Mitch Anthony explains why it is important for sales leaders to apply sound social skills and emotional competences to fulfill customer needs, wants, demands, desires, and other preferences.

Mitch Anthony explains why it is now more important for top sales leaders to apply social skills and emotional competences to fulfill customer needs, wants, demands, desires, and other preferences, in addition to technical skills, tactical solutions, and several other core competences.

Mitch Anthony (2015)

Selling with Emotional Intelligence: 5 skills for building better client relationships

 

Ever since Harvard psychology professor Daniel Goleman published his bestseller, Emotional Intelligence, in the mid-1990s, subject matter experts have adopted his new non-obvious notion of EQ, in addition to IQ, to leverage better social skills and emotional competences in numerous different sub-fields, domains, and disciplines. Although we adopt, apply, and leverage better EQ in management and leadership, the most positive business impact of EQ may be on sales. Some sales leaders say buyers make purchase decisions on the sole basis of their emotional responses to the salesperson’s tactics and strategies, not expert views, opinions, and judgments on product features, functions, benefits, and many other attributes. Mitch Anthony provides new insights into the 5 mainstream EQ tools for salespeople to compete more successfully in the broader business context. Specifically, Anthony explains that salespeople can often better close deals by applying these fundamental tools of emotional intelligence to sales negotiations. In sum, high EQ is smart business. In time, our rare unique growth mindsets, keystone habits, social skills, intellectual worldviews, hard truths, and iterative continuous team performance improvements combine to help enrich the lives of others in an increasingly inclusive global society. High EQ trumps high IQ in different parts and regions of the modern business world. Lifelong learners listen, learn, focus, adapt, and react to many external competitive forces, factors, threats, challenges, and opportunities. These lifelong learners tend to incorporate both social skills and emotional competences into their professional skills, talents, core competences, and dynamic capabilities. In time, these lifelong learners pivot, persist, and persevere to complete their near-term goals, tasks, and missions despite distractions, difficulties, and disappointments. These goals, tasks, and missions better align with the long-run vision for the organization in our modern life, business, innovation, and even entrepreneurship.

 

As the CEO and Founder of Financial Advisor Insights, Mitch Anthony made more than 2,500 presentations to banks, insurers, and several other financial institutions worldwide. For many professional financial advisors, Anthony emphasizes the vital importance and practical relevance of learning to serve as good storytellers to sell financial products, services, and even business models in the new information era. When we narrate stories, we use, apply, and leverage facts, fables, tales, parables, anecdotes, analogies, metaphors, and adventures to evoke several good emotions of customers. To evoke good positive emotions of customers, we focus on creating, remaking, reshaping, and reinforcing positive, enjoyable, and memorable personal experiences. In due course, these good personal experiences resonate with core customer needs, wants, values, desires, demands, and preferences. In light of the recent Environmental, Social, and Governance (ESG) woke capitalism, we should connect the dots between our stories and broader ESG themes, issues, and policy implications such as carbon emissions, protective resources for better biodiversity and environmental sustainability, social relations with team employees, customers, communities, regulators, and other stakeholders, internal corporate controls, major ethical business practices, and governance standards for senior managers. These stories create, remake, reshape, and reinforce good positive personal experiences for many customers in the broader business context.

 

The Hebrew phrase, Tikkun Olam, means world repair. In modern Christian circles, Tikkun Olam has become synonymous with the meaningful notion of constructive social actions that contribute to a better world. God provides us with fire and wheat so that we can come up with bread. In a similar vein, God provides us with fire and clay so that we can bake the bricks ourselves. In this rare unique way, we become partners in completing the act of creation. In this positive light, our time on earth is important. We are not just passive observers, but also active participants in helping make the world a better place. Christians bear a sense of individual responsibility in accordance with the concept of Tikkun Olam. In the modern age, entrepreneurs share the same sense of individual responsibility for their advisors, specialists, and other team members to enrich the lives of others with positive contributions. From time to time, many founders and entrepreneurs should learn to reconcile what they want with what they can risk in order to accomplish their longer-term goals. In this important way, these cofounders and entrepreneurs pass the tests of life, fulfill lofty social causes and purposes, and make productive uses of our gifts, talents, skills, core competences, and dynamic capabilities from God in accordance with His love, grace, and divine nature. By harnessing the modern science of habitual power, we can better transform our own daily lives, businesses, and communities worldwide.

