communication short, direct and hon- est, and present information in a clear and logical manner without dwelling on irrelevant topics. Make sure you know what you are talking about and explain the different solutions so that the cli- ent can compare the available options. Use con- crete facts such as numbers, percentages and other relevant data whenever possible. Be prepared for questions and expect the Doer to test your knowl- edge and expertise. When closing the deal it is important to keep in mind how doers like to finalize things. When ESTPs have made up their mind they like the opportunity to change their choice. They like to have enough time and information to make their choices. 35 ESFP Performer The client (ESFP) can be noticed by: • E: No restrictions on verbal communication • Likes to talk a lot and likes to talk fast • It may appear that they are thinking out loud • They may not let you finish talking and they will interrupt you to have their say • They may talk loud • S: Focus on details • Will ask for details, information and in- struction in each step of the sales process • Will inform regarding the current situa- tion • Will ask ‘what’ and ‘how’ questions • May use very clear and detailed descrip- tions • F: Socially oriented • Is focused on harmony during interaction • May talk about values • Asks what other companies do or have done • Keeps others in mind when making deci- sions • P: Likes to keep options open • They may need time and space to look at their own decision • They may want to consider multiple op- tions • Will delay the decision about purchasing to the last moment • They like to think about all the options Communication To make contact with an ESFP it may be import- ant for a sales employee to appear energetic in terms of expression, use of voice, posture and movements. Make sure that you do this in a natu- ral way. Spend enough time listening to the client. Make sure that you ask open questions, show gen- uine interest and make sure that you understand the client. When providing information to an ESFP, it is important to think of the preference they have for receiving information and the preference that they have for making decisions. With ESFPs, this is determined by their prefer- ence for S (Sensing) and F (Feeling). Therefore, use personal words such as ‘your’ and ‘mine’. Ask about the client’s personal experiences and actively listen to their story. Try to create harmo- ny during the conversation and look for points of agreement with the Performer. Explain how comparable clients came to their decisions and make the Performer feel that they and their needs are important. For successfully closing a deal with Performers it is important to look at the last letter of the Jung Type, which is a P (Perceiving) for performers. A performer likes to process information and take time for this. Try to find out what the preference of your client is on this dimension and if it is P, try to speed up the decision making process. Keep the time table of the client in mind and adapt your actions accordingly. Expect an acceleration of the client in the last stage of the deal. Sales To sell effectively to a Performer, it is important to provide personal service. Listen carefully, make enough time for the conversation and give the cli- ent your full attention. Be fair, warm and friendly. Provide factual information, but present it in a personal way and remember what the client tells you. Also provide practical information, use ex- amples and share the experiences of other clients. Explain the different options clearly and give the client enough time to make a decision. When closing a deal, it is important to remem- ber how Performers like to close things (P/Per- ceiving). Performers want to prevent that wrong decisions are made. Therefore, they like to delay making choices and they like to get a lot of infor- mation. Performers like choices not to be definite, they like to keep their options open. 36 ENFP Inspirer The client (ENFP) can be noticed by: • E: No restrictions on verbal communication • Likes to talk a lot and likes to talk fast • It may appear that they are thinking out loud • They may not let you finish talking and they will interrupt you to have their say • They may talk loud • N: The big picture • They will ask for the goal of a specific action • May ask for the current and future conce- quences of a sales deal • Will ask the ‘why’ question • May talk about possibilities and will try to see the bigger picture • F: Socially oriented • Is focused on harmony during interaction • May talk about values • Asks what other companies do or have done • Keeps others in mind when making deci- sions • P: Likes to keep options open • They may need time and space to look at their own decision • They may want to consider multiple op- tions • Will delay the decision about purchasing to the last moment • They like to think about all the options Communication To make contact with an ENFP, it is important for the salesperson to communicate enthusiastically. Ensure that there is a good balance in the conver- sation, with both the salesperson and the client having enough opportunity to speak and share their ideas. When providing information to Inspirers, it is important to keep in mind their preference for processing information (N/iNtuition) and making decisions (F/Feeling). Try to support the Inspirer’s ideas and thoughts. Ask about the client’s expe- riences and what they want to achieve. Repeat the client’s point of view in your own words and make sure the client knows that you understand their perspective. This way, follow the thought of your client. Try to act friendly and genuine. Only provide details when the client asks for them and when they are needed. For successfully closing a deal with inspirers it is important to look at the last letter of the Jung Type, which is a P (Perceiving) for inspirers. An inspirer likes to process information and take time for this. Try to find out what your client’s prefer- ence is on this dimension. If it is P, try to speed up the decision-making process. Keep the time table of the client in mind and adapt your actions