NLP EYE PATTERN DETECTION QUESTIONS

You can find out if someone’s normally- or

reverse-organized by asking the following
questions and watching for the responses.
Some people access by defocusing first.

VR
Visual Remembered: Seeing pictures from
memory, recalling things they’ve seen
before.

Question: “What was the color of the room

you grew up in?”
“What color was the first car you ever
owned?”
VC
Visual Constructed: Images of things that
people have never seen before. When
people are making it up in their head, they
are using visual constructed.

Question: “Imagine your car if it were blue.”

AR
Auditory Remembered: When you
remember sounds or voices that you’ve
heard before, or things that you’ve said to
yourself before.
Question: “Growing up, did you have a
favorite pet? What was the sound of your
pet’s bark/meow/etc?”
“What was the very last thing I said?”
“Can you remember the sound of your
mother’s voice?”

AC
Auditory Constructed: Making up sounds
you have not heard before.

Question: “Imagine what I just said with

Donald Duck’s voice.”

Ad
Auditory Digital: This is where your eyes go
when you are talking to yourself — internal
dialogue.

Questions: “Can you recite the Pledge of

Allegiance to yourself?”
“Is there a poem from grade school that
you remember?” “Can you say the Times
Tables for 7 to yourself?”

K
Kinesthetic: (Feelings, sense of touch.)
Generally you look in this direction when
you are accessing your feelings.
Question: “Do you have a favorite beach or
place in the outdoors to walk? Imagine
walking there without shoes.” “Imagine
what it feels like to touch a wet rug.”

The 4 Personality Types and How to Sell to

Each
1. Assertive
Assertive personality types are goal-
oriented, decisive, and competitive. They
care more about results than personal
relationships. They might not send you a
holiday card, but if you deliver on your
commitments, you'll maintain a healthy
business relationship. Assertives care deeply
about the bottom line.

People with assertive personality types are

also relatively impatient and controlling.
They want information -- fast -- so they can
make a decision and move on.

Assertive personality traits:

Assertives usually speak in declarative
sentences and ask few questions, so if you
notice your prospect says things like, "I'm
looking for a new sedan," rather than, "Can
you show me your sedans?", you're
probably dealing with an Assertive
personality type.
Their volume is also a little louder than
average, and they use animated, confident
body language.

How to sell to them:

Professionalism is always important, but
especially so when it comes to Assertives.
Always make sure you’re prepared for a
meeting with an assertive personality type.
If you don’t know the answer to a question,
let them know you’ll follow up instead of
trying to give a halfway correct answer.
Assertives appreciate efficiency. Don’t waste
their time repeating facts or building up to
your point -- cut to the chase.
Emphasize how your product will solve their
business’ problems. Cutting-edge features
won’t impress Assertives unless you can
demonstrate why they will be useful to their
organization.
Take advantage of their competitive streak
and show them how your product will help
their company compete with others in their
industry.
Steer clear of personal opinions and
testimonials. If you're citing a successful
customer, talk about the ROI they saw
rather than how much they loved the
product.
Since Assertives aren't great listeners, keep
your statements short and to the point.
2. Amiable
People with amiable personality types value
personal relationships and want to trust
their business partners. They like the
excitement of new challenges. Amiables will
enthusiastically dive into finding creative or
unexpected solutions -- but on the flip side,
they probably won't do a ton of research
before meeting with you. That means you
can guide them through the purchasing
process.

Unlike Assertives, Amiables don't make

decisions quickly. They want to establish
rapport with the people they do business
with and will likely seek out the help or
approval of multiple team members. Expect
a longer sales process than usual.

Amiable personality traits:

Amiables are great listeners and might ask
more personal questions in an attempt to
get to know you outside of your
professional role. They will be friendly, calm,
and patient during meetings. Conversations
with Amiables are generally laid-back and
informal.

