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Text comes from the book: “Knowledge of human nature at a glance: Understanding yourself and others better” (2014), published by Münchener Verlagsgruppe (MVG), reprinted with the kind permission of the publisher.

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Best of HR – Berufebilder.de®Frank M. Scheelen is a strategic management consultant. With his management consultancy SCHEELEN (R) AG with the subsidiaries INSIGHTS MDI International (R) Deutschland GmbH and the top-level consulting company CS & CIE, Scheelen has had a steadily growing company with four companies and Established branches in Germany and abroad as well as 20 partners. In addition, he passes on his knowledge as an expert for future business, bestselling author and speaker and has been recognized as a “Certified Human Resource Professional” for his expertise and many years of experience in strategic HR and change management From 600 to 2004, Frank M. Scheelen was President of the Q-Pool, the official quality association for international business trainers and consultants. He is an Expert Member in Club 2010 and a lecturer at the University of Applied Science in Munich and the Steinbeis University. He is also the exclusive license holder and master's trainer for INSIGHTS MDI (R) and ASSESS (R) in Central Europe and has been a strategic partner of Zenger | since 55 Folkman. Frank M. Scheelen is entrusted with the publication of the well-known Executive Excellence magazine in German-speaking countries.

Knowledge of Managers for Managers Managers and Sellers: Others convince and inspire

Anyone who wants to inspire others while leading or selling must first know each other better. Only those who know and change their own perspective can convince others.

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Expand your horizons

Do you know this type of drawing, which likes to be passed around in social networks, where you can recognize two very different motives? The interesting thing is that many of these illustrations allow two perspectives. For example, you can see the distinctive profile of an Indian. Or you can see the back of a plump figure in the cloak throwing a dark shadow against the wall.

Suppose two viewers perceive the different fi gures of this image without knowing that both perspectives are possible. They would argue endlessly. They would not stop until someone told them they were both right. You can actually look at the same picture and see something very different. The same applies in the examples: sellers and buyers have had a different picture of their respective interlocutor due to their different perspectives.

Leadership and Sales: Success depends on your own perception

It depends on our personal perception which side of an image or a human we see first. Our personality, the influences from our past, our previous conditioning decide which of the two images we perceive first.

We do not see the world as it is, but as we are.

If we manage to break away from our usual perception, we suddenly see the same thing with different eyes. As in this picture: If you first saw the Indian, it will be difficult for you to make out the contours of the figure in the coat. But once these have formed into a shape, you no longer see the profile. Or in a sales talk: If the seller had broken away from his usual perspective, he would have recognized that the customer only wanted to lead an earnings-driven sales talk.

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Change the perspective: an eye-opening moment

The customer had nothing against him personally, he just wanted to keep the reins in his hand. What one of them meant to be efficient and direct came across the other harshly and aggressively. With such misunderstandings a number of potential customers go through the "rag". If you change the perspective, that's over. You will win over customers you have preferred to avoid because you did not get along with their style.

The famous aha effect, when perception "swits", is the crucial moment. At this moment, we are getting out of our usual frame of reference and gaining a different view of the world. Of course this is not always as easy as with this drawing. When it comes to beliefs, yearlong convictions, deep-rooted experiences, our innermost mind refuses to accept a new view. This requires a good deal of self-knowledge and the knowledge of why we see certain things as we see them before we can get rid of them. We must learn to set down the spectacles through which we see the world, and set up another, or even many others. But why should you do that and get out of old habits?

A small change with big consequences

The fact is that often a small change is enough to make a big difference. Think of horse racing! The winner often only has a nose-length lead over the runner-up. Or at the 100 meter run. Why are the runners panning over the home stretch with their upper body outstretched? Because they want to achieve a minimal advantage that makes the big difference. Afterwards nobody asks anymore, how many centimeters or hundredths of a second the distance between first and second places was. Afterwards you only know what the world champion or Olympic champion is called.

So you may need to change little about your behavior to be among the best. Follow the "winning edge principle": a small lead causes victory. Maybe your competitor's product is just as good, the service just as efficient, and there's no difference in price. But the small edge may be that you get along with your client better, because he feels understood by you. And that's why he buys from you.

Small tips with a decisive effect

Maybe you do not have to change that much about your behavior. It may be enough if you follow a few simple tips and strategies to make a difference in your relationships with customers or employees. Your results are likely to improve significantly as you engage with the people you have had difficulties with, and who will inspire and convince you with the method you will get to know here.

It's hard to emphasize just how important a personal relationship is, without which it would not be possible to impress the customer. Hans Christian Altmann cites research by Rolf Berth in his bestseller "Customers only buy from winners"

  • that "emotional enthusiasm" is crucial to sales success;
  • that only 33 percent of deals in the industry and only 21 percent in consumption were due to reasonable and rational argu ments;
  • however, that 66 percent of all deals in the industry and 78 percent in consumption, because the seller was able to inspire and fascinate the customer.

The crucial question is therefore: How do you delight your customers?

That's how you inspire others

What excites you? Surely you are very pleased when your interlocutor gets involved in your way of conducting conversations. Suppose you are the following type of customer: you want to see results, do not waste time chatting and be competently and clearly informed. Most of all, you would have to deal with a salesman who responds to your needs: leaving his own person in the background, suggesting good solutions to you, and not being offended if you do not make a friendly face. In short, when he realizes what kind of a guy you are and adjusts to it. Somehow you expect that from him too, because after all he wants to sell you something.

You can inspire, if you know what your customer is excited about, what kind reaches him and appeals to him. For that you have to be able to assess what kind of a guy he is. And you have to know your own type. Then you know your impact on others and you know what you need to do differently to address that type of customer.

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