accordingly. Expect an acceleration of the client in the last stage of the deal. Sales To sell effectively to an ENFP, it is important to support Inspirers in their thoughts and ideas. Treat the Inspirer with respect and as an individual with a unique set of needs and expectations. Listen carefully, appreciate the client’s thought process and take the time to discuss their ideas. Be friend- ly, open and honest. If the client wants to explore other options, be willing to discuss them. Focus on providing an overall solution and a clear overview rather than too many details. Treat the client’s situation as unique, be genuine and take the time to get to know the client as a person. When closing the deal it is important to keep in mind how Inspirers finalize things (P/Perceiving). Inspirers like options and information about the options. Inspirers may have a difficult time mak- ing decisions and therefore like to keep their op- tions open. They may delay their choice until they have enough information to make a choice. 37 ENTP Innovator The client (ENTP) can be noticed by: • E: No restrictions on verbal communication • Likes to talk a lot and likes to talk fast • It may appear that they are thinking out loud • They may not let you finish talking and they will interrupt you to have their say • They may talk loud • N: The big picture • They will ask for the goal of a specific action • May ask for the current and future conce- quences of a sales deal • Will ask the ‘why’ question • May talk about possibilities and will try to see the bigger picture • T: Logical decision making • It may feel like they are testing your knowledge about the product • They may look at objective proof • They are not impressed by other people’s opinions • During the meeting, this client will use ‘if-then’ logical reasoning • P: Likes to keep options open • They may need time and space to look at their own decision • They may want to consider multiple op- tions • Will delay the decision about purchasing to the last moment • They like to think about all the options Communication To make contact with an ENTP it is important for the sales person to take an open attitude and to make an enthusiastic impression. Let the innova- tor speak, they like that. Ask open questions, listen carefully and finalize with a short summary. When providing information to an innovator it is important to keep in mind the preferences that the ENTP has on information processing (N/iNtuition) and decision making (T/Thinking). Therefore use impersonal words like ‘it’ and ‘the’ instead of ‘your’ and ‘mine’. Do not assume that the cli- ents know what they want, but instead ask which options the ENTP has considered. Prepare to be questioned on your knowledge and provide al- ternatives. Provide information on the direct and long term benefits of the product. For successfully closing a deal with ENTPs it is important to look at the last letter of the Jung Type, which is a P (Perceiving) for innovators. An innovator likes to process information and take time for this. Try to find out what the preference of your client is on this dimension and if it is P, try to speed up the decision making process. Keep the time table of the client in mind and adapt your actions accordingly. Expect an acceleration of the client in the last stage of the deal. Sales To effectively sell to an Innovator the sales person needs to focus on a professional attitude and on providing logical options. Respect the need for understanding and the cognitive abilities of the ENTP. Show your product knowledge and your professionalism. Provide honest answers to ques- tions, the innovator will find out the truth anyway. Provide an overview of the options so that a total picture emerges. Ensure that you are up to date on the latest developments in the market. Do not ex- pect personal contact. The client will only accept this once they are convinced of your professional- ism. Try to follow the thinking process of the cli- ent and ask questions before you provide advice. When closing a deal, it is important to remember how ENTPs like to close things (P/Perceiving). Innovators want to prevent that wrong decisions are made. Therefore, they like to delay making choices and they like to get a lot of information. Innovators like choices not to be definite, they like to keep their options open. 38 ESTJ Decision-Maker The client (ESTJ) can be noticed by • E: No restrictions on verbal communication • Likes to talk a lot and likes to talk fast • It may appear that they are thinking out loud • They may not let you finish talking and they will interrupt you to have their say • They may talk loud • S: Focus on details • Will ask for details, information and in- struction in each step of the sales process • Will inform regarding the current situation • Will ask ‘what’ and ‘how’ questions • May use very clear and detailed descrip- tions • T: Logical decision making • It may feel like they are testing your knowledge about the product • They may look at objective proof • They are not impressed by other people’s opinions • During the meeting, this client will use ‘if-then’ logical reasoning • J: Enjoy closing things • They are impatient with long descriptions or long procedures • They create the following atmosphere: ‘Hurry up, I want to make a choice.’ • Will make premature or impulsive choices • Is happy when the deal is closed so that they can move on to new things Communication To make contact with an ESTJ it is important for the sales person to take an open attitude and to make an enthusiastic impression. Let the de- cision-maker speak, they like that. Ask open questions, listen carefully and finalize with a short summary. When providing information to a decision-maker it is important to keep in mind how a decision-maker processes information and how they make decisions. With ESTJs this is determined by their preference for S (Sensing) and T (thinking). Because of this you should use impersonal words like ‘it’ and ‘the’ instead of words like ‘your’ or ‘mine’. Provide specific details and remember facts. Ask ‘how’ and ‘what’ questions to get knowledge on the needs of the client. Be prepared for critical ques- tions. Inform a decision-maker on the objective benefits of the product. For successfully closing the deal, it is important to focus on the last part of the Jung Type, for a deci- sion-maker this is J (Judging). Try to find out what the goals of the client are and when these goals need to be met. Prepare a time schedule and try to stick to this schedule. Be prepared for pressure, applied by the client to close the deal, however, ensure that the client will not try to close the deal too quickly. Sales To effectively sell products to an ESTJ, the sales employee should provide factual information. Keep it short, be objective, direct and honest. Pro- vide information in a logical manner and stick to the topic, avoid chit-chat at this stage. Make sure that you know what you are saying and provide information on the different possibilities so that the client can make an objective choice. Write down factual information such as numbers or per- centages. Be prepared to be questioned on these facts and details by the decision-maker. For closing the deal it is important to use the pref- erence of the Decision-maker on closing a deal. When a decision-maker has come to a decision they want to finish the deal quickly. They will want to know information on delivery dates and such. Decision-makers seek closure of projects, that provides them with a relaxed feeling. 39 ESFJ Service Provider The client (ESFJ) can be noticed by: • E: No restrictions on verbal communication • Likes to talk a lot and likes to talk fast • It may appear that they are thinking out loud • They may not let you finish talking and they will interrupt you to have their say • They may talk loud • S: Focus on details • Will ask for details, information and in- struction in each step of the sales process • Will inform regarding the current situation • Will ask ‘what’ and ‘how’ questions • May use very clear and detailed descrip- tions • F: Socially oriented • Is focused on harmony during interaction • May talk about values • Asks what other companies do or have done • Keeps others in mind when making deci- sions • J: Enjoy closing things • They are impatient with long descriptions or long procedures • They create the following atmosphere: ‘hurry up, i want to make a choice’ • Will make premature or impulsive choices • Is happy when the deal is closed so that they can move on to new things Communication To make contact with an ESFJ it may be important for a sales employee to appear energetic in terms of expression, use of voice, posture and movements. Make sure that you do this in a natural way. Spend enough time listening to the client. Make sure that you ask open questions, show genuine interest and make sure that you understand the client. When providing information to an ESFJ, it is important to think of the preference they have for receiving information and the preference that they have for making decisions. With ESFJs, this is determined by their prefer- ence for S (Sensing) and F (Feeling). Therefore, use personal words such as ‘your’ and ‘mine’. Ask about the client’s personal experiences and actively listen to their story. Try to create harmo- ny during the conversation and look for points of agreement with the Service Provider. Explain how comparable clients came to their decisions and make sure the Service Provider feels that they and their needs are important. For successfully closing the deal, it is important to focus on the last part of the Jung Type, for a Service provider this is J (Judging). Try to find out what the goals of the client are and when these goals need to be met. Prepare a time schedule and try to stick to this schedule. Be prepared for pressure, applied by the client to close the deal, however, ensure that the client will not try to close the deal too quickly. Sales To sell effectively to a Service provider, it is important for the salesperson to show personal in- volvement in both the sales process and the client. Listen carefully, make enough time for the con- versation and give the client your full attention. Be honest, warm and friendly. Provide factual information, but present it in a personal way and remember what the client tells you. Also provide practical information and share the experiences of other clients. Explain the available options clearly and give the client enough time to make a deci- sion. When closing the deal it is important to consider the preference of service providers on closing things. When service providers have come to a decision they will not consider options. They will focus on finalizing their chosen option. They will like clarity on the product that they have bought and they do not like surprises or changes after a deal has been made. 40 ENFJ Coach The client (ENFJ) can be noticed by: • E: No restrictions on verbal communication • Likes to talk a lot and likes to talk fast • It may appear that they are thinking out loud • They may not let you finish talking and they will interrupt you to have their say • They may talk loud • N: The big picture • They will ask for the goal of a specific action • May ask for the current and future conce- quences of a sales deal • Will ask the ‘why’ question • May talk about possibilities and will try to see the bigger picture • F: Socially oriented • Is focused on harmony during interaction • May talk about values • Asks what other companies do or have done • Keeps others in mind when making deci- sions • J: Enjoy closing things • They are impatient with long descriptions or long procedures • They create the following atmosphere: ‘Hurry up, I want to make a choice.’ • Will make premature or impulsive choices • Is happy when the deal is closed so that they can move on to new things Communication To make contact with an ENFJ it is important for the sales person to take an open attitude and to make an enthusiastic impression. Let the coach speak, they like that. Ask open questions, listen carefully and finalize with a short summary. To provide information to a coach it is important to keep in mind their preference for processing information (N/iNtuition) and their preference for making decisions (F/Feeling). Try to support the thoughts of the coach. This way, follow the thought of your client. Try to act friendly and genuine. Only provide details when the client asks for them and when they are needed. For successfully closing the deal, it is important to focus on the last part of the Jung Type, for a coach this is J (Judging). Try to find out what the goals of the client are and when these goals need to be met. Prepare a time schedule and try to stick to this schedule. Be prepared for pressure, applied by the client to close the deal, however, ensure that the client will not try to close the deal too quickly. Sales To effectively sell to an ENFJ it is important that the sales employee supports the thoughts of the Coach. Treat coaches with respect, like you would treat a person with unique wishes and demands. Listen carefully and appreciate the considerations of the client. Take your time to discuss these and be honest but fair. When the coach wants to consider other options, take this seriously. Provide overall solutions, without providing details. Treat the client as if this situation is completely unique for client. Try to be honest and try to get to know the client as a person. When closing the deal it is important to keep in mind the preference of a coach on closing deals. Coaches may want to study things carefully. When choices are made they want to finish the project. They do not like things that are unclear and they want to know what the status is of a deal. 41 ENTJ Leader The client (ENTJ) can be noticed by: • E: No restrictions on verbal communication • Likes to talk a lot and likes to talk fast • It may appear that they are thinking out loud • They may not let you finish talking and they will interrupt you to have their say • They may talk loud • N: The big picture • They will ask for the goal of a specific action • May ask for the current and future conce- quences of a sales deal • Will ask the ‘why’ question • May talk about possibilities and will try to see the bigger picture • T: Logical decision making • It may feel like they are testing your knowledge about the product • They may look at objective proof • They are not impressed by other people’s opinions • During the meeting, this client will use ‘if-then’ logical reasoning • J: Enjoy closing things • They are impatient with long descriptions or long procedures • They create the following atmosphere: ‘Hurry up, I want to make a choice.’ • Will make premature or impulsive choices • Is happy when the deal is closed so that they can move on to new things Communication To make contact with an ENTJ it is important for the sales person to take an open attitude and to make an enthusiastic impression. Let the leader speak, they like that. Ask open questions, listen carefully and finalize with a short summary. When providing information to a leader it is important to keep in mind how a leader processes information and how they make decisions. When providing information to an ENTJ it is important to keep in mind the preferences that the Leader has on information processing (N/ iNtuition) and decision making (T/Thinking). Therefore, use impersonal words like ‘it’ and ‘the’ instead of ‘your’ and ‘mine’. Do not assume that the clients know what they want, but instead ask which options the leader has considered. Prepare to be questioned on your knowledge and provide alternatives. Provide information on the direct and long term benefits of the product. For successfully closing the deal, it is important to focus on the last part of the Jung Type, for a Leader this is J (Judging). Try to find out what the goals of the client are and when these goals need to be met. Prepare a time schedule and try to stick to this schedule. Be prepared for pressure, applied by the client to close the deal, however, ensure that the client will not try to close the deal too quickly. Sales To sell effectively to a Leader, maintain a profes- sional approach and provide clear, logical options. Respect the Leader’s need to understand the situa- tion before making a decision. Demonstrate strong product knowledge, answer questions honestly and provide an overview of the available options. Stay up to date with market developments and focus on expertise rather than personal contact. Ask questions to understand the Leader’s thinking before providing advice. When closing a deal with a Leader it is important to understand how an ENTJ likes to close deals. Leaders make well-thought-out decisions. Once a decision has been made, they like to finalize things as quickly as possible. Leaders like to make clear choices and do not like to change these choices at a later stage. 42 Jung Type and Sales Types ll sales persons will benefit from studying the Jung Type of their clients. It is important to know that the four sales types are independent of the 16 Jung Types that clients may have. Thus, many different combinations are possible. Some possible combinations are discussed below. Hunters are known as fast sales types. Therefore they may have trouble with clients that have a preference for P (Perceiving). These clients need a lot of information and will not come to a decision fast. Because of this, the sales process will take more time and may end in delaying the choice. Hunters will like to do business with clients that have a preference for Judging. These clients will come to a deal quickly. That will save a lot of time and the Hunter will know exactly what the result is. Consultants provide advice to clients. For them, it is very important to keep in mind how the client processes information and how the client takes decisions. Consultants will not have a clear pref- erence for a Jung Type. While preparing their presentation they may benefit from the knowledge that their client has a preference for Thinking. This enables them to focus on logic, rationality and objective criteria. This is in contrast to clients with a preference for Feeling. These clients will prefer a personal touch and prefer subjective crite- ria. With these clients the consultant will need to keep in mind their need for a personal orientation. Farmers focus on managing business relation- ships. They will