 

Atomic habits serve as the compound interest of self-improvement. Sometimes we remake, reshape, and reinforce small, subtle, persistent, and incremental keystone habits, social skills, intellectual worldviews, prescient insights, dynamic capabilities, and other core competences. As we practice what we preach over many years, we turn these small and subtle keystone habits, social skills, and so on into the positive flywheel effect, or equivalently, our iterative process of building momentum through incremental progress in pushing a big heavy flywheel. In due course, the keystone habits help promote personal growth, system-wide mastery, and self-improvement. Every time we practice some keystone habit, we engage ourselves in a 4-step rote routine system: cue, desire, response, and reward. Specifically, we take some cue from our internal motivation, external validation, or both. This cue triggers some of our positive human desires, demands, emotions, and preferences as we crave love, peace, joy, happiness, fulfillment, and satisfaction in life, business, innovation, and entrepreneurship. We listen, learn, think, feel, and respond to this cue in alignment with our intrinsic desires, demands, emotions, and preferences. As a result, we get some rewards in favor of this 4-step rote routine system for habit formation.

 

In order to turn these atomic habits into self-fulfilling prophecies, positive feedback loops, or both, we should make these keystone habits easy, obvious, and attractive to us. Specifically, these keystone habits should satisfy some of our human desires, demands, emotions, and preferences. Further, we should apply some habit tracker to measure our small, subtle, persistent, and incremental progress. Also known as the Seinfeld productivity hack, this habit tracker helps ensure that we never fall off the wagon. Key lifelong learners listen, focus, adapt, respond, and collaborate with others through sound social skills and interpersonal relationships. Senior leaders focus on the big picture, adjust complex gameplay systems, and inspire almost all team players to help achieve key results, positive outcomes, and forceful decisions for the foreseeable future.

 

What are the key insights, lessons, and takeaways from the new self-improvement book review?

A simple and intuitive acronym sums up the 5 mainstream EQ tools for salespeople: ARROW stands for Awareness, Restraint, Resilience, Others-driven empathy, and Working with customers to build high rapport, friendship, and customer relationship management. High-EQ people are self-aware of their hidden internal cues, motives, desires, and emotions, as well as the emotional tendencies, motives, desires, and emotions of others. High-EQ people often sustain positive mood control as we can change our internal insights, actions, and behaviors, although we may or may not change our hidden instinctive reactions. With greater resilience, higher-EQ people bounce back better from their flaws, faults, failures, setbacks, obstacles, difficulties, and disappointments. In the vast majority of cases, we cannot change external life circumstances, vicissitudes, scenarios, episodes, and so forth. Nevertheless, we remake, reshape, and reinforce iterative continuous improvements in our prescient insights, emotional responses, actions, and behaviors. Higher-EQ people focus on others and their needs, wants, motives, desires, demands, and other preferences. This greater social empathy often helps empower salespeople to better serve their customers. After all, the emotional pitch of one sales presentation may often prove to be more important than the basic facts, hard truths, product features, functions, benefits, and many other attributes. Higher-EQ sales leaders continue to work with their direct reports and junior team players to build better rapport, friendship, and customer relationship management.

 

Top salespeople, producers, and numerous other highly effective business leaders immerse themselves in completing core tasks, goals, and missions in accordance with the brighter, bigger, bolder, and broader long-term vision, social good, and life purpose for the organization in our life, business, innovation, and entrepreneurship. In essence, we should take complete responsibility for our own rare unique expert views, opinions, judgments, insights, actions, emotions, decisions, and behaviors. In the vast majority of cases, we seek to maintain a quiet life and refrain from riding an emotional rollercoaster. As we face, confront, and navigate new challenges and opportunities in life, learn to better understand our emotions, and remain resilient despite setbacks, failures, distractions, difficulties, and disappointments, we better recover from our bad mood and even distress. This emotional clarity empowers us to better manage negative emotions, expectations, behavioral responses, and so forth. With high EQ, we often better win friends and influence people in modern life, business, innovation, and even entrepreneurship.

