Selling With Emotional Intelligence : 5 Skills For Building Stronger Client Relationships

• Scenario Four.A high Tclient is easily offended by the high E’s can-
  dor, and that same Enterpriser is frustrated by the high Tclient’s
  indecisiveness.


• Scenario Five.The high Msales professional feels that the high A
  client impedes progress with pessimism, need for detail, and con-
  stant second-guessing.
  •(Note.The inverse of the above scenarios would also be true.)

What is necessary to diffuse conflict in all of these scenarios is for each
personality involved to meet the other halfway in establishing a comfort-
able mode of working and relating for both parties. For example, we have
seen individuals in similar scenarios improve their workplace relations by:

•Tactfully confronting personality-based tensions

• Establishing halfway-point personality compromises

Negotiating Core-Personality Compromises

Scenario One: High EManager and High TSales Professional

Scenario Two: High ESales Professional and High AClient

Masters in Conflict 225

Enterpriser Compromises

•Try to understand their need

for thoroughness.

•Wait for their input before

pushing to completion.

• State case in open-minded
  manner.


• Demonstrate patience with
  tone and body language.

Analyzer Compromises

• Find areas of agreement and
  restrain the impulse to judge.
  •Listen to and consider
  innovative input.


• Play devil’s advocate without
  being negative or cynical.

Enterpriser Compromises

• Find diplomatic ways to state
  case.


• Ask—don’t order.


• Pause and inquire when you
  observe frustration.

Togetherness Compromises

• Don’t regard Enterpriser
  candor or abrasion as a
  personal attack.
  •Write directives down and
  reiterate.


• Understand the Enterpriser’s
  need for results.