Communication Styles: Managing Selling Relationships

1. Selling Today 10th Edition CHAPTER Manning and Reece 4 Communication Styles: Managing Selling Relationships

2. Learning Objectives • Discuss communication-style bias and how it influences the relationship process • Explain the benefits derived from an understanding of communication styles • Identify the two major dimensions of the communication-style model

3. Learning Objectives • List and describe the four major communication styles in the communication-style model • Learn how to identify your preferred communication style and that of your customer • Learn to overcome communication-style bias and build strong selling relationships with style flexing

4. 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.”

5. 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

6. 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 • See details of Wilson’s Social Style Series

7. 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

8. 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

9. 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 Communication-Style Principles

10. 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)

11. Communication-Style Model 4.9 FIGURE

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

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

14. Emotive Style 4.4 FIGURE

15. Emotive Style Traits • Appears quite active • Takes social initiative • Encourages informality • Expresses emotionalopinions

16. