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

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to soften the harsh and blunt nature of their communications. Enterprisers
need to help others see the vision before they move forward—offering
them the needed encouragement along the way (without sarcasm).
Enterprisers need remember that their multitasking often offends the
Togetherness personality, who prefers a more personal focus. Stories of fast-
moving, hard-charging sales professionals offending Togetherness clients
are manifold.
Finally, Enterprisers need to get help with the detail work, the small
stuff that makes big things happen. Enterprisers are most comfortable deal-
ing with the big picture and tend to become frustrated or negligent if they
do not get help with the small stuff.


THE ANALYZER PERSONALITY


Strengths


Analyzers are accuracy-oriented—they want to get things right (see
Figure 3.3). They are often the keepers of the coin purse and protectors of
the process in place. Consequently, they are sticklers for proof, data, and
evaluation. They tend to focus on facts about things and about people.
They are quality-conscious and have very high standards, first for them-
selves and secondly for others they work with. They have a hard time un-
derstanding people who don’t do their best to do things right.
It would be safe to say that everything as we know it in this world would
self-destruct if not for the Analyzer personality. They are the architects and
engineers who design, the specialized builders, the editors and specialists
that make sure things are done and made right. Without the Analyzers, we
would lose quality control.
Analyzers ask good questions, plan things out carefully, and are con-
scientious about following procedures. They are generally industrious and
tenacious and try to stay logical in their approach. The Analyzer’s emo-
tional radar is up for predictability and accuracy.


Challenges


The Achilles heel of Analyzers is their propensity toward skepticism.
Their skepticism serves them well in process development but not in the peo-
ple department. They are often guilty of “snatching defeat out of the jaws of
victory,” telling people how and why they will fail and who will be responsible.


28 SELLING WITH EMOTIONAL INTELLIGENCE

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