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.
Bert Zinkand
Director
PRACTICAL RESEARCH REPORT #1-
THE “DRIVER” TYPE PERSONALITY
RECOGNIZING THE DIRECTOR/DRIVER
Strengths
- Entrepreneurial Spirit
Independent- Concerned with results
- Usually has a sense of urgency
- Is self-motivated
- Takes action
- Enjoys challenges
- Decisive
- Is willing to take risks
- Does not get bogged down in details
- Persistent
- Usually handles stress well
Improvement Opportunities
- Can be too demanding at times
- Often dominating and controlling
- Lacks tact and diplomacy
- Keeps feelings and emotions private
- Has a tendency not to listen
- Few close personal relationships
- Usually Stubborn
Recognition Factors
- The majority of corporations’ presidents and owners are “Driver” types
- Work area is formal, neat and often “cold” in appearance
- Desk keeps you at arm’s length distance
- Work area gives little information about their personal life
- Direct and to the point
- Bottom line oriented
Compatibility
- Works well with the “Motivator” and “Thinker” personality types. Dislikes the “Supporter” type personality.
RECRUITING AND SELLING THE “DRIVER”
Approaching the “Driver”
Approach them with professionalism and respect. Always be on time. Keep your relationship formal and businesslike. Sit on the edge of chair with good posture. Give the appearance that you are always in a hurry. Be direct, to point and bottom line. Initially the “Driver” is not interested in a close personal relationship. Avoid selling your relationship as a means of winning their support. They want to know how your product or service will help their bottom line. Your opinions, feelings, and emotions are of little interest to them unless they are supported with logic and facts. Avoid being cute or humorous. Avoid being overly emotional or expressive. Limit hand and body movements. Support their goals objectives. If they are unrealistic, suggest realistic alternatives.
Persuading and Selling the “Driver”
Ask questions to allow them to discover things on their own. What, Which, or How are helpful in allowing them to analyze their own position. Remember that they respect and respond to sound logic. Focus on what needs be done to reach the desired goal. When there is disagreement give supporting facts and figures, but do not go overboard with details and trivia. Provide alternatives and probabilities of success. They respect mental discipline more than popularity. They have no time for pleasantries or trivialities. Make your point as quickly and efficiently possible. Watch gestures and eye contact determine if your point has been made and then proceed to your next point. Give recognition to their ideas, self-discipline, efficiency and independence. They respect others who are efficient and time disciplined. Be sure your presentation is well organized and to the point. Focus on time, money, and productivity benefits. Be precise. Do not exaggerate benefits. They do not trust others easily. Your personal assurances and guarantees are meaningless. Results are what count. Everything must be in writing. Proposals should be brief and to the point.
Closing the “Driver”
Help them to accept your idea by allowing them to make the decision. They do not like high-pressure closes and will resist “strong arm” attempts to force a decision. Maintain good eye contact and appear confident. Use techniques that show the pros outweighing the cons or the best and most logical alternative. They want to make the decision and have the sense of urgency to do it – but it must be on their own terms. Provide the facts and data that allow them no other objective choice.