 

To fight pessimism, we should reframe our current situation in a new positive light. To fight stress, we should maintain our good sense of humor. To fight fears, dreads, worries, concerns, and anxieties, we should develop new pervasive, prevalent, and sustainable sources of internal motivation in our modern life, business, innovation, and even entrepreneurship. Often internal motivation proves to be more important than external validation. We sustain our peak performance, immerse ourselves in the flow experience, lose track of time, and focus on completing one task, goal, or mission at one time in support of small, subtle, gradual, and incremental progress. With this laser focus, we often remake, reshape, and reinforce iterative continuous performance improvements in our prescient insights, emotional responses, actions, and behaviors.

 

Fresh doors open and close in our lives due to emotional intelligence or its absence. These emotional dramas often play out significantly more vividly on the sales stage. One of the hard truths of product market competition is that customers choose the option with the least amount of emotional exhaustion, stress, or annoyance. In this new light, top salespeople should take the rare unique path of least resistance, or the simplest course of action in any given broader business situation. Even though the simplest course of action may involve the least amount of time, effort, or energy, this option may or may not always result in the best, most desirable, most practical, and most productive outcome. In light of this natural inclination, it often requires no peak performance for us to consistently outperform external rivals and competitors in the broader business context. Sometimes strategic moves, insights, plans, ploys, maneuvers, and stratagems combine to trump technical excellence in modern life, business, innovation, and even entrepreneurship. At any pace, we keep our friends close and our enemies closer. When we apply high-EQ social skills and emotional competences to better understand our friends and foes, we can win in our thoughts, insights, expert views, opinions, and judgments more than hundreds of battles one thousand miles away.

 

Selling with emotional intelligence often starts with the rare unique recognition that we should meet emotional value needs beyond basic buy-and-sell transactions for almost all buyers who seek satisfaction well above the monetary value of products, services, or even business models. Salespeople should sandwich emotional value between the products, services, or business models themselves and their best use cases. This emotional value often connects the dots between the various best use cases and technical features, functions, and several other attributes. For instance, the top salespeople tend to sell electric cars as not only transport vehicles but also, more importantly, status symbols. Many millennial owners of electric vehicles from Tesla, BYD, and NIO regard these EVs as the third personal space and part of the modern digital lifestyle in support of green energy for environmental protection. In accordance with the long prevalent, pervasive, and deep-down social stereotypes, human emotions, and socioeconomic status systems, these EVs now compete for substantially more sales worldwide because many millennial owners think it is cool to drive EVs today in light of recent ESG themes, issues, and policy implications.

 

When we sell with high EQ, we should learn to maintain good mood control. Even though we cannot stop angry, anxious, fearful, and several other negative thoughts, desires, and emotions from coming to mind in the first place, we can practice higher EQ to keep them from taking up permanent residence. We should be more mindful of this small, subtle, gradual, and incremental transition from negative emotions to brighter, broader, and more positive thoughts, desires, and emotions. At any pace, we refrain from reaching rash decisions when we work under enormous pressure. The hard truth is that we often cannot perform under pressure. The first step for us to avoid working under pressure involves predicting some of the external cues and environments in relation to our mental stress. When we know these external cues and environments chronically trigger our stress, we become better, more immune, and more resilient in response to these external sources of stress stimulation.

 

High-EQ salespeople communicate to customers with not only words of affirmation, but also non-question-inflection tones, gestures, body languages, and many other non-verbal cues. In time, high-EQ salespeople often serve as good optimists with growth mindsets, prescient insights, hopeful attitudes, and other positive emotions. High-EQ salespeople continue to be lifelong learners who seek to help hone these dynamic capabilities in addition to their core competences, skills, talents, and many other professional experiences. To high-EQ salespeople, every single day can feel like a new positive adventure toward substantially more sales worldwide.

