In order to bring you the most accurate and useful information possible, Employee Selection and Development, Inc. will be issuing PRACTICAL RESEARCH REPORTS quarterly. Its purpose is to give you practical and useful information on hiring, motivating, and managing employees. Should you have any questions or want further elaboration, please contact us by email or call 800-947-5678.
PRACTICAL RESEARCH REPORT #4
THE “SUPPORTER” TYPE PERSONALITY
RECOGNIZING THE SUPPORTER
- Likeable and Caring
- Makes Friends Easily
- Good Team Member
- Loves Structured and Repetitive Jobs
- Good Listener and Mediator
- Recognized the Needs of Others
- Tactful and Diplomatic
- Excellent and Creating Systems and Procedures
- Good Perseverance
- Does Not Take Risks
- Does Not Like Change
- Motivated More by Others then Self
- Often Slow to React
- Lacks A Sense of Urgency
- Conforms to Others Likes and Needs
- Lacks Self Confidence
- Avoids Conflict Rather than Facing It
- Concerned with Security
- Photos of Loved Ones in the Work Area
- Greets You Warmly, but unenthusiastically
- Is Interested in You as a Person
- Easy Going and Slow Paced
- Facial Expressions Show Interest
- Agreeable; Wants to Please You
- People and Service Oriented
- Transparent Emotions and Feelings
“Supporter” types are a unique personality. They work well with any of the other personality types.
RECRUITING AND SELLING THE “SUPPORTER”
Approaching the “Supporter”
“Supporters rely heavily on first impressions. Within the first few minutes of conversation, they have decided whether to trust or distrust you. Approach them in a casual, down-to-earth manner that emphasizes warmth, sincerity, and honesty. Avoid approaches that place too little emphasis on the personal relationship. Avoid talking about yourself or your achievements. Downplay clothing and jewelry that attracts too much attention. Sit comfortably and speak softly and slowly. Maintain good eye contact and establish an initial rapport by asking questions about family members, interests, and hobbies. Ask a question, and then sit back and listen to the response. Try not to interrupt, and give emotional support whenever possible. Give of yourself without expecting anything in return. Whatever you give away will inevitably come back to you.
Persuading and Selling the “Supporter”
Help them to differentiate between their objectives and the objectives of others. Too often Supporters subordinate personal needs to the needs of others. Continue to question them until specific, personal needs are uncovered. Compliment their friendliness and support. They readily accept your personal opinions and will accept change when you show them they are incorrect. Give a slow paced presentation. Be patient, tolerant, and a good listener, while allowing them to discuss any fears or concerns. When there is a disagreement, avoid a defensive posture. Take the offensive by making statements that start with I sincerely believe… or Dont you agree that… . Dont debate facts, figures or details. Rely on the interpersonal relationship you have built and the fact that you are the authority in a specific area.
Closing the “Supporter”
They will occasionally make a decision because of a relationship and not due to any particular need. Avoid oral agreements that can lead to misunderstandings and strained relationships. Put into writing all agreements and requirements. They need personal assurances that the actions you are asking them to take will involve minimal risk, and that you will stand behind their actions. Maintain periodic contact with them. Avoid making any assurances that you can not live up to. Lost trust will eventually result in a lost relationship. If the trust that results from a close relationship has been properly established, you will gain their business.