By Robert B. Miller and Gary A. Williams, with Alden M. Hayashi (Warner Business Books, April 2004)

Aristotle, ace salesman (and, oh yeah, philosopher), believed that the most effective presentations required a balance of logos, ethos, and pathos - well-reasoned arguments, the credibility and integrity of the speaker, and the ability to consider the mind-set of the audience. The authors of this book, two experts in customer-relationship management, contend that today's decision makers are no different from the Greek citizens in the time of the first Olympiad. Yet few presenters (either salespeople or managers) ever consider the importance of the client's mind-set and tailor those presentations to them. Every purchaser and decision maker falls into one of five distinct categories: charismatics, thinkers, skeptics, followers, or controllers. Decoding your prospect is the critical first step in getting to yes, they say, and they offer solid tools for doing exactly that.

BACKSTORY The authors surveyed nearly 1,700 business executives about their decision-making processes. How willing were they, for example, to make decisions that might have large negative consequences? How much did they value spirited interactions? The results helped create the five paths to persuasion.

TAKEAWAY Decision-making personality traits for all five types are outlined, and the authors give street-smart advice for using that information to make the sale. Charismatic leaders generally seek more information, while skeptics have little interest in being educated and gravitate toward ideas that make them feel rebellious. While some guidance on how to prep for meetings may seem too low-level, knowing when and how to effectively "cite case studies in which the solution was implemented successfully" is useful coaching.

WHAT WE LIKED Persuasion, an underrated art, is finally given its due. High-profile CEOs such as Richard Branson (charismatic) and Carly Fiorina (follower) have their types decoded, enlivening the book. The tool kit, a distillation of to-dos for persuading, should be framed on every manager's wall.

WHAT WE DIDN'T There's very little about how to predetermine which of the categories potential clients will fall into. And one-third of the 24 CEOs profiled no longer helm their companies.

WHAT TO SAY TO SOUND LIKE YOU'VE READ IT A one-size-fits-all approach to selling often means it fits nobody. Knowing who you're selling to and how to push their buttons is as important as the content of the sales pitch.