show genuine interest in clients and provide service to existing clients. Managing client relations will be easier with clients with a preference for Feeling. These clients value a personal approach and take into account what is important to others. They will also share person- al details more easily. Clients with a preference for Thinking will be more rational and direct. This makes it more difficult for a farmer to make personal contact. By being helpful the farmer will nevertheless be able to manage a tight business relationship. Negotiators will not have a preference for a cer- tain Jung Type. How diplomatic or direct a nego- tiator should be during a negotiation, depends on the preference of the client for either T(Thinking) or F(Feeling). The negotiator will also take into account the preference of the client on finalizing things. Clients with a preference for Judging will have a need for structure and a strict time sched- ule. Clients with a preference for Perceiving leave room for changes and will get back to previously discussed topics. 43 Jung Type and Sales Types ung Types are dynamic. They provide infor- mation on an interaction between preferences. A sales person may act based on the preferences of the Jung Type. Please note that clients will not always act according to the preferences of their Jung Type. This behavior can be influenced by the product or the context of the situation. For instance, a strategist will take less time to do research into possible products when they are in a hurry or when they purchase small things like batteries. Decision makers will take more time to do research when they may want to buy a house. Nevertheless, small differences between the Jung Types exist. A strategist will be more sensitive to comparing products, even when the product is small. A decision maker will be able to decide on purchasing a house relatively quickly. There- fore, studying the Jung Type of your client is very useful. When a sales person adapts to the Jung Type of the client, the client will feel more relaxed during the interaction and will more easily proceed to purchasing the product. Try to think how you would feel if a sales person treats you on the basis of your Jung Type and what influence this may have on your consumer behavior and satisfaction with the product. In the Bridge Personality Extended report, the Jung type of the sales person is displayed. It may very well be that a person has a different Jung Type at work or a different Jung Type at home. The Jung Type that is reported is based on prefer- ences at work. Within a sales team it can be worthwhile to be aware of each other’s Jung Type. More insight into the communication style of team members should lead to more mutual understanding, more effective decision making and higher-quality output. To get a more complete picture of the use of the Bridge products in sales, please use the following reports and books: Reports: • The Bridge Personality: Sales report • The Bridge Personality: Big Five + 16 Jung Type report • The Bridge Personality: Big Five + 4 color report • The Bridge Personality: Big Five + 16 Jung Type + 4 color report • The Bridge 360 (Sales module) Books: • The Bridge Personality: the book for candi- dates • The Bridge Personality: the book for sales 44 Using the 4-Colour Model in Sales he 4-colour personality model is a simple way to understand your own behaviour and that of others. Everyone uses all four colours, but the combination is different for each person. Blue: Analytical, objective, accurate and de- tail-focused. Green: Calm, caring, supportive and relation- ship-focused. Yellow: Enthusiastic, expressive, creative and energetic. Red: Decisive, assertive, action-oriented and result-focused. Your colour scores are based on your answers in The Bridge Personality assessment. They show how you naturally prefer to think, work and com- municate. In sales, these preferences can influence how you approach and communicate with customers. Blue customers often look for facts and details, while Red customers focus more on speed and results. Yellow customers respond well to enthusiasm and possibilities, while Green customers value trust and personal attention. Recognising these differences helps you under- stand what a customer needs and adapt your sales approach accordingly. Everyone has a preference for all four colours, but usually one colour is dominant. At the same time, you are never just one colour. In sales, you use different colours depending on the customer, the situation and the stage of the sales process. For example, you may use more Yellow when making contact, more Blue when discussing details, or more Red when moving towards a decision. Your scores in the 4-colour model are calculated using both normative and ipsative measurement methods. Together, they provide a more complete picture of how naturally you can use each colour in sales. Normative preferences reflect the sales behaviour you consciously choose to show. This can be influenced by your role, experience and what you believe is expected of you. Ipsative preferences show your more natural and instinctive behaviour. They indicate which colours you are likely to use automatically during a sales conversation, especially when you are not con- sciously adapting your behaviour. Scores above 3 indicate colours you can use naturally and with relatively little effort. Scores below 3 indicate colours that may require more conscious effort. Being aware of this can help you adapt your sales behaviour to different customers and sales situations. Green 66,67% Red 61,67% Blue 71,67% Yellow 68,33% 3.7 4.1 4.3 Green Red 65,00% 58,33% Blue 71,67% Yellow 60,00% 3,9 3,5 3,6 4,3 Normative (intentional) preference Ipsative (less intentional) preference Figure 1: Example of normative and ipsative colour preferences in The Bridge Personality. 