 

The classic fish story helps inform top salespeople who seek to sell with emotional intelligence, influence, and persuasion.

When a man sees a fellow passenger eat an entire herring except for the head on the train, he cannot restrain himself from asking the question, “Why did you put the head of a fish in your pocket?” This passenger explains that fish is good for health. Further, this passenger explains that the head of the fish is the healthiest part with rich nutrients. For this reason, he saves all fish heads for his children. After thinking about this fact for a while, the first man offers to buy the fish head for $5. After this mutual exchange, he eats the fish head and then turns to the passenger who sold the fish head to him, “Hey I could have bought the whole fish for less than $5!” The fellow passenger responds with the hard truth, “You are already smarter now.”

 

Closing sales of all kinds, not only sales of fish heads, is as much a simple intuitive matter of human emotion as a matter of logical analysis. It is often vitally important for us to cultivate both sound social sensitivity and emotional intelligence to better respond to many external life circumstances, situations, scenarios, and episodes on the broader basis of our comprehension of the internal cues, desires, demands, and emotions of others. Top-notch salespeople better read, assess, analyze, and understand the delicate intricacies of human emotions in many standard purchase decisions and buy-and-sell mutual transactions. Our rare unique ability to read the emotions of others directly affects our sales results.  

 

We can often connect the dots between business sales and human emotions from the customer-centric perspective. When a prospect slams the door in our face, our sales approach may not have been emotionally intelligent. To be top-notch sales-people, we can learn to apply the 5 mainstream emotionally intelligent skills, talents, core competences, and dynamic capabilities. A simple and intuitive acronym sums up these 5 EQ tools for top salespeople: ARROW stands for Awareness, Restraint, Resilience, Others-driven empathy, and Working with customers to build friendship, rapport, and customer relationship management. In terms of high-EQ Awareness, we should often learn to be sensitive to the emotional responses of customers. In addition, we should remain completely cognizant of how we react to many different forms of customer rejections. In response to customer rejections, our emotionally intelligent answers, actions, reactions, interactions, and behaviors can often better prepare us for the next few hundreds, thousands, and even millions of sales, deals, and purchases made by customers who respond favorably to our more emotionally intelligent sales approaches.

 

In terms of high-EQ Restraint, we should learn to avoid rash emotional responses when we are upset, angry, or anxious. In due course, we should patiently take time to find productive alternative sales solutions. In a similar vein, we should seek to refrain from closing sales, deals, and purchases made by upset, angry, or anxious customers. At any rate, we patiently use, apply, and leverage the legal principle of caveat emptor to make almost all buyers beware of potential risks, threats, hazards, and pitfalls. A comprehensive cost-benefit analysis often helps customers naturally choose to buy our products, services, or even new business models. This analysis should span not only product features, functions, and other benefits, but also more importantly, the emotional triggers for all customers to delight in the best use cases for our products, services, or new business models.

 

In terms of high-EQ Resilience, we should bounce back better from almost all kinds of flaws, faults, failures, setbacks, distractions, difficulties, and disappointments. In practice, customer rejections often reflect the fact that our sales approaches hit the wrong target audience. Sometimes we should pivot our sales approaches to evoke specific human emotions to cause the next few sales, deals, and purchases made by new customers. When our sales approaches hit the right target audience, such segmentation allows us to close hundreds, thousands, and even millions of sales, deals, and purchases by new customers within a medium-term time frame. In this positive light, we should allow these new sales approaches to completely saturate the new sales, deals, and purchases made by almost all customers as part of the right target audience. Instead of blaming others for our sales mistakes, we should encourage ourselves to patiently adjust our sales approaches until they hit the right target audience worldwide.

