Originally published on Advisor Perspectives, September 27, 2017

I met recently with a coaching client who had this stunning announcement: “I’ve had it with engineers. They’re just too difficult. I’m not going to meet with any prospects who are engineers in the future.”

Was he right to give up on engineers? I can certainly understand his frustration. It’s a difficult group. But here are some tips for maximizing the possibility of converting them.

As an aside, while this article is specifically about engineers, my advice applies more generally to prospects who approach problems and decisions in a structured, analytical and data-driven framework.

Understand what makes them tick

Engineers (like all other groups) have well-defined personality traits. If you want to convert them, you need to understand what makes them tick.

The overriding personality traits of engineers have been described as follows:

• Analytical
• Perfectionist
• Seek order and structure
• Can be dogmatic
• Uncomfortable with “vagueness and ambiguity”
• Reluctant to consider “conflicting data.”

Apply the Solin Process℠

The Solin Process℠ is premised on eliciting information, rather than conveying it. The process begins by getting to know the prospect as a person.

How can this process be applied to engineers?

Start by asking open-ended questions geared to learning about the prospect. But be prepared for it not to go smoothly. Engineers are likely to be impatient with what they deem to be “small talk.” They may want to get right to the point.

Let them.

Your job is to let the conversation flow in whatever direction the engineer wishes to take it. If that means responding to a detailed list of questions, do so in as direct and brief manner as you can, and then ask: “Did I answer your question or would you like more details?” If the engineer wants more details (as is likely), provide them.

Don’t engage or persuade

Here’s where passively-oriented advisors are likely to get into trouble. If the engineer is currently using an active manager, trying to persuade him or her to switch to passive management is fraught with issues.

Don’t make any effort to persuade the engineer about the merits of passive management. It will only polarize the situation.

Don’t engage the engineer if he or she becomes confrontational.

Instead, try this:

Explain what you do and why you do it. Ask the engineer if he or she is interested in reviewing any data that supports your views. If an interest is expressed, provide it. If not, don’t impose it.

If the engineer tells you their current broker or advisor can “beat the market,” by engaging in stock picking, market timing and selecting actively managed mutual funds likely to outperform, don’t try to persuade them of the error of their ways. Calmly explain that you don’t have the ability to do those things successfully and you can’t comment on what others do. Tell the prospect your job is to provide whatever information is needed for them to make an intelligent and informed decision.

I can’t emphasize this enough: Don’t persuade and don’t engage.

Think of yourself as a consultant, retained to give an opinion on which advisor the prospect should hire. As a consultant, you would be objective and dispassionate. You would also be indifferent to the outcome.

That’s the mindset you need to convert an engineer into a prospect.