most likely to succeed… - apmp greater midwest chapter · 2018-11-08 · most likely to succeed ....
TRANSCRIPT
MOST LIKELY TO SUCCEED
A Guide to Navigating Different Personalities in the Proposal World
Class of 2008
Erin Ortiz, Logistics Capture Manager Derco, A Lockheed Martin Company
Stacey Duwe, National P&C RFP Advisor USI Insurance Services
What we’re going to cover
• The importance of Emotional Quotient and Social Capital
• EQ Quiz
• Introduction to the Four Personality Types Throughout History
• Analyze the Four Personality Types as Colleagues and Evaluators
• Discuss additional tips for communicating with these personalities.
Most Likely to Present at the APMP GMC
• International Military and USG Opportunities
• Lover of international travel, motorcycles, and adventure sports
• User of Psychology 101 knowledge in everyday life
• Commercial and State & Local Govt. Opportunities
• Lover of painting, vacationing, (sometimes) my children, schnauzers, and cats
• Love studying, testing, and implementing new ways to collaborate with others
Interpersonal Intelligence / Social Capital
Emotional Quotient (EQ) is vital to leading colleagues: • Motivate others • Relate to others • Build relationships with others,
work as a team
IQ
EQ Social Skills Empathy Motivation Self Awareness
Result:
Recognition Higher Compensation
Increased Performance
Importance of Social Capital
• EQ is vital to persuading evaluators.
• People with high EQs are perceived as more authentic, we tend to trust them more and their solution.
• Read people and leverage this knowledge to influence others’ attitudes and behaviors.
We are more likely to be persuaded when requests are aligned with our values, self-image, and future goals. In other words, people are easily persuaded of that which they wanted to do in the first place.
In-Harvard Business Review
Social capital is the most important currency in the world. People, not money, are your most important
assets. In-Superconnectors
Why is this an important topic
Understanding how to navigate internal personalities:
• Helps us lead projects more successfully
• Mitigates stress
• Fosters greater collaboration across the team
Knowing someone’s personality gives a tremendous boost to your persuasive powers. Whether you are pitching an idea to a client or tying to convince your partner to choose your favorite restaurant for dinner, you should tailor your pitch to their personality. This will not only make your pitch more likely to succeed, but also will make the entire process more enjoyable.
-Vanessa Van Edwards
Understanding now to navigate the personalities of our evaluators:
• Helps us tailor our responses to “speak to” the evaluators’ internal/external needs
• Increases our likelihood of success in the overall process
• Establishes credibility and rapport that benefits current and future business
Know Thyself: What is your EQ?
Captivate: The Science of Succeeding with People by Vanessa Van Edwards
• 12 questions taken from quiz
• Record your answers from multiple choice options
Question 1 Which smile is real?
Question 2
Where is the best place to stand at a networking event? A. Near the entrance to
the event B. At the food table so
you can sit with people
C. Where people exit the bar
D. Next to someone you know
The best way to show someone you care about them is to: A. Tell them all the
reasons they are awesome
B. Get them a gift C. Do their to-do list for
them D. All of the above E. It’s different for each
person
Question 3
Question 4
If this man walked into your office, what would you guess about him? (Hint: Only one of these personality assessments is correct.) A. He is an introvert
B. He is an extrovert
C. He is laid-back
D. He is quiet
Question 5 The best way to get someone on the same page as you is to: A. Tell them a story B. Pay them a compliment C. Make them laugh D. Say something surprising
Question 6 Which of these habits tends to annoy people the most? A. People who are too talkative
B. People who are too quiet
C. People who are fake
D. People who show off
People will pay more for something that: A. Their friends have also bought B. A doctor recommends C. Matches their personality D. They customized
Question 7
Question 8 When you first meet someone, you are LEAST likely to be able to accurately guess: A. How extroverted they are B. How much they worry C. If they are open to new ideas D. Their IQ E. How organized they are
The easiest way to know if your new colleague is neurotic is if they: A. Put up inspirational posters B. Show up early to every meeting on the first day C. Introduce themselves to you immediately D. Wait for you to introduce yourself
Question 9
Question 10 Making someone feel _________ is the best way to improve their mood. A. Flattered B. Attractive C. Valued D. Powerful
Question 11 In an average conversation, we typically hold eye contact what percent of the time? A. 31 percent B. 51 percent C. 61 percent D. 91 percent
Question 12 How much of our personality comes from our genes? A. Very little: Our personality is formed mostly by how we are raised
B. 35 to 50 percent
C. 55 to 75 percent
D. A lot: Our personality is mostly formed by our genetics and DNA
Answers Give yourself 0 points for every wrong answer and 1 points for every right answer:
1. C 2. C 3. E 4. B 5. A 6. C 7. D 8. B 9. A 10. C 11. C 12. B
Results
Increasing your EQ will change your life 0-3 points
4-6 points The range for most people, but still room for improvement!
