Today, one of the most important skills to acquire - the ability
to effectively communicate and interact with people at all levels.
After spending only a few minutes thumbing through "Getting
Everything You Can Out Of Behaviors" - you'll be able to
easily and fluidly write, script or dictate emails, letters or memos
that get opened, read and clearly understood by the other party.
You will be able to write letters, memos and emails to colleagues,
leads, prospects and clients that speak to them.
Wouldn't you want to know what words and/or phrases move one person
into action - but moves another away, stalls or worse - upsets them?
With "Getting Everything You Can Out Of Behaviors,"
you'll know exactly what words to use - whether it should be long
copy or short - whether using bullets will work or not and whether
you should write in terms of tasks to be accomplished or people to
be affected.
Here's a quick example:
With one person you could say, "I really think this is the right
product for you," but with another you would need to say, "I
really feel this is the right product for you."
Just knowing when and where to use these two words can mean the difference
between building a deeper relationship, moving someone from lead
to prospect or getting that next job or promotion - or not.
You'll even be able to write sales letters and web content pages
that cover all the bases - that speak to each behavioral style.
Your new sales letters and web content pages will effectively communicate
just the right message - for every behavioral style.
Learn To Sell To Anyone
Any Behavioral Style
- On Earth -
Think about it, we all like to buy from people like ourselves.
We feel comfortable around people that "ACT" like we do.
So it just makes sense that we prefer to buy from people that seem
to always have just the right answer or response to our questions
or objections.
In "Getting Everything You Can Out Of Behaviors," I've
dedicated an entire chapter, Chapter 4 to be specific, to explaining,
understanding and appreciating the differences in behavioral styles
and the impact it can make in sales.
Starting on page 30, you'll know exactly what you need to "DO"
and "SAY" to better mirror, match or dovetail your personality
and behavior with that of your lead, prospect or client.
On page 35, I've put together a quick reference guide for every behavioral
style. I've taken "ALL" the guesswork out. I developed
an easy three-step process. It's so easy "ANYONE" can use
it.
First, in "Step 1" you determine your style, next in
"Step 2" you determine the behavioral style of the person
you're selling to or communicating with and in "Step 3"
it shows you exactly what you need to say and do to open the door
for improved communication.
You'll know if the person is looking for information, results,
security or just an experience. You'll know whether to present
your product or service as new and cutting edge, traditional or time-tested
and proven.
It's so simple that when I finished a training seminar at a National
Sales Meeting for a Fortune 500 company recently, the VP of Sales
wanted every sales rep to have a copy of the program.
Recently, I was told of a lady by the name of Connie, who is an Independent
Sales Director with Mary Kay. She was struggling in building her new
business - until, she started implementing the principles and strategies
you'll find in "Getting Everything You Can Out Of Behaviors."
After three-months, her business increased 157%.
Here's another example: A car dealership invested in a full-blown
training program for their entire sales force. Each person completed
six hours of "Behavioral Selling."
The following Saturday, the dealership broke its all time daily
sales record. And shortly after that, the all time weekly and monthly
sales records were broken.
Increase Your Ability To Coach, Mentor and Manage
More Effectively
Move
from being a so-so or good coach, mentor or manager to being an extraordinary
one. Know exactly what to say, how to say it and when to say it
to create a dynamic relationship and better communication.
As a coach, mentor or manager, you're paid based on your ability
to get things done through people. Whether you're mentoring or
coaching someone for pay or you're a manager in charge of a department
- it's your responsibility to convey your knowledge, thoughts,
ideas and experiences to others in a way that they will understand
and take action steps toward a common goal or outcome.
"Getting Everything You Can Out Of Behaviors" does just
that. You will become the mentor, coach and manager that everyone
wants to work with. The one that seems to be able get people to
walk-through-fire for them. The one that gets noticed - gets the raises
and can command top dollar for their mentoring and coaching services.
