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