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RECRUITING AND SELLING
THE THINKER
Approaching the "Thinker"
Approach them
in a formal, well-organized manner that places emphasis
on actions rather than words. Be on time, as “Thinkers”
respect punctuality. Be totally and thoroughly prepared
to present your idea from the introduction to the close.
Maintain a formal, businesslike atmosphere. Be
deliberate and avoid rushing through the presentation.
"Thinkers" want
to ask questions and will expect you to give detailed
responses. Maintain at least an arm’s length distance
from them at all times unless invited closer. Avoid
physical touch. Keep humor to a minimum. Avoid idle
conversation. Don’t be overly expressive with your
emotions.
Watch their
body language. An open relaxed posture signifies trust
while a close rigid posture signifies distrust. Trust
comes from respect. Respect comes from a well-organized
presentation that utilizes facts and figures instead of
personal opinions and generalizations.
Persuading and Selling
the "Thinker"
Draw the
“Thinker” out by asking specific questions that uncover
their needs. Once their objectives have been determined,
demonstrate the specific ways your ideas meet their
objectives and needs. The demonstration should consist
of a joint review of all relevant literature, facts and
figures. Provide solid, tangible, factual evidence; not
an opinion. Be prepared to furnish written proof that
validates verbal statements.
Establish a
step-by-step plan that cites specific times and dates
required to accomplish objectives. Control the detailed
analysis of the disadvantages and advantages of your
recommendations by listing them and providing viable
alternatives for dealing with any disadvantages. Make
sure you follow through on anything you say you will do.
Closing the "Thinker"
Avoid instant
or gimmick techniques that demand a commitment before
all facts are validated. “Thinkers” believe that there
is something wrong with the idea if there is any form of
pressure before their questions are answered. If they
want to “think it over”, respond by reviewing the most
important points and answering questions along the way.
Compliment their thoroughness.
You will often
find it necessary to coach them into a commitment. They
do not like to take the initiative, and high-pressure
closes may create skepticism and lose their commitment.
Be patient and don’t try to rush their decision making
process. Balance persistence with detailed logic and you
will get their business.
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