 

In terms of Others-centric social empathy, we should learn to view all kinds of new sales, deals, and purchases made by customers as part of our sales team efforts. As top-notch salespeople, we empathize with others, such as our teammates, co-workers, old customers, and new customers, by moving our perspectives from me to we. We should better care for others by patiently reading, assessing, analyzing, and understanding their actions, reactions, interactions, behaviors, and emotions. At any pace, we should avoid getting into social conflicts and personal attacks with customers, although sometimes our internal disagreements help build better sales teams in the broader business context. This emotional clarity can help salespeople better achieve steady, robust, and consistent flows of sales, deals, and purchases made by delightful customers.

 

In terms of Working with others, we should learn to enjoy developing new mutually productive relationships with many customers. At any pace, we should genuinely seek to help almost all kinds of customers use our products, services, or even new business models to achieve their own medium-term goals, tasks, and missions. In addition, we should refrain from acting as wallflowers in these social relationships. We proactively strike up new conversations, make new friends, and maintain social relations with our customers. In time, we work together to close substantially more sales, deals, and purchases made by customers when we find, keep, and maintain genuine interests in building rapport, friendship, and relationship management with all of our customers. In time, we prove, show, and demonstrate substantially more emotional value to our customers when they use, apply, and leverage our products and services as the best business use cases. Specifically, our products, services, or even new business models help these customers better achieve their key results, outcomes, actions, and decisions in the broader business context. Active customer delight often turns out to be one of the most important non-financial metrics for our sales team performance.

 

As lifelong learners, we should learn to develop the 4 mainstream sales personality traits, attributes, and characteristics etc to help hone our social skills and emotional competences for better customer relationship management.

Top-notch salespeople should maintain deep, broad, genuine, and active interests in different types of customers. Online ad campaigns help sort all these customers into different blue-ocean niche market segments in terms of their personal interests, desires, demands, demographic differences, social profiles, and other preferences. In due course, top-notch salespeople further develop, keep, and maintain 4 major emotional competences. First, these top salespeople sustain the competitive drive to remain resourceful for all seasons. These top salespeople make the extra phone call to close the sale at the margin. If these salespeople cannot reach the customer during normal business hours, these salespeople would try to reach the customer early in the day, late at night, or both. The top-notch salespeople rejoice in winning each additional deal. After all, these top salespeople sustain their competitive urge to work well under time pressure.

 

Second, these top salespeople retain their rare unique mentality of high achievers. These salespeople listen, learn, adapt, and respond to different kinds of customers. Specifically, these top salespeople learn from their flaws, faults, failures, mistakes, setbacks, obstacles, distractions, difficulties, and disappointments. As a result, the top salespeople prepare themselves to apply different sales pitches to trigger many different positive customer emotions in relation to their products, services, or even new business models. These resourceful salespeople set high standards, prepare to be successful, and seek to achieve medium-term goals, tasks, and missions. In due course, these top salespeople regard many different external circumstances, vicissitudes, situations, scenarios, and episodes as part of the rare unique journey toward substantially more sales, deals, or purchases made by delightful customers. In addition to expert views, opinions, and judgments, these top salespeople regard customer comments, suggestions, and recommendations for iterative continuous performance improvements as new business opportunities. These top salespeople take responsibility for their faults, failures, mistakes, errors, and setbacks. To make iterative continuous improvements, these top-notch salespeople are happy to pass their expert views, opinions, judgements, and other knowledge spillovers onto their direct reports and other junior team players.

 

Third, these top-notch salespeople continue to learn from their own personal flaws, faults, failures, mistakes, errors, and setbacks. These star salespeople strive to be eager to grow professionally to reduce their mistakes, missteps, and misjudgments. In time, the top-notch salespeople are happy to teach their direct reports and other junior team players how they can make iterative continuous improvements in team performance metrics, sales, profits, and other customer-centric results. These star salespeople seek to bounce back better from their own personal setbacks, failures, obstacles, distractions, difficulties, and even disappointments. For these top-notch salespeople, customer delight often turns out to be one of the most important non-financial performance metrics. Positive customer feedback serves as the foremost predictor of subsequent sales results.