7-9 points You have good interpersonal intelligence but more is better!
10-12 points You are a natural…prepare for total world domination!
Four Personality Styles History
Model Driver Expressive Amiable Analytical
Merrill-Reid Driver Expressive Amiable Analytical
Hippocrates Choleric Sanguine Phlematic Melancholy
Plato Guardian Artisan Philosopher Scientist
Astrology Fire Air Water Earth
DiSC® Dominance Influencing of Others Steadiness Cautiousness/
Compliance
Peanuts Lucy Snoopy Charlie Brown Linus
Winnie the Poo Rabbit Tigger Pooh Eeyore
Who Moved My Cheese? By Spencer Johnson, M.D. Sniff Scurry Haw Hem
Tips to determine personality of colleagues and evaluators Utilize those who interact with the customer/evaluator: • Business Development/Sales • Capture Managers • Program/Project Managers
Company Culture
Fast
Innovative
Collaborative
Conventional
Risk-Adverse
Personality Type
Detail-Oriented
Pragmatic
Consensus-Oriented
Visionary
Level of Expertise
Expert
Informed
Familiar
Unfamiliar
Role in decision process
Ultimate authority
User
Gatekeeper
Data & Decision
Making Process
How they prefer to gather data?
How do they prefer to make
decisions?
Understand your customer (internal/external)
Analytical Personality Type
• Highly detail-oriented people • Can have difficult time
making decisions if they don’t have all data needed
• Make great accountants and engineers
• Tend to be highly critical; pessimistic
• Very perceptive • Data-driven decision making • Obsesses with organization • Serious and stuffy
Strengths Potential Weaknesses
Critical Thinking
Excludes emotions from decisions
Thorough Perfectionist, pedantic
Disciplined Too rigid or demanding
William Nye Diane Sawyer
Most likely to be… studying in the library
Analytical Colleague
NEED: ORIENTATION: GROWTH ACTION:
To be right Thinking To declare
How to navigate an analytical colleague: • evidence into your writing • Communicate clearly and concisely • Don’t pressure for answers • Respect their process but if you are
able to successfully convey the effectiveness of your process you will win them over
• Ask directly for their feedback • Give them space
Tips and Tools that may help: • Use templates and tools to help
you organize and schedule tasks and deliverables
• Document, document, document
• Conduct a lessons learned
Analytical Evaluator
• Never rush an Analytic.
• Assume preparation and research are done
• Avoid high-level claims; flowery language
• Provide as much detailed information as possible.
• Don’t try to force a relationship that’s not there
Driver Personality Type
• Classic Alpha male/female type • Little patience for the small details that
aren’t clearly in line with goal seeking • Doesn’t like situations where they have no
say in what's happening; Demands control or will take it when available; looks for opportunity to be “in charge”
• Appears to be arrogant and standoffish; can seem overly aggressive especially in the heat of a project
• Sees people as “obstacles” or “allies” • Objective-focused: knows what they want
and how to get it • Communicates quickly; direct, to the point • Hardworking, high energy, doesn’t avoid
conflict
Judge Judy Gordon Ramsey
Most likely to be president
Strengths Potential Weaknesses
Independent Difficulty with relationships
Decisive Doesn’t consider others’ perspectives
Determined Domineering; “my way”
Driver Colleague
NEED: ORIENTATION: GROWTH ACTION:
Results Action To listen
How to navigate a driver colleague:
• Respect their time
• Stick to facts
• Follow up on promises
• Show your competence
• Earn their trust
• Let them have some control
Tips and Tools that may help:
• Kickoff agenda
• Keep email communications brief – less is more
• Communication is key - trust their delegation and keep them in the loop as necessary
Driver Evaluator • When presenting information to a Driver,
avoid graphs, PowerPoint presentations, charts, and lists of data. Keep it short, simple, and sweet.
• Write to main points — inverted pyramid. Don't build to main take-aways.
• Discriminators are those features they consider useful, not those that are state-of-the art or cutting edge.
• Take advantage of their competitive streak and show them how your product will help their company compete with others in their industry.
• Avoid personal opinions, instead include testimonials or details that highlight improvement metrics or ROI.
• Be Concise > Keep your statements short and to the point.
