Fast Track Freddie

➤ A rising star in the organization
➤ Eager to assume more accountability and impress his superiors
➤ Wants inspiring, big-picture ideas that will help him realize his ambitions
➤ Is often impatient, easily annoyed, and unwilling to accept excuses

When interacting with Fast Track Freddie, keep in mind that his only concern is what's is in it for him. So when making a request or presenting your agenda, frame it in the context of how it will benefit him and his particular priorities. For example, if you need Freddie to sign off on the cost of bringing an expert speaker to a show, and you know that Freddie's No. 1 goal is to increase sales, make sure your pitch emphasizes how this move will lure more qualified prospects to the exhibit and convince them to sign contracts right on the spot. Since Freddie is generally trusting and doesn't have the time or desire to pore over all the details, don't bore him with minutiae and instead focus on bullet-point strategies, goals, and results. Freddie also responds well to people who mirror his confidence, so don't shy away from demonstrating your initiative. This is one instance in which wearing your self-assuredness on your sleeve will be a benefit.

Doubting Donna

➤ Usually oversees brand management, sales, or corporate strategy
➤ Deeply skeptical about the value of face-to-face marketing
➤ Possesses a strong sense of will
➤ Prioritizes the data-based aspects of marketing over emotional elements

The key to working with Doubting Donna is to avoid fighting fire with fire, i.e., thinking that since she is adamant about exhibit marketing being a waste of resources, you must be equally uncompromising in your defense of your program. Instead, endeavor to understand how she defines success and then provide evidence that shows how face-to-face marketing supports her objectives. Donna is nobody's fool, so make sure your argument is honest, based on data, and acknowledges which elements of your program could use some tweaking. She also loathes rebuttals, so respond to her arguments with "Yes, and â?¦" rather than "But â?¦" Whenever possible, pivot the discussion away from sticking points and toward your shared objectives. And while it may seem counterintuitive, be open to decreasing the scope of your face-to-face marketing efforts if Donna suggests it, as sometimes you need to take half a step back to move two steps forward with an executive this strong-willed.

Don't Rock the Boat Ray

➤ Easily identified by his lack of ambition and contentedness with the status quo
➤ Frequently found somewhere in the ranks of middle management
➤ Keenly adept at office politics
➤ Often acts as a gatekeeper to the C-suite

Don't Rock the Boat Ray has been at the firm for years and is very cozy with upper management. His experience and access to senior executives make him a potentially valuable asset to your program, but he's so risk-averse that he's unwilling to forward any bold, game-changing ideas. Nevertheless, since key communications with the higher-ups need to go through Ray, make your reports and/or proposals as easy for him to share as possible by limiting them to two or three pages and including visuals. Resist the urge to go above Ray's head and tell his superiors he's an impasse to improvement – a dangerous move when dealing with someone this politically astute. Instead, should you happen to bump into a member of the C-suite, say something along the lines of, "I enjoy working with Ray, and I've shared some ideas with him that I think we should explore. Would it be possible for the three of us to set up a time to discuss them?"

My Way Mary

➤ Knows the ins and outs of her depart- ment like the back of her hand
➤ Is extremely hard working
➤ Typically a long-term employee who has been promoted to a senior role
➤ Has difficulty trusting others

As her name suggests, My Way Mary knows how things should be done: the way she did them before becoming a manager or executive. She often struggles with delegating, and her inherent lack of trust leaves her bogged down with micromanaging tasks that could be done by a subordinate. Gain Mary's confidence by working within her boundaries, at least in the beginning. Make sure she knows you value her experience and perspective, and don't rush to improve her way of doing things. Once you've established a rapport and shown that you can be trusted, introduce your own ideas by acknowledging her point of view, e.g., "I know we've always done things this way, Mary, and I understand why, but after seeing what other exhibitors were doing at our last show, I think there may be an alternative." By not making your proposals definite and taking her longstanding methods into account, you're far more likely to earn her approval and empowerment.

Clueless Carl

➤ Typically a newly promoted executive
➤ Frequently from a department with little or no connection to trade shows
➤ Lacks even a cursory knowledge of face-to-face marketing terms
➤ Appears aloof during discussions pertaining to your exhibiting program

Clueless Carl's naivete about trade show marketing means that while he has no preconceptions about the value of your exhibiting program, he also has no idea when to speak up and support a bold plan. Many exhibit managers ignore Carl, thinking he's weak or that his cluelessness equates disinterest. Don't do yourself the same disservice, as Carl can become one of your program's greatest advocates if you invest the time in educating him. Brief him on the fundamentals of trade show terminology, exhibiting objectives, and the results your program generates. If possible, bring Carl to an expo you don't exhibit at – you'll likely be too busy to adequately explain things to him if you're working the event – and walk the show floor together so he gets an understanding of just how a trade show works. Once you recognize his need for information and bring him up to speed, you'll likely find that Carl can be a valuable colleague and a champion of your program.

Workhorse Wendy

➤ Has exceedingly high expectations regarding work ethic and communication
➤ Wants to be copied on every email pertaining to her department
➤ Highly annoyed by inefficiency, half answers, and sloppiness
➤ Loves crunching numbers

Often the first person to respond to an email and the last to leave the office, Workhorse Wendy is the epitome of efficiency and get-it-done gumption. Before Wendy signs off on anything, she wants to go over every budget line item, report, visual asset, and piece of copy, and no detail is too small to escape her attention. When dealing with Wendy, it's best to play by her rules and perhaps even "out-intensify" her, e.g., copy her on every email and provide her with all the documents she requests – and then some. Just make sure any materials going her way have been carefully reviewed and are free of errors. Respond to her feedback promptly and follow through on any promises you make. Once you and Wendy have established trust, she'll likely curtail her demands to be involved in every step of the process. However, keep your working relationship a healthy one by having a frank discussion about what elements of your program still need to be run past her.