45 Using the 4-Colour Model in Sales By linking the Thinking and Feeling preferences with Extraversion and Introversion, eight prefer- ence types are formed in the colour wheel. These types reflect different ways of communicating and interacting with customers during the sales pro- cess. Next, three rings are added. The 4 colours, 8 main types and 24 subtypes result in 72 positions in the colour wheel. Each subtype has a unique order of colours that reflects its preferred sales behaviour and commu- nication style. The distribution across the rings shows the relative focus or spread of the first three preferred colours and provides a more detailed picture of how someone naturally approaches customers. • Inner ring: three colours above score 3 • Middle ring: two colours above score 3 • Outer ring: one colour above score 3 It is also possible to occupy more than one posi- tion in the wheel. This means that your conscious (normative) sales behaviour differs from your more natural, less conscious (ipsative) behaviour. It is not possible to have a preference for all four colours. There is always at least one colour that feels less natural to use. In sales, this may rep- resent behaviours or communication styles that require more conscious effort. The colour is still accessible and can be used when needed, for ex- ample when adapting your approach to a different type of customer or sales situation. FEELING IO IO THINKING HELPER IN IR REFORMER .2 .2 .2 1.23 1.24 1.1 .2 .8 .9 .1 1.11 1.12 1.13 .1 .2 .2 .22 2.23 2.24 2.1 .2 .8 .9 .1 2.11 2.12 2.13 .1 .2 . 2 .2 3.23 3.24 3.1 .2 .8 .9 .1 3.11 3.12 3.13 .1 Figure 2: The 4-colour wheel with the 8 main types and 24 subtypes, resulting in 72 positions 46 By linking the Thinking and Feeling preferences with Extraversion and Introversion, eight pref- erence types are formed in the colour wheel. In sales, these types provide practical insight into how people tend to communicate, make decisions and respond during the sales process. Next, three rings are added, resulting in a total of 72 positions. The combination of colour prefer- ences determines an individual’s position in the wheel and provides a more detailed picture of their preferred sales behaviour. The colour wheel also distinguishes between a person’s conscious, self-reported preference (normative) and their less conscious, more auto- matic preference (ipsative). These positions may be the same, but they can also differ. For sales professionals, this difference can be particularly useful, as it shows how they see their own sales behaviour compared with how they are natural- ly inclined to communicate and act in customer situations. Please note: If you have a high normative-ipsative alignment in your Bridge Personality report, your normative (conscious) and ipsative (less conscious) positions are close to each other in the 4-colour wheel. If your normative and ipsative scores are identical, you will appear in exactly the same position in the wheel. This means that how you see yourself and how you naturally tend to behave are strongly aligned. In the example below, the conscious position (nor- mative) is 2.13: Connecting Mediator, while the less conscious position (ipsative) is 2.17: Connect- ing Planner. The two positions are close togeth- er, indicating a high level of alignment between conscious and more natural behaviour. Het Bridge Colour-wiel oor de voorkeuren Thinking en Feeling te ver- binden met Extraversie en Introversie ontstaan acht voorkeurstypen in het kleurenwiel. Vervolgens worden er drie ringen aangebracht, zodat uiteindelijk 72 posities ontstaan. De combinatie van de kleurenvoorkeuren bepaalt de positie in het kleurwiel. In het kleurenwiel worden zowel de bewuste positie (normatief) als de minder bewuste positie (ipsatief) weergeven. Het komt voor dat deze posities hetzelf- de zijn, maar vaak zullen ze verschillen. HELPER IN IR REFORMER FEELING IO IO THINKING .2 .2 .2 1.23 1.24 1.1 .2 .8 .9 .1 1.11 1.12 1.13 .1 .2 . 2 .2 3.23 3.24 3.1 .2 .8 .9 .1 3.11 3.12 3.13 .1 .2 .2 .2 2.23 2.24 2.1 .2 .8 .9 .1 2.11 2.12 2.13 2.1 0.5 4.5 5.5 3.5 0.5 4.5 5.5 3.5 N= I= Figuur 4: Het Bridge Colour-wiel met de bewuste positie (normatief) en de minder bewuste positie (ipsatief) Let op: Heb je een hoge normatief-ipsatief overeen- komst in je Bridge Personality rapport? Dan liggen je normatieve (bewuste) en ipsatieve (minder bewuste) posities dicht bij elkaar in het Bridge Colour-wiel. In het onderstaande voorbeeld is de bewuste positie (normatief) 2.13: Verbindende medi- ator en de minder bewuste positie (ipsatief) is 2.17: Verbindende planner Using the 4-Colour Model in Sales Figure 3: The 4-Colour wheel showing the conscious position (normative) and the less conscious position (ipsative) 47 The four-color model is a practical way to un- derstand differences in customer behaviour and communication. Everyone uses all four colours, but usually one or two are more dominant. For sales professionals, the real value is recognis- ing the customer’s preferences and adapting their approach. Blue customers often want facts and details, Red customers prefer results and speed, Yellow customers respond to enthusiasm and pos- sibilities, while Green customers value trust and personal attention. Good salespeople adapt their questions, communi- cation and pace to the person in front of them. How to use The Bridge Personality 4-Colour Report in sales The Bridge Personality 4-Colour Report gives sales professionals a practical way to understand their own sales style and adapt it to different cus- tomers. The idea is not to change your personality, but to become more flexible in how you sell. 1. Start with your own Bridge Personality 4-colour report Look at your scores for Red, Yellow, Green and Blue. • Which colours come most naturally to you? • Which colours require more effort? Your strongest colours will often influence how you communicate with customers. 2. Recognise your natural sales style Think about how your colours show up in sales conversations. • Red tends to be direct and results-focused. • Yellow brings energy and enthusiasm. • Green focuses on relationships and sup- port. • Blue prefers facts, structure and detail. 3. Watch where you may overdo it Strengths can also work against you. Red may move too quickly, Yellow may talk too much, Green may hesitate to close and Blue may provide too much detail. Use your Bridge Personality report to identify where you may need to adjust. 