Nothing happens until somebody sells something. To make sales happen, IMMS.com Key Sales Consultant Randy Schwantz has created a comprehensive series of 43 Producer Success Lessons. Used singly or in combination, these powerful tools can help your producers build their skills - and grow their sales.
Salesperson: 'How do you narrow down your options when choosing insurance?'
Executive: 'I look at about ten different quotes — that’s why I asked you to run different limits and different deductibles.'
OR
Executive: 'I look for the coverage I need to have — insurance is a necessity, so I look for a policy that exactly meets my needs.'
In the first example, the executive preferred to examine a wide range of possibilities. This is the person who asks for ten different options, including a range of coverages and deductibles. These people are 'possibility' thinkers. In the second example, the executive talked about necessity and needs. This person bases decisions on what they should do. They probably don’t care about a wide range of options. Just develop the best quote you can, emphasizing what they should have.
What we’ve just contrasted are two different views of the world that come from a Meta Program that stresses possibilities or should. Like the other Meta Programs we’ve talked about, this one has a great impact on how people make decisions. Understanding it helps us frame our presentations in exactly the language that a prospect or client wants to hear.
POSSIBILITIES
Ask someone how they decided to buy insurance last year and listen for one of two answers: either they looked at a range of options, or they did what they had to do. Those who needed options are the 'possibility' thinkers. They ask for quotes with every option possible. They’re the Commercial producers interested in working with you because it’s a new experience. They’re the risk managers who ask you to explain a number of different approaches for designing an effective insurance plan.
However, some 'possibility' thinkers can be hard to work with because it’s difficult to get a decision from them. Don’t present a single solution and expect it to work for them. Remember that they require options and choices.
SHOULD
Suppose you asked an executive how they bought insurance last year and they answered that they bought what was available. That answer could mean that they’re primarily motivated by what they have to do. This is the mark of a 'should' thinker.
Should thinkers focus on what’s available and what they must do. They’re very pragmatic. Sifting through endless options annoys them. They’re motivated to do things because they have to, and work with you only because management says they should.
Don’t expect to present numerous opportunities. Focus instead on how working with you takes care of a necessity — it lets them check off another thing that they should do.
SELF/OTHERS
We just discussed the should/possibilities Meta Program. Now let’s examine how people view the world with respect to others. This is the self/others Meta Program.
Some people look at human interaction in terms of what’s in it for them, some in terms of what’s in it for others. No one is completely one way or the other — too much 'self' and you get a selfish miser. Too much 'others' and you get a martyr. Understanding a person’s inclination is very helpful in selling.
Self
Appeals to self-interest motivate self-thinkers. These are the executives who buy insurance so that they can sleep better, the Commercial producers who ask if there’s any compensation for them, and the risk managers who won’t introduce you to executives because you might embarrass them.
To work with self-thinkers, frame your requests and presentations in terms of how it benefits them.
Others
Some people are more interested in how other people think than in themselves. These people are 'others' thinkers. They’re often more interested in other people’s opinions and reactions than their own.
Others thinkers are the executives who are mostly concerned with how their family would be covered, or in how it would affect other drivers if they weren’t covered. They’re also the Commercial producers interested in helping you because they’re interested in your success. They’re the risk managers concerned about how you can help the executives with your services.
Present your solutions in terms of how it can benefit others. You can also mention how other people will appreciate that they introduced you to them. Frame your questions to reflect that these people are wondering how your ideas will impact others, and what others will think about them.
A final word on self/others: You can often tell whether a person is inclined toward self or others by observing their listening style. Do they pay close attention, leaning forward and nodding their head? These people are thinking about others. Conversely, the person might lean back and look bored — completely unresponsive. This person is probably thinking about self.
Keep in mind that people often go from one to the other. What’s most useful is to understand how a person primarily sees the world. Tailor your message to their preference.
EXERCISE:
Determine how you view the world in terms of should/possibilities.
1. When making a major purchase, you
a. buy what’s available.
b. spend lots of time looking at options.
2. When you’re confronted with a new project, you
a. look for how you should do it.
b. are excited about the options you can use to solve it.
3. You prefer tasks that are
a. well outlined and clearly defined.
b. undefined, with lots of options.
If you answered 'a,' you probably prefer fewer options and more definition. If you answered 'b,' you probably prefer more options. If you’re still not sure, think of some decisions you’ve made. Did you consider numerous options, or only what was necessary?