1. Communication Styles: Managing Selling Relationships

2. 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.”

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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)

9. Communication-Style Model
FIGURE
4.9

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

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

12. Emotive Style
FIGURE
4.4

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

14. Directive Style
FIGURE
4.5

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

16. Reflective Style
FIGURE
4.6

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

18. Supportive Style
FIGURE
4.7

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

20. 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?

21. 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

22. Comparison of Styles
FIGURE
4.8

23. 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

24. 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

25. Intensity Zones
FIGURE
4.9

26. 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

27. 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

28. 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

29. 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