4. Learn to recognise the customer Listen to what customers ask for and watch how they communicate. Do they want facts and details, quick results, new possibilities or reassurance and support? Do not try to put customers into a box. Use the four colours as clues to what they may prefer. 5. Adapt your sales approach Once you have an idea of the customer’s pref- erence, adjust your approach. • With Red, focus on results. • With Yellow, explore possibilities. • With Green, take your time. • With Blue, provide facts and details. 6. Compare it with your own style This is where the 4-Colour Report becomes especially useful. If your natural style is very different from the customer’s, you may need to adapt more consciously. A Yellow salesperson, for example, may need to slow down and become more structured when selling to a Blue customer. 7. Put it into practice After a sales meeting, think about what happened. Did you recognise the customer’s preferences? Did you adapt your approach? What worked, and what would you do differ- ently next time? Used this way, The Bridge Personality 4-Co- lour Report becomes a practical tool for im- proving everyday sales conversations. Using the 4-Colour Model in Sales 48 Selling to Blue Customers Blue customers tend to be analytical, objective, accurate, and detail-oriented. They usually want to understand exactly what they are buying before making a decision. Blue customers often ask detailed questions about specifications, pricing and risks. They prefer facts over enthusiasm and want to reach their own con- clusions. When selling to a Blue customer: • Be well prepared and know the details. • Present facts, figures, and relevant evidence. • Explain how the product or service works. • Structure your presentation logically. • Answer questions accurately. • Give the customer enough time to evaluate the information. • Avoid exaggeration or making claims you cannot support. A Blue customer may appear reserved or criti- cal, but detailed questions often indicate genuine interest. How to Sell to Blue B2B Customers For a B2B Blue customer, facts, accuracy and reliability matter. They want to understand how your solution works, what it costs and what risks are involved. 1. Prepare well Blue customers expect you to know the de- tails. • Bring relevant technical information and specifications. • Use facts and measurable results. • Prepare clear information about costs, implementation and expected results. • Be ready to answer questions about secu- rity, privacy and service levels. Instead of saying, “Our solution improves ef- ficiency,” say, “Our customers reduced down- time by an average of 14%.” 2. Structure the meeting Keep the conversation logical and organised. • Start with the customer’s needs and chal- lenges. • Explain how your solution works. • Show how it fits into their existing organi- sation or systems. • Discuss costs, benefits and possible risks. • Leave enough time for detailed questions. • Agree on clear next steps. 3. Communicate clearly Blue customers generally prefer precise infor- mation over sales language. • Avoid exaggeration and buzzwords. • Give direct answers. • Be honest about limitations. • Do not make claims you cannot support. • Follow up with the information and docu- ments discussed during the meeting. 4. Handle objections with facts If a Blue customer raises an objection, do not immediately try to convince them. First understand their concern and then provide relevant evidence. • Customer: “Your competitor’s system seems more stable.” • Avoid: “We work with major brands, so stability isn’t an issue.” • Better: “Let’s compare the technical spec- ifications and uptime figures so you can evaluate the difference.” 5. Closing the sale Avoid putting pressure on Blue customers. Give them time to check the facts and suggest a clear, logical next step. “Based on our discussion, the next step could be a technical test. Shall we schedule this for next Tuesday?” Be accurate, provide evidence and let the facts support the decision. 49 Selling to Red Customers Red customers tend to be decisive, direct and focused on results. Within The Bridge Personality, Red is associated with action, determination and getting things done. They usually want to get to the point quickly. Expect direct questions about results, costs, timing and what your solution will actually deliver. When selling to a Red customer: • Get to the point quickly. • Focus on results and business benefits. • Be confident and direct. • Give clear options and recommendations. • Keep explanations short. • Do not overload them with details. A Red customer may come across as demanding or impatient. This does not necessarily mean they are difficult to convince. They simply prefer a faster pace and want to see progress. How to Sell to Red B2B Customers The Bridge Personality can help sales profession- als recognise these preferences and adjust their approach. With Red B2B customers, the business case usually comes first. 1. Come prepared Know what your solution can deliver. • Have the costs and expected results ready. • Know the implementation time. • Understand the main business benefits. • Be prepared to recommend one option. Instead of saying, “Our solution offers a wide range of features,” say, “This solution gets your team up and running within two weeks and delivers results from day one.” 2. Keep the meeting moving • Start with the customer’s main objective. • Show how your solution addresses it. • Focus on the most relevant benefits. • Discuss costs and timing. • End with a clear next step. 3. Be direct Red customers generally appreciate clear answers. Long introductions and too much background information can slow down the conversation. The Bridge Personality Sales Report can help sales professionals understand their own sales style and where they may need to adapt when dealing with different customer types. 