How to sell to them:

Pitch a vision. Help them visualize the
outcomes their business could achieve with
the help of your product or service.
Take time to build rapport. Amiables will
need to feel safe in their relationship with
your company before they’ll be comfortable
doing business with you.
Bring up examples of similar clients who
have successfully used your product. Flesh
out the story -- why did client X come to
you? What tipped them toward your
product? Which features were most
important? Details like these are convincing
for Amiables.
Take the role of an expert and walk them
through the decision making process.
Instead of overwhelming an amiable with
information, help them through the process
and act as an advisor.
Give them personal guarantees. Since
Amiables are risk-averse, promising them
your company will refund their purchase if
they're not satisfied or they can cancel at
any time will calm their anxieties and make
them likelier to buy.
3. Expressive
Expressives are also sometimes called
"humanists" for a good reason -- like
Amiables, personal relationships are very
important to this personality type.

Expressives are concerned with others’ well-

being. Whether it’s their employees or their
customers, the expressive personality type
will want to know how decisions they make
affect the people around them. They tend
to be people-pleasers, but don’t be fooled --
expressives often have powerful
personalities and use them to convince
others of their strongly held convictions.

Expressives are creative, outgoing,

spontaneous, and rely on their intuition.
They value mutual respect, loyalty, and
friendship. Don’t make offhand
commitments to Expressives -- reneging on
an offer could spell the end of your
relationship.

Expressive personality traits:

Expressives tend to be very enthusiastic and
colorful. Like Amiables, they’ll want to bond
with you and feel connected on a personal
level, but like Assertives, Expressives are
sure of their beliefs and speak more in
statements rather than questions.

How to sell to them:

Present case studies. Expressives want to be
reassured that you’re looking out for them,
and what better way to prove your track
record than to show stories of how your
business made an impact on other people’s
lives?
Emphasize an ongoing relationship. If your
company offers exceptional customer
service or maintains long-term partnerships
with its clients, now is the time to shout it
from the rooftops.
Don’t focus too much on facts and figures.
Data is important, but an expressive will
ultimately want to know how their buying
decision affects their business on a human
level.
Summarize along the way. You want to
continually get their buy-in, so ask questions
like, "So, we agree that you can use
Templates to automate the prospecting
process?"
4. Analytic
Those with an analytical personality type
love data, facts, and figures. As no-nonsense
people, they’ll look past a flowery pitch and
get straight to the facts. Be prepared to field
a lot of detailed questions, and don’t be
surprised if it seems like an analytical
prospect already knows you -- they will
research you and your business before
meeting.

Analytics stick to their deadlines, but they

do not make decisions quickly. They care
about thoroughly vetting and understanding
the options available to them, and won't
jump the gun on a decision. They are more
logical and cautious than any other
personality type -- but once they make a
decision, they won't reverse it
Analytic personality traits:
Analytics are less expressive than other
personality types. They are concerned with
facts rather than emotion, and likely won’t
spend time getting to know you on a
personal level. In conversation, Analytics are
serious, direct, and formal. They might not
use expressive gesturing in meetings, but
you can be sure they are listening intently.

How to sell to them:

Never rush an Analytic. Be prepared for a
longer selling process, as Analytics will take
as much time as they need to gather all the
facts they feel are necessary to make a
decision.
Assume they are prepared and have done
their research. This doesn’t mean you
should skip over introductory information,
but you can expect to spend less time
talking basic features, and more discussing
custom, personalized solutions for their
business.
Avoid making high-level claims. Always
provide data when you make an assertion,
or risk losing credibility. Overhyping your
product might make Analytics suspicious
that you’re using flowery language to mask
flaws.
Provide as much detailed information as
possible. Instead of saying “Our product
drives growth for many companies,” say,
“Our product increased sales in 13 Fortune
500 companies by 25% or more year-over-
year.” You can offer more information than
they ask for without risking them becoming
overwhelmed -- in fact, they’ll probably
welcome it.
Don’t try to force a relationship that’s not
there. Analytics might become annoyed by
those they feel are overly flattering or
obsequious.
Keep in mind that most prospects will be a
mix of these personality types and won't fit
neatly into one of the four categories above.
However, once you’re familiar with these
core personalities, you should be able to
tailor your selling strategy to fit any
situation you come across.
More of a graphics person? Check out the
infographic below, made by Visme for
HubSpot, for a visual take on the four
different personality types and how to sell
to each one

"It's too expensive."

