1. 16-1 9 TH EDITION CHAPTER 16 COMMUNICATION STYLES: MANAGING THE RELATIONSHIP PROCESS Manning and Reece

2. 16-2 LEARNING OBJECTIVES Discuss influence of communication style bias on relationship process Explain benefits of understanding communication styles Identify two key dimensions of communication style model List and describe four major communication styles in model Learn to identify your preferred style and that of your customer Learn to overcome communication style bias with style flexing

3. 16-3 COMMUNICATION STYLE BIAS ”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 rapport.”

4. 16-4 COMMUNICATION STYLE PRINCIPLES 1. INDIVIDUAL DIFFERENCES --Individual differences exist and are very important --Each person displays individual array of verbal and nonverbal characteristics 1. INDIVIDUAL DIFFERENCES --Individual differences exist and are very important --Each person displays individual array of verbal and nonverbal characteristics 2. STYLE WAY OF THINKING AND BEHAVING -- A preferred way of using one’s abilities --Ability=what you can do --Style= how you like to do it 2. STYLE WAY OF THINKING AND BEHAVING -- A preferred way of using one’s abilities --Ability=what you can do --Style= how you like to do it

5. 16-5 COMMUNICATION STYLE PRINCIPLES 3. STYLE TENDS TO BE STABLE --Based on hereditary and environmental factors --Our “style” tends to remain rather constant through life 3. STYLE TENDS TO BE STABLE --Based on hereditary and environmental factors --Our “style” tends to remain rather constant through life 4. FINITE NUMBER OF STYLES --Most people display one of several behavioral clusters --We can often “label” a person’s style 4. FINITE NUMBER OF STYLES --Most people display one of several behavioral clusters --We can often “label” a person’s style

6. 16-6 COMMUNICATION STYLE PRINCIPLES 5. GET IN SYNC WITH STYLES OF OTHERS --Style differences can be source of friction --Develop ability to adapt to other person’s style 5. GET IN SYNC WITH STYLES OF OTHERS --Style differences can be source of friction --Develop ability to adapt to other person’s style

7. 16-7 IMPROVING RELATIONSHIP SKILLS First Goal—Understand your own communication preferred style First Goal—Understand your own communication preferred style Second Goal—Develop greater understanding for different styles Second Goal—Develop greater understanding for different styles Third Goal—Manage selling relationships by adapting style “style-flexing” Third Goal—Manage selling relationships by adapting style “style-flexing”

8. Figure 16.7, complete model.16-8 COMMUNICATION STYLE MODEL

9. See Table 16.1.16-9 DOMINANCE CONTINUUM LOW HIGH Cooperative Give advice Eager to help Initiate demands Less aggressive More aggressive

10. See Table 16.2.16-10 SOCIABILITY CONTINUUM LOW HIGH Reserved Outgoing Reserved Outgoing Quiet Talkative Quiet Talkative Shy Bold Shy Bold Guarded Open Guarded Open

11. 16-11 LOW DOMINANCE LOW SOCIABILITY HIGH SOCIABILITY HIGH DOMINANCE EMOTIVE STYLE

12. 16-12 EMOTIVE STYLE TRAITS Appears quite active Appears quite active Takes social initiative Takes social initiative Encourages informality Encourages informality Expresses emotional opinions Expresses emotional opinions

13. 16-13 LOW DOMINANCE LOW SOCIABILITY HIGH SOCIABILITY HIGH DOMINANCE DIRECTIVE STYLE

14. 16-14 DIRECTIVE STYLE TRAITS Appears quite busy Appears quite busy May give impression of not listening May give impression of not listening Displays rather serious attitude Displays rather serious attitude Likes to maintain control Likes to maintain control

15. 16-15 LOW DOMINANCE LOW SOCIABILITY HIGH SOCIABILITY HIGH DOMINANCE REFLECTIVE STYLE

16. 16-16 REFLECTIVE STYLE TRAITS Controls emotional expression Controls emotional expression Displays preference for order Displays preference for order Tends to express measured opinions Tends to express measured opinions Seems difficult to get to know Seems difficult to get to know

17. 16-17 LOW DOMINANCE LOW SOCIABILITY HIGH SOCIABILITY HIGH DOMINANCE SUPPORTIVE STYLE

18. 16-18 SUPPORTIVE STYLE TRAITS Appears to be quiet and reserved Appears to be quiet and reserved Listens attentively Listens attentively Tends to avoid use of power Tends to avoid use of power Makes thoughtful decisions in deliberate manner Makes thoughtful decisions in deliberate manner

19. See Figure 16.8.16-19 POPULARITY OF FOUR STYLE MODEL While labels and terms differ, the underlying concepts are similar in a number of communication style models While labels and terms differ, the underlying concepts are similar in a number of communication style models See Figure 16.8, next slide, for a comparison See Figure 16.8, next slide, for a comparison

20. Figure 16.816-20 COMPARISON OF STYLES

21. 16-21 MANAGING COMMUNICATION STYLE BIAS Salespeople often focus too much on content and not enough on delivery of message Salespeople often focus too much on content and not enough on delivery of message Develop style flexibility Develop style flexibility Move toward a more mature style Move toward a more mature style Strength-weakness paradox Strength-weakness paradox Intensity zones Intensity zones

22. 16-22 SELLING TO EMOTIVES AND DIRECTORS SELLING TO EMOTIVES --Don’t be too stiff or formal --Take time to establish goodwill --Maintain eye contact --Be good listener SELLING TO EMOTIVES --Don’t be too stiff or formal --Take time to establish goodwill --Maintain eye contact --Be good listener SELLING TO DIRECTORS --Keep as business- like as possible --Identify their goals, most directors are goal oriented --Ask questions and note responses SELLING TO DIRECTORS --Keep as business- like as possible --Identify their goals, most directors are goal oriented --Ask questions and note responses

23. 16-23 SELLING TO REFLECTIVES AND SUPPORTIVES SELLING TO REFLECTIVES --Use thoughtful, well organized style --Present information in deliberate manner --Never pressure for quick decisions SELLING TO REFLECTIVES --Use thoughtful, well organized style --Present information in deliberate manner --Never pressure for quick decisions SELLING TO SUPPORTIVES --Take time to build the relationship --Listen carefully to their opinions --Provide assurances for their views SELLING TO SUPPORTIVES --Take time to build the relationship --Listen carefully to their opinions --Provide assurances for their views

24. Last slide Chapter 16.16-24 WORDS OF CAUTION DON’T LET LABELS RULE BEHAVIOR --Always remember clients are individuals --Don’t let labels be your justification for being inflexible YOUR RESPONSIBILITY -- Salespersons have responsibility to acquire information about prospects and successfully manage relationships