Communication Styles: Managing Selling Relationships

Communication Style “Your communication style is the you that is on display every day— the outer pattern of behavior that others see. If your style is very different from the other person’s, it may be difficult for the two of you to develop a rapport.”

Communication-Style Bias Most frequently occurring form of bias Not commonly understood A state of mind that is difficult to explain Develops when we have contact with another whose communication style is different from our own

Adaptive Selling Describes training programs that encourage salespeople to adjust their communication style to accommodate styles of their customers More than 7 million have completed adaptive selling programs with Wilson Learning

Communication-Style Principles 1. Individual Differences Individual differences exist and are very important Each person displays individual array of verbal and nonverbal characteristics 2. Style as a Way of Thinking and Behaving A preferred way of using one’s abilities Ability = how well you can do something Style = how you like to do it

Communication-Style Principles 3. Style Tends to Be Stable over Time Based on hereditary and environmental factors Our “style” tends to remain rather constant through life 4. There Is a Finite Number of Styles Most people display one of several behavioral clusters We can often “label” a person’s style

Communication-Style Principles 5. Get in Sync with Styles of Others Style differences can be source of friction Develop an ability to adapt to another person’s style

Improving Relationship Skills First goal: understand your own preferred communication style Second goal: develop greater understanding and appreciation for different styles Third goal: manage selling relationships by adapting style (style-flexing)

Communication-Style Model FIGURE 4.9

Dominance Continuum Low dominance Cooperative Let others control Low in assertiveness High dominance Like to control Initiate demands More aggressive FIGURE 4.1

Sociability Continuum Low Control feelings Prefer solitude More reserved More formal High Express feelings Prefer interaction More outgoing More informal FIGURE 4.2

Emotive Style FIGURE 4.4

Emotive Style Traits Appears quite active Takes social initiative Encourages informality Expresses emotional opinions

Directive Style FIGURE 4.5

Director Style Traits Appears quite busy May give the impression of not listening Displays rather serious attitude Likes to maintain control

Reflective Style FIGURE 4.6

Reflective Style Traits Controls emotional expression Displays preference for order Tends to express measured opinions Seems difficult to get to know

Supportive Style FIGURE 4.7

Supportive Style Traits Appears to be quiet and reserved Listens attentively Tends to avoid use of power Makes thoughtful decisions in deliberate manner

Discussion Questions Think of people you know who are: Emotives Directors Reflectives Supportives How well do you currently communicate with these people? How do you see your communication style playing a role?

Popularity of Four-Style Model While labels and terms differ, the underlying concepts are similar in a number of communication-style models See Figure 4.8 on the next slide for a comparison

Comparison of Styles FIGURE 4.8

Minimizing Communication-Style Bias Salespeople often focus too much on the content and not enough on the delivery of their sales presentation It can be a barrier to sales success One must work with people from all four quadrants Become highly adaptable

Achieving Interpersonal Versatility Versatility describes one’s ability to minimize communication-style bias Adapting to the customer’s preferred style can enhance sales performance Move toward a more mature style Strength-weakness paradox Intensity zones

Intensity Zones FIGURE 4.9

Versatility Through Style Flexing Style-flexing: the deliberate attempt to adjust one’s communication style to accommodate others’ needs Learn about each customer’s style during preapproach stage Do not become preoccupied with identifying style during sales calls Analyze call afterward for style clues

Selling to Emotives and Directors Be enthusiastic Don’t be too stiff or formal Take time to establish goodwill/relationships Maintain eye contact Be good listener Selling to Directors Keep as businesslike as possible Be efficient, time disciplined, organized Identify their goals Ask questions and note responses

Selling to Reflectives and Supportives Selling to Supportives Take time to build the relationship Listen carefully to their opinions and feelings Provide assurances for their views Have patience, give them time to comprehend Selling to Reflectives Use thoughtful, well- organized approach Present information in deliberate manner Provide documentation Never pressure for quick decisions

Words of Caution Do not let labels rule behavior Labels make people feel boxed in or judged Acquire additional information Do not classify people per se, classify their strengths and preferences Do not let labels justify your inflexibility