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 #3
THE “THINKER” TYPE PERSONALITY
RECOGNIZING THE THE THINKER/ANALYTIC
- Hard Worker
- Organized and Systematic
- Good at Follow Through
- Good at Planning and Researching
- Good at Following Rules and Procedures
- Detail Oriented
- Good Listeners
- Can be Overly Critical
- Often Lacks Enthusiasm
- Can be Overly Cautious (Analysis Paralysis)
- Perfectionist Towards Details
- Lacks Sense of Urgency
- Difficulty Making Decisions
- Poor at Communications and Humor
- Neat, Well Organized Work Area
- Greets You Formally; Without Enthusiasm
- Dress and Work Area is Conservative
- Shows Little Emotion
- Few Facial Expressions
- Analyzes Things Before Speaking
- Writes Things Down and Takes Notes
- Wants lots of facts, figures, and details
Works well with the “Driver” and “Supportive” personality types. Dislikes the “Motivator” type personality for their emotionality.
RECRUITING AND SELLING THE “THINKER”
Approaching the “Thinker”
Approach them in a formal, well-organized manner that places emphasis on actions rather than words. Be on time, as Thinkers respect punctuality. Be totally and thoroughly prepared to present your idea from the introduction to the close. Maintain a formal, businesslike atmosphere. Be deliberate and avoid rushing through the presentation. “Thinkers” want to ask questions and will expect you to give detailed responses. Maintain at least an arms length distance from them at all times unless invited closer. Avoid physical touch. Keep humor to a minimum. Avoid idle conversation. Dont be overly expressive with your emotions. Watch their body language. An open relaxed posture signifies trust while a close rigid posture signifies distrust. Trust comes from respect. Respect comes from a well-organized presentation that utilizes facts and figures instead of personal opinions and generalizations.
Persuading and Selling the “Thinker”
Draw the Thinker out by asking specific questions that uncover their needs. Once their objectives have been determined, demonstrate the specific ways your ideas meet their objectives and needs. The demonstration should consist of a joint review of all relevent literature, facts and figures. Provide solid, tangible, factual evidence; not an opinion. Be prepared to furnish written proof that validates verbal statements. Establish a step-by-step plan that cites specific times and dates required to accomplish objectives. Control the detailed analysis of the disadvantages and advantages of your recommendations by listing them and providing viable alternatives for dealing with any disadvantages. Make sure you follow through on anything you say you will do.
Closing the “Thinker”
Avoid instant or gimmick techniques that demand a commitment before all facts are validated. Thinkers believe that there is something wrong with the idea if there is any form of pressure before their questions are answered. If they want to think it over, respond by reviewing the most important points and answering questions along the way. Compliment their thoroughness. You will often find it necessary to coach them into a commitment. They do not like to take the initiative, and a high-pressure closes may create skepticism and lose their commitment. Be patient and dont try to rush their decision making process. Balance persistence with detailed logic and you will get their business.