 

Fourth, these star salespeople keep their open growth mindsets, adjust their sales pitches on the fly, and so seek to delight customers in the broader business context. Also, these star salespeople nurture their rare unique keystone habits, social skills, intellectual worldviews, hard truths, and iterative continuous improvements. These top-notch star salespeople focus on improving more than one of these 4 emotional core competences even though their sales teams may or may not change external life circumstances, vicissitudes, situations, scenarios, and episodes. It can be hard, tough, and difficult for all these salespeople to substantially improve their emotional core competences overnight, but the rewards can be substantially more sales for the foreseeable future. When we bring to the table these 4 emotional competences in all kinds of sales situations, we achieve the critical mass of emotional fortification for better sales results. In hard times, we should be brave, strong, and courageous to confront the brutal facts, hard truths, setbacks, failures, distractions, difficulties, and disappointments in our life, business, innovation, and entrepreneurship. At any pace, we should retain a good sense of humor to reframe these brutal facts, hard truths, setbacks, failures, and so forth in a more positive light. Such positive energy can help us learn new insights, life lessons, analogies, and metaphors from several different external circumstances, vicissitudes, situations, scenarios, and episodes. Eventually, these personal experiences, triumphs and setbacks, and sales booms and crises, help transform us into better senior leaders in life, business, innovation, and even entrepreneurship.

 

We should sandwich emotional value between the products, services, or business models themselves and their best use cases. This emotional value often connects the dots between the various best use cases and technical features, functions, and several other attributes. For instance, the star salespeople tend to sell electric cars as not only basic transport vehicles but also, more importantly, new status symbols. Many millennial owners of electric vehicles from Tesla, BYD, and NIO regard these EVs as the third personal space and part of their digital lifestyle in support of green energy for better environmental protection. In light of the long prevalent, pervasive, and deep-down social stereotypes, emotions, and socio-economic status systems, these different EVs compete for substantially more sales worldwide because many millennial owners think it is cool to drive EVs these days in light of the brighter and broader ESG themes, issues, and policy implications.

 

An important part of our human brain, the amygdala, sometimes helps trigger rash responses and knee-jerk reactions to external risks, threats, dangers, and hazards. However, we should be more mindful to avoid each emotional hijack because each amygdala rare event can cost us substantial sales, profits, and analytical thoughts, insights, judgments, decisions, and so forth.

When we snap to make rash responses and knee-jerk reactions without letting our analytical power kick in first, we suffer a major amygdala rare event or an emotional hijack in response to external risks, threats, dangers, and hazards. Such amygdala is the part of the human brain where impulses overrule analytical thoughts, insights, reasons, and reflections. In almost all cases, we should be more mindful to prevent every emotional hijack because every amygdala rare event can cost us substantial sales, profits, and analytical thoughts, insights, judgments, decisions, and so forth. Indeed, we should refrain from mindlessly indulging in the sudden irrational whims, desires, fancies, and impulses of our amygdala. To better control our gut reactions such as anger, fear, dread, anxiety, and many other negative emotions, we should often practice self-reflection for more than 30 minutes to gently ease our emotional responses. In such rare unique fashion, we should learn to put on the brakes when we sense we might inadvertently yield to our rash, impetuous, and emotional urges.

 

Top-notch sales leaders strive to sell with substantially more emotional intelligence. These sales leaders close sales, deals, and purchases by customers who seek to use our products, services, or new business models for clear and specific business use cases, needs, desires, demands, and other preferences.