“Since implementing this solution we increased profit margin 15% and reduced costs 3%.” -Customer
Expressive Personality Type
• Natural salesperson or story-teller • Warm and enthusiastic • Ideas oriented • Good motivator, communicator • Can be competitive • Can tend to exaggerate or over-
simplify • People are the most important
commodity • Need to be accepted by others and
feel their opinion has been heard • Often would rather talk about
solutions than do them
Strengths Potential Weaknesses
Good communicator
Talks too much
Enthusiastic Strong personality
Imaginative Dreamer; unrealistic
Steve Jobs Oprah Winfrey
Most likely to expect the impossible:
Expressive Colleague
NEED: ORIENTATION: GROWTH ACTION:
Personal approval Spontaneity To check
How to navigate an expressive colleague: • Be clever, engaging, and
personable • Laugh with them • Listen to their opinions • Think big picture • Recognize their contributions • Lighten up • Form a friendship
Tips and Tools that may help: • Use templates and tools to stay
organized and on task • Use your active listening skills
and avoid small talk • Be flexible • Help them put their ideas into
action • Take initiative and offer to
interview and write
Expressive Evaluator
• Present case studies
• Emphasize an ongoing relationship
• Don't focus too much on facts and figures
• Summarize along the way – you want to continually get their buy-in
“In summary, the following features meet your requirements and bring added value…”
Amiable Personality Type
• Kind-hearted; avoids conflict • Can blend into any situation
well • Doesn’t like making decisions
without group consensus • Concerned about the impact
on people • Base decisions on opinions
rather than facts and data • Value relationships and
helping others
Strengths Potential Weaknesses
Supportive Conforms to others
Patient Doesn't meet deadlines
Diplomatic Not assertive or directive
Jimmy Fallon Martin L. King, Jr.
Most likely to win a popularity contest
Amiable Colleague
NEED: ORIENTATION: GROWTH ACTION:
Personal security Relationships To initiate
How to navigate an amiable colleague: • Establish rapport and be
friendly • Actively listen and engage –
let them know you have heard them and value what they are saying
• Use words like teamwork and collaborate
Tips and Tools that may help: • Reinforce expectations and
deliverables/deadlines with follow up
• Place deadlines on their calendar
• Show willingness to adjust timeline and assist in any way that helps meet the deadlines
Amiable Evaluator
• Pitch a vision the evaluator can visualize
• Focus on the relationship and building rapport
• Include Testimonials and Past Performance Case Studies
• Take the role of an expert and walk them through the decision making process
• Feature guarantees; warranty, refund
Additional tips for dealing with difficult personalities
• Listen
• Look for the hidden need
• Don't demand compliance
• One response does not fit all
• Debrief
Successfully managing difficult people requires understanding that their feelings and perspectives may differ from your own. Active listening – reflecting, confirming and clarifying what the other person has said – not only helps you to see where they’re coming from but also shows that you are making an effort to understand things from their perspective.
-Gill Hasson
Best group project leader Personality traits people are most attracted to:
The time it takes for a
person to decide if they want to work with you:
What we strive to be/become • Enhance your EQ: know how to work with and sell to any
personality • Be flexible • Be authentic • Be self-aware • Have a high degree of confidence • Avoid small talk and go for “big talk” to make a good
impression and build rapport > Instead of “How’s work?” Try “Working on any exciting projects lately?” > Instead of “How’s the family?” Try “Have any vacations coming up?” > Instead of “How’s it going? Try “Have any fun plans for the weekend?”
• Be a good listener • Find threads of commonality
Questions?
Resources • https://blog.hubspot.com/sales/how-to-sell-to-different-personality-types • https://www.lifehack.org/articles/communication/emotional-intelligence-why-
important.html • https://hbr.org/2015/06/persuasion-depends-mostly-on-the-audience • https://conversionsciences.com/blog/persuasive-writing-techniques/ • http://www.ucd.ie/t4cms/Personality%20Categories.pdf • https://www.tracomcorp.com/social-style-training/model/ • http://harmonyinsights.com/celebrity-disc/ • http://blog.treering.com/yearbook-superlatives-ideas-list-seniors/#.W274ci_MzOQ • https://www.shutterfly.com/ideas/yearbook-superlative/ • Psychology Today article: 20 expert tactics for dealing with difficult people
https://www.psychologytoday.com/us/blog/living-the-questions/201503/20-expert-tactics-dealing-difficult-people By Barbara Markway Ph.D
• Inc.com article: https://www.inc.com/john-rampton/profitable-business-relationships-are-about-personalities-not-just-skills.html
• Captivate: The Science of Succeeding with People by Vanessa Van Edwards. 2017. Penguin Random House LLC, New York
• Super Connector: Stop Networking and Start Building Business Relationships that Matter. 2018. Da Capo Press, New York
• How to Deal With Difficult People: Smart Tactics for Overcoming the Problem People in Your Life. 2015. Capstone Publishing Ltd., United Kingdom