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Vogelhuber, Scheelen - What people really want

What makes this chapter tick?

• Now it's time for the crucial question: How can you recognize
what makes your conversation partners tick, whether they
are customers, employees or applicants?
• You will learn that knowledge of human nature helps to
change the behavior of your interlocutors. You will also
receive concrete Profiling² tips.

Reading people and changing their

behavior

The benefit of profiling², which is about the question: "What
makes others tick?" lies in the improvement of knowledge of
human nature. If you know who you are dealing with, which
emotions, values and convictions dominate the other person,
which motives drive him or her, which motivators are important to
him or her, you can respond more precisely to the other person
in customer meetings, employee communications and job
interviews and also change his or her behavior. However, this
requires that the other person is willing to change his or her
behavior in the first place.

Neuroscientist Gerhard Roth says: "Ra- tional appeals for
change, no matter how well founded, generally have no
influence. The formation of the will to change is not a cognitive,
rational process, but 100 percent a motivational one. (...) If we
want to achieve a change in a person, we must

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