"There's no money."
"We don't have any budget left."
"I need to use this budget somewhere else."
"I don't want to get stuck in a contract."
"We're already working with another
vendor."
"I'm locked into a contract with a
competitor."
"I can get a cheaper version somewhere
else."
"I'm happy with your competitor."
"Competitor X says [false statement about
your product]."
"I'm not authorized to sign off on this."
"I can't sell this internally."
"[Economic buyer] isn't convinced."
"We're being downsized/bought out."
"There's too much going on right now."
"I'm part of a buying group."
"I've never heard of your company."
"We're doing great in this area."
"We don't have the business plan."
"It's just not important right now."
"I don't see what your product could do for
me."
"I don't understand your product."
"I've heard complaints about you from
[company]."
"We don't have capacity to implement the
product."
"Your product is just too complicated."
"You don't understand my challenges. I
need help with Y, not X."
"You don't understand my business."
"Your product doesn't have X feature, and
we need it."
"We're happy the way things are."
"I don't see the potential for ROI."
"It's just a fad."
"Your product doesn't work with our
current set-up."
"Your product sounds great, but I'm too
swamped right now."
"Click"
"I'm busy right now."
"I'm not interested."
"Just send me some information."
"Call me back next quarter."
"How did you get my information?"
"I hate you."

నట అధక వట అమమకలల కలకక.

దరదదషషవశతత, అనన కడ చల మకద
అమమకకదరల తమ పపతససకదనన
వరమకచకవడనక ఈ ధరణన ఉపయగసతననర-
ఎగగకకటవ మరయ పలవకగ తయరచసన ఎన-
gagements. ఇద సనకల సమరరరనన తవపకగ
తగగసతకద ఎగగకకటవ-ట-ఎగగకకటవ సకబకధక.
అమమకకదరల ఉననపసడ తతరగ
పరషషరకచడనక వర సతకత అధకరలన
చచడకడ, కకతమకద తవపకగ లపల తతరగ
బయటపడతయ. కరకనరతహకల ఎకషవ ఖరర
చసతర- అనన ఉదకగల సవ; ఇద అధకరకకగ
లకషకచబడకద లద, అధకరల పలగననపసడ
అమమకప ఖరర పరగతకద. ఇకక, కరకనరతహక
సమయక పరమతక; వర వకపయసతకట, ఎవర మ
కకపనన నడపసతననర? చవరగ, అధకరల
కవచర వదద వర సహదకగలత పర-ట-పర
సకరకవకతకగ మటటడటక కసషమర కకపనల,
పలవకగ తయరచసన అమమకనన కపడటక en-
నశరతరరక చల కషషక. అకదవలన, అధక-వట
అమమకల ఎలవటర పపక నడపబడతకద, అమమకప
నపణలక లద ఎకపక కన అనసరకచకడ. అకట
నపణలగ మనక తపసక ఎగగకకటవలన మరయ
మసన నమగనక చయడక ఎకదక కషషమ అరరక
చసకకడ కరకనరతహక సకభషణ యకష వకహక
మరయ వకహల

