| Mark |
| DO: | DON’T: |
|
| - Be clear, specific, brief, to the point.
- Come prepared with all requirements, objectives, and support material in a well-organized “package.”
- Read his body language for approval or disapproval.
- Motivate and persuade by referring to objectives and results.
- Provide ideas for implementing action.
| - Forget or lose things or be disorganized or messy.
- Confuse or distract his mind from business.
- Be redundant.
- Come with a ready-made decision or make it for him.
|
| Andy |
| DO: | DON’T: |
|
| - Be precise about the use of his time.
- Provide solutions, not opinions.
- Provide yes or no answers, not maybes.
- Stress logic.
| - Offer assurance and guarantees you can’t fulfill.
- Ramble.
- Be vague; don’t offer opinions and probabilities.
- Keep deciding for him, or he’ll lose initiative.
|
| Kirk |
| DO: | DON’T: |
|
| - Provide details in writing.
- Have the facts in logical order.
- Give him time to analyze the data before making a decision.
- Be patient and persistent.
- Use an unemotional approach.
| - Leave things open to interpretation.
- Manipulate or push him into agreeing; he probably won’t fight back.
- Overuse emotion.
- Patronize or demean him by using subtlety or incentive.
|