4. Deal with objections quickly If a Red customer has an objection, address the issue rather than giving a long explana- tion. • Customer: “Your implementation takes too long.” • Avoid: “Our implementation process con- sists of several different stages.” • Better: “The standard implementation takes six weeks, but we can have the core system running within four.” 5. Close clearly When the important questions have been answered, do not be afraid to ask for the next step. “Based on what you want to achieve, this looks like the best option. Shall we start next month?” The Bridge Personality, developed by Test- Group, gives sales professionals a practical way to recognise Red and other customer preferences and adjust their sales approach. 50 Selling to Yellow Customers Selling to Yellow Customers Yellow customers tend to be enthusiastic, expres- sive and open to new ideas. Within The Bridge Personality, Yellow is associated with energy, communication, creativity and enthusiasm. They often enjoy the conversation itself and like exploring what could be possible. Expect them to talk about ideas, opportunities and where your solution could take their organisation. When selling to a Yellow customer: • Bring energy into the conversation. • Talk about possibilities and new ideas. • Give them room to talk and share their thoughts. • Use examples and stories. • Focus on the bigger picture. • Do not get lost in details too early. A Yellow customer may move quickly from one idea to another. Rather than trying to control the conversation too much, give them some room to explore and then bring the discussion back to your solution. How to Sell to Yellow B2B Customers The Bridge Personality helps sales professionals adapt their approach. With Yellow B2B customers, enthusiasm, personal contact and possibilities are especially important. 1. Get them interested Show them what your solution could make possible. • Talk about opportunities rather than just features. • Use examples they can relate to. • Share a good customer story. • Ask for their ideas and involve them in the conversation. • Save the technical details until they are needed. Instead of saying, “Our solution includes sev- eral tools for team collaboration,” say, “Imag- ine what your team could do if everyone could share ideas and work together in one place.” 2. Keep the meeting engaging • Give the customer room to talk and share ideas. • Explore possibilities together. • Use examples and stories. • Focus on the bigger picture. • Bring the conversation back to a clear next step. 3. Make it personal Yellow customers often enjoy an open and lively conversation. Show interest in their ideas, respond with enthusiasm and avoid getting into too much detail too soon. The Bridge Personality Sales Report can help sales professionals understand their own sales style and see where they may need to adapt. 4. Keep objections positive When a Yellow customer has doubts, listen first and then focus on what could work. • Customer: “I’m not sure our team will actually use this.” • Avoid: “Our system has a very high adop- tion rate.” • Better: “What if we involve your team from the start and let them experience how it could make their work easier?” 5. Close on the energy If a Yellow customer is enthusiastic, use that moment to agree on the next step. “This sounds like something your team could really enjoy working with. Shall we set up a first session?” The Bridge Personality, developed by Test- Group, helps sales professionals recognise Yellow and other customer preferences and adapt their sales approach. 51 Selling to Green Customers Selling to Green Customers Green customers tend to be calm, supportive and relationship-oriented. Within The Bridge Person- ality, Green is associated with cooperation, stabili- ty, empathy and support. They usually prefer a friendly, relaxed conversa- tion without too much pressure. They want to feel comfortable with the solution, but also with the person selling it. Building trust is important. When selling to a Green customer: • Take time to build a relationship. • Show genuine interest. • Listen and give them time to respond. • Keep the conversation calm and friendly. • Focus on support and reliability. • Do not push for a quick decision. A Green customer may take longer to decide. This does not mean they are not interested. They may simply need more time to feel comfortable with the decision and any changes involved. How to Sell to Green B2B Customers The Bridge Personality helps sales professionals adapt their approach. With Green B2B customers, trust, personal contact and a feeling of reliability are especially important. 1. Build trust • Take time to understand their situation. • Show that you are interested in a long- term relationship. • Explain how you will support them. • Use examples from similar customers. • Talk about what the solution means for their team. • Give them time to think things over. Instead of saying, “We can have everything implemented within two weeks,” say, “We’ll guide your team through the process and make sure everyone is comfortable with the new way of working.” 2. Keep the meeting comfortable • Give the customer time to talk. • Listen carefully and do not rush them. • Ask about their team and what matters to them. • Keep the conversation friendly and re- laxed. • Agree on a next step that feels natural. 3. Give them time Green customers often prefer a calm pace. Give them time to respond, ask questions and think things through. Avoid filling every silence or pushing them towards a decision too quickly. The Bridge Personality Sales Report can help sales professionals understand their own sales style and see where they may need to adapt. 4. Take concerns seriously If a Green customer has doubts, listen first. Trying to convince them too quickly can cre- ate more resistance. • Customer: “I’m worried this could be a big change for our team.” • Avoid: “Most teams get used to it very quickly.” • Better: “I understand. We can take it step by step and make sure your team gets the support they need.” 5. Close naturally Do not put unnecessary pressure on a Green customer. Suggest a next step that makes it easy to continue the conversation. “Would it help if we first talked through the implementation with your team?” The Bridge Personality, developed by Test- Group, helps sales professionals recognise Green and other customer preferences and adjust their sales approach.