Reacting with…an Emotional Reaction
In our previous blogs, we covered how two different groups initially react to conflict and difficulty by initially responding with a Positive Outlook or by taking a Competent Approach. Today we’ll visit the final triad, our group that initially responds with an Emotional Reaction. This group questions how much they can trust others, they want people to match their emotional position, and they look for some type of emotional response from others. They are easy to read and will often let you know if they have a problem.
One
They can be both independent and dependent while looking for security, safety and support. They worry about what could go wrong so they can be prepared. They’re extremely loyal, do not like surprises, can be extremely engaging and may become defensive.
For the sales manager, this can present a series of problems as a sales person with this approach can:
A. Consistently worry about what could go wrong, spending time, energy and resources in areas that are driven by fear
B. Find it difficult to make independent decisions and often find themselves seconding guessing the ones they make, and are looking for support
C. May be projecting their own fears onto others without knowing it
Sales Manager Focus
1. Work with the sales person and begin to teach them how to ground their assessments (what they think may happen) and see if the time and energy they spend concerned or worried about what might go wrong is true. Could a neutral third party prove what you believe might happen? Does someone you know see the same problems you do? While their gift is spotting problems, they will want to make time to balance what they think might happen or could go wrong (the client has no money, the client will not want my products or services, the client may…) versus moving forward and remaining positive.
2. As their sales manager, see if you can help them identify when they spend time second-guessing their decisions. Have them take a couple of minutes at the end of the workday, pause, reflect and see how this conflict showed up. How often have they changed previous decisions they made? Did it serve them to spend so much time thinking about this? Did this lead them to become defensive and react strongly? Pausing to explore these patterns increases the chance they can minimize second guessing future decisions.
3. Try to observe where the sales person might be projecting his or her own fear into the sales process. They may not realize their fear of being prepared and avoiding surprises may come out as projecting fear to their clients. Listen and see how they might be projecting their fears through their questions. Are they probing and trying to understand their client’s needs, or is it possible they may be projecting their own fears when probing?
Two
They bring a lot of energy and intensity to the situation. Often they feel like it’s an all-or-nothing approach and they need to exercise their power and be in control. They tend to be very independent and quickly move into action.
For the sales manager, this can present a series of problems as a sales person with this approach can:
A. React with too much energy and often too quickly
B. Intimidate other people as they seek power and control
C. Can be too direct with their comments
Sales Manager Focus
1. Pause, Pause, Pause. The best thing a sales manager can do is begin to work with the sales representative to develop techniques to help them “sense” their energy and learn to pause.
2. The pattern driving this is the need to be self-reliant and independent. A manager can respect their needs while being direct, firm and discussing the potential loss caused by being too forceful and intimidating.
3. Of all the sales types, this person can be the most direct and straight to the point with their language and conversations. Often they do recognize how strong they can come across to others and how intimidating this can be. During conflict or difficulty this sales person will become more forceful, often having no idea how others perceive them when they’re reacting strongly. Going back to point one, see if you can help the sales representative “sense” when they’re about to react strongly. Instead of moving forward, have them move the opposite direction. The goal is to help them re-direct their natural tendency to move forward and pause until they have calmed down.
Three
They often look for someone to understand and support them. They may “push” you away and also “pull” you back in, not knowing what they want, other than to be seen.
For the sales manager, this can present a series of problems as a sales person with this approach:
A. May react strongly to the problem and not be able to move forward until they receive support from another person
B. May become so overwhelmed with their emotions they are not able to hear or think logically or clearly
C. Fear that they may be abandoned by others and have no support
1. As a manager, one of the best things you can do is to set up a support system to help the sales representative when they have conflict in their lives or do not get what they want.
2. It will be important to “spend time” with the sales representative and listen to their story. It will be important for you to encourage them to slow down, pause and breathe. The goal is to bring them back to balance so they’re not overwhelmed in their heart center and are able to access their cognitive senses.
3. Make sure you recognize their strong need for support. Try to be available so they know they have your support.
This concludes our review of the three triads that respond to conflict, difficulty or not getting what they want by responding with a Positive Outlook, a Competent Approach or by having an Emotional Reaction. I hope you found this series beneficial as I often work with clients who want to know how to work with their sales team in adverse or difficult situations.
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| John Brambert is the President of Trinity Performance Group, a team of seasoned Executive Coaches trained in the leading worldwide coaching programs. Trinity Performance Group’s goal is to provide a wide range of executive coaching, leadership and team development, and related services to our clients. See More in John> |
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