By better understanding our emotional responses, we can learn to sell with greater emotional intelligence. To keep our EQ at the high level for sales success, we can follow several general guidelines. First, we should monitor the emotional cues and signals from our gut messages, reactions, and emotions. Our positive mood control can often help us sense when these gut messages, reactions, and emotions begin to call the shots. Second, we should often learn to take complete responsibility for our own emotions without blaming others. We should seek to control our emotional responses, even though external life events and someone’s actions and behaviors may trigger some specific emotional responses of ours. Third, we should let go of unrealistic expectations when these expectations tend to result in frustration, anger, irritation, annoyance, and even depression. Fourth, we should refrain from venting our negative emotions out of control. For instance, we may create socially awkward situations beyond our control when we dash off angry emails to multiple recipients. This communication often leads to the viral spirals of negative emotions. Fifth, we should seek to remain resilient to external stress stimulation. At any pace, we find healthy outlets for better stress management. These healthy outlets involve sports, games, podcasts, novels, movies, TV shows, and many other hobbies and human activities. Sixth, we should reconsider the potential costs to our personal reputation, even though we sometimes cannot resist the temptation to blow the stack. In hard times, we should maintain our good sense of humor. Emotionally intelligent actions, reactions, and interactions can help reframe our severe situations in a positive light. Seventh, we should gently prepare ourselves for common and inevitable adversity in life, business, innovation, and entrepreneurship. At any rate, we should prevent negative self-talk, anger, anxiety, and even constant rumination. While we attempt to work well under pressure, we should regard almost all sorts of setbacks as fresh opportunities for us to extract life lessons, insights, worldviews, and invaluable first-hand personal experiences.

 

Hope, faith, love, and optimism play powerful roles in human productivity advances. These positive emotions mean never giving up and not giving in to negativism and depression despite setbacks, failures, obstacles, difficulties, and disappointments. Lifelong learners need to maintain the expectation that everything will turn out well. With high hopes, optimists often attribute their setbacks and failures to a few forces, factors, and key elements under control. These optimists think they can still change their thoughts, words, actions, habits, and behaviors. For this reason, the optimists never fall into the rabbit hole of depression whenever they motivate themselves to confront the brutal facts, setbacks, and failures. In modern finance, CEO optimism serves as a good, positive, and emotionally intelligent attitude for better operational performance and R&D innovation efficiency in the broader business context. Hope, faith, love, and optimism combine to support our self-efficacy sense that we sustain self-mastery over our life events, results, outcomes, and new challenges for better personal growth and self-improvement.

 

The emotional pitch of a sales presentation often proves to be more important than the basic brutal facts, hard truths, product features, functions, benefits, and several other attributes. In due course, high-EQ sales leaders work with their direct reports and junior team players to build better rapport, friendship, and longer-run customer relationship management. Often the emotionally intelligent actions, reactions, and interactions maintain mutual trust, respect, and courtesy among all team players.

 

High-EQ salespeople communicate to customers with not only words of affirmation, but also non-question-inflection tones, gestures, body languages, and many other non-verbal cues. In time, high-EQ salespeople often serve as good optimists with growth mindsets, prescient insights, hopeful attitudes, and other positive emotions. High-EQ salespeople continue to be lifelong learners who seek to help hone these dynamic capabilities in addition to their core competences, skills, talents, and many other professional experiences. To high-EQ salespeople, every single day can feel like a new positive adventure toward substantially more sales worldwide.

 

High-EQ sales leaders seek to enhance their brand, likeability, and trustworthiness. The vast majority of customers tend to like professionally competent subject matter experts. Top sales leaders further enhance their likeability in the eyes of customers when these sales leaders closely connect the dots between their true best interests and products, services, or new business models. In such rare unique fashion, high-EQ sales leaders can add emotional value by showing genuine tendencies to help customers use their products and services to accomplish more with less time, effort, and energy.

 

Everybody brings his or her own rare unique personal style into sales negotiations. As we empathize with others, we apply the basic intuition to better understand the internal cues, motives, desires, and emotions of customers on the other side of the table for sales negotiations. Many negotiators make the mistake of trying to get the best one-time deal for their side, but these negotiators fail to consider the long-run impact of their business relationships. High-EQ sales negotiators are often able to work out workaround solutions with the MacGyver method. However, many others can only see setbacks, failures, distractions, difficulties, and even disappointments. The secret sauce requires looking beyond what customers need, want, and desire in due course. This prescient foresight helps identify the goals, tasks, and missions of customers. High-EQ sales leaders further empower customers to leverage their products, services, and even business models to better accomplish these medium-term goals, tasks, and missions in a cost-effective manner. In most of these mutual sales negotiations, high-EQ sales leaders add great emotional value by linking key product features, functions, and many other benefits to the best use cases for most customers worldwide.

 

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