Build Self-Motivated
Dynamic Teams and
Work Groups In A Flash
Have you ever put together a team or workgroup and it just seemed
like they were running on four-cylinders - like it was taking
forever to get things done. Or, it looked like only one or two people
were really doing all the work - carrying the load.
Or, there seems to be a total communication meltdown in the group.
And now, instead of having one team or workgroup, you have two polar
opposite groups that can't seem to get along. They're just not
working together as one cohesive group.
It's like putting the offense and the defense on the field at
the same time - or mixing hot oil and water. It just doesn't work.
Well, when you put the simple principles I have laid out in "Getting
Everything You Can Out Of Behaviors" to work, you'll become the
"Phil Jackson" of the corporate world.
If you don't know who Phil Jackson is - he was the coach of
the Chicago Bulls basketball team during their hay-day of the '90's.
He understood and used the principles and strategies I have spelled
out for you in "Getting Everything You Can Out Of Behaviors."
Phil knew exactly how to communicate with each of the wildly different
individuals and behaviors on his team and how to bring out the
best in each member for the betterment of the team.
Ask yourself, could you have managed Dennis Rodman, Scotty Pippin
and Michael Jordan, all on the same team, each of them wanting
the ball, each of them wanting to make the highlight films and each
of them a great player in their own right?
Phil Jackson was able to do it - and win year after year.
I know you've probably heard or even used the expression "I want
to be like Mike," well, I don't want to be like Mike- "I
want to be like Phil." And, if you want to build any type
of world-class team, workgroup or organization you'll want to be like
Phil, too.
Hire The Right Person
For The Right Position
Stop The Guesswork
Hiring the right person for the right position has never been
easy, but over the last 10-years it's become almost out-and-out impossible.
In the '90's there didn't seem to be enough employees to go around,
employees could hop from job-to-job until they found the one that
fit them.
Today,
as an employer, you'd think you could hire the right person easily,
with so many people out of work. Not so.
As a matter of fact, it has gotten harder. Think about it, if
you needed to layoff someone, a group or downsize an entire area
- who are you going to get rid of - your best employees - your most
profitable group or area? I don't think so.
So you would think that the market would be flooded with poor
performers. Not so.
The truth of the matter is - yes, there are a lot of under
qualified people in the market and that makes it harder to find the
diamonds. But the good news is there are a lot more people out
there today that were just miss-cast in their last position. It just
wasn't the right "job-fit" - for them.
Today, "job-fit" is the buzzword everyone in the corporate
world is using, but most organizations are struggling with how to
actually pull it off. "Job-fit" remains a mystery within
most organizations.
Well, in "Getting Everything You Can Out Of Behaviors,"
on page 171, there are 14-groups with 4-questions each, labeled "If
The Job Could Talk - It Would Call For" - and all you have
to do is answer the 14 groups of questions. Submit your answers and
you're done.
You'll receive a 10-page report that drills down the exact behavioral
style needed for that specific job or position. Now you're ready
to cast a net and go fishing for candidates to fill the position.
It's that straightforward.
24-questions
that will determine if the
candidate is a match for the job
We have included a 24-question assessment that you can use in
the first interview. Have the candidate answer the questions immediately
following the first interview. If the candidate has the general skills,
knowledge and background - submit their assessment.
Now you'll receive a special report that compares (side-by-side)
the candidate's behavior to the actual behaviors required by the job.
And, you're going to receive a sequence of behavioral interviewing
questions to use in the next interview - if the candidate is the match
you're looking for.
I've made it as easy as it could possibly be - I've given you
a simple, methodical, step-by-step process that takes all the guesswork
out of the mystery of "job-fit."
In Chapter 6, we cover benchmarking and give you flowcharts to follow,
so there's never a mistake about where you're at or where you need
to be in the process.
Chapter 7 covers the most frequently asked questions and answers.
It also includes two research reports on the impact of behaviors;
one of them is groundbreaking research of top sales leaders in
the USA and Europe.
Ok, Who Needs
"Getting Everything You Can Out Of Behaviors"
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