కనగల చయడనక కసషమర యకష నరరయక

సధరణకగ 85 గరకచ ఉకటకద శతక భవదతగ
మరయ 15 శతక హతబదదమపనద. ఒక ల అనక
కనగల ఎకపకలత రదదగ ఉకడ మరషట,
సధరణ వనయగదరడ నరరయకచడనక ఎకషవ
సమయక గడపతడ వర ఏమ నరరయసతర వర
ఎవరన కనగల చసతర కనగల.
వనయగదరల తమక నచరన భవదతగ భగనన
చసతర అమమకకల వర కనగనన (లద
కనగనలన) రకడ లకణల ఆధరకగ పపఫషనల:
ఇషషపడ మరయ గరవక. గరవక నకడ వసతకద
వర ఉతసతతల, సవల మరయ పరశపమల గరకచ
వకపతల జజనక, అలగ వర అనభవక మరయ
వజయల నకడ. కన సనహశలయపనవరక కడ
ఇషషపడటక మరకత అససషషకగ ఉకటకద మరయ
చల అవటగయకగ ఖత ఎగగకకటవ. అలకట
వటల ఇద ఒకట అద కకతమకద వకకతలత ‘‘
ఉకడకడ ’’ అనపసతకద వర వళళత.
వజయవకతమపన అమమకకల పదద భగక ఇషషపడ
కరకక- కనకనన సరరకగ సరపకచ సమరరరక లద
అవకశలత సకబకధల, కయ ట కటట మరయ
కసషమరట. కయ
ట కటట ఏరసట చయల త సఖ
సరయ వర మమమలన వశతసకచ మకద మక
గణనయమపన కనగలత నరరయల - లద
మకద కడ మమ చపసదనన వర నమమతర.
ఆ కకఫరష లవల ‘‘ అతన ననన పకదతడ ’’ లద
‘‘ ఆమ ఇపసడ ’వకట పదబకధలల
వకకతకరకచబడకద నన ఎకషడనకడ వసతననన
ఖచరతకగ తలస నజకగ అదదషషవకతడ - ‘‘ హ,
నన ఈ వకకతన ఇషషపడతననన! ’’ కననసరట,
సరపకచడక ఈ కనకన సలభక. మమ కయ ట కటత ‘‘
దనన కటషకడ ’’, మఖకకగ మమ ఒక సధరణ
నపథకనన పకచకన వరత, వయసస, లద
ఆసకతల. ఇతర సమయలట, అయత, ఇద
కనపసతకద Research with thousands of
salespeople across industries demonstrates:
Objections that stop almost all sales are
common and repetitive.
Specific Buyer Beliefs, when missing or
weak cause these objections.
There are many ways to establish these
beliefs to prevent the objection from even
entering the prospect's mind.
Test this:

Before you buy something, this book for

example, what’s just one thing must you
believe about it?
If you don’t believe that, what objection
comes to mind?
But, if you did believe that, what happens to
the objection?
You just demonstrated that a missing Buyer
Belief caused the objection and that when
the belief is in place, the objection goes
away.
Analysis reveals:

There are 10 of these critical Buyer Beliefs

in which all sales objections can be
categorized.
Salespeople get most of their objections in
just three to five categories of missing Buyer
Beliefs.
Learning how to prevent, preempt, and
respond to a few objections in each
category will handle all objections in that
category.
It doesn’t matter which sales model
salespeople are using if sales stopping
objections are getting through.
The strategies and formulas provided work
with all sales models.
Right now:

Probability has it that right now you know

salespeople who are facing sales stopping
or stalling objections, the answers to which
are in this book.
Could these potentially stalled or lost sales
be enough to cost-justify the $9.95 for the
eBook or the $19.95 for the paperback? Buy
the paperback and get the ebook for $2.99
on Amazon.com.
Action plan for managers, trainers, and
coaches:

Help salespeople get a copy of this book.

Set expectations that they:
Identify the objections they get.
Look them up in the book (reference guide).
Select and personalize the strategies to
prevent, preempt, and respond to every
one of them.
Write these strategies on index (flash) cards
to speed learning.
If they forgot or don’t know a skill needed
to implement a recommendation, the
expectation is that they look it up in the
book and learn it as well.
Measure the results which are immediate,
observable, and sustainable.
85 Most Common Sales Stopping Objections

Category 1: Need Exists

1. Not interested.
2. Already have someone.
3. We are satisfied with whom we have
now.
4. Don't need it.
5. We do it internally with our own people.
6. I can't use anymore ________.

Category 2 & 3: Responsibility/Authority

7. My boss won't authorize anything.

8. It will never get through the system.
9. I have to consult with ________.
10. That's not my area.
11. That has value but not for me.
12. Home office requires we use ______.
13. We have to use your competitor.
14. He/she isn't here anymore.
Category 4: Discomfort Felt

15. Just send me your literature.

16. Don't have time to discuss this now.
17. No one is paying attention to this area.
18. We'll muddle through.
19. It's too much hassle.
20. We won't use it.

Category 5: Need has Priority

21. No money budgeted, call me next year.

22. We're cutting back.
23. Not a priority now.
24. Timing is not right, see me next
month/year.
25. I need to think this over.
26. Too many things in front of this.

Category 6: Type Solution Will Work

27. It just won't work for us.

28. Never had good results with _________.
29. This isn't for us.
30. Don't want to stick our necks out on this.
31. You don't have what we need.
32. Your lead times are too long.
33. Management is taking a different track.
34. I need better quality than what you
offer.

Category 7: Capability & Credibility

35. We want someone in our industry.

36. How do you know it will do that?
37. Never heard of you.
38. You're not large enough to handle the
job.
39. I don't like your company.
40. I don't like your products/services.
41a. You don't understand our problems
(needs).
41b. You don't understand our problems
(trust)
41c. You don't understand our problems
(capability).
42. Your track record isn't strong enough.
43. Had a bad experience with your
company.
44. That can't be done.
45. I don't believe it.
46. I've never heard of your company.
47. You'll have to prove that to me.
48. Never had good results with _________.
49. Your ________ is not good enough.
50. We only buy “name brands.”
51. You don't have what we need.
Category 8: Best Solution

52. Don't see any reason to change.

53. We've got to look at a number of
suppliers.
54. Been doing business with them for
years.
55. Not sure yours will work as well.
56. My brother-in-law is in the business.
57. Don't see any difference.
58. What makes you different?
59. Why should I buy from you?
60. We do it internally with our own people.
61. We want a band aid not a full work over.
62. Costs too much to change to your
products.
63. We just like your competitor's product.

Category 9: Return on Investment

64. Not in the budget.

65. Your competitor does it for less.
66. Your price is way out of line.
67. Costs too much to change to your
products.
68. I can’t justify spending that much
money.
69. My boss will never approve it (money).
70. Your price is too high.
71. We need a better price.
72. Can’t afford it.
73. You’ll have to do better than that.
74. Sharpen your pencils.

Category 10: Plan Will Succeed

75. No one will use it.

76. Can't see how we could implement it.
77. Too much risk.
78. Change is tough to do around here.
79. Too much trouble.
80. They will never buy into it.
81. I'm not comfortable with this idea yet.
82. This is a lot to think about.
83. They will resist doing it.
84. We need time to adjust to this.
85. Don’t know how to tell my supplier “no.”
Objections are an error in the sales process.
This book provides several examples of how
to prevent, preempt, and respond to each
of these objections. These errors are most
often caused by missing a step or not doing
one or more steps completely. Select this
link to view the Strategic Sales Plan. Select
this link more information about the
Strategic Sales Plan: Why Sales Fail and How
Wins are Won.
How is this book different? What's in this
book?
Just imagine what it would have been like if
your boss on your first day at work in sales
had said, “Here is a ‘sales objections
strategy book’ that has every objection our
sales team gets for each of our
products/services when selling against each
of our competitors. This book has strategies
and tactics you can use to establish critical
beliefs about our products that will
PREVENT objections from entering the
prospect’s mind. But if you see on the
Competitor Analysis that the objection
already exists, then look at the examples of
how to PREEMPT it, and if need be, you can
use the scripted examples of how to
RESPOND using tactics our team has used
successfully in the past. Go ahead and
personalize them to your style.”

What would that book have been worth to

you?

Get this book now and start customizing

and personalizing the strategies and tactics
for each and every objection you get. Build
your own sales strategy book. How great
will you feel when you can handle any
objection that comes your way?
Get started today, buy the book now, and
never again get an objection you can’t
handle!

Book sold separately on Amazon.com,

Barnes and Nobel, Books-A-Million and
retailers around the world.

ISBN: 978-0-9864058-3-9 (Paperback)

Library of Congress Control Number:
2016910781