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3 - Profiling²: "What makes others tick?" - On the advantages of knowing people

We have to make her want to change. And we achieve this not
by objectively showing her the advantages of change, but by
providing her with subjective reasons according to her motives,
or by supporting her in finding them herself." (Bußmann 2019, p.
60/62)

In this context, we want to quote a detective superintendent who
once said to us, "When a suspect confesses, it's usually not
because we as interrogators made him do it, but because he
wants to confess."

So one of the fundamentals of profiling² is:

If you can read a person, assess his drivers and motives,
and even name them clearly, you hold the key to
changing his behavior. If possible, however, this change
must come from the person himself. But: You as a
salesperson, employee or recruiter can support the
customer, employee or applicant in wanting and initiating
this behavioral change yourself.

What can happen when a salesperson's knowledge of human
nature is rather modest is illustrated by the next story Oliver now
tells.

"Hi there, Popeye!"

I always like to tell this story in seminars to illustrate how important it is
to at least try to better assess the behavior and personality of
interlocutors in order to adjust to them. In the story, the focus is on a
lady who works for an airline and who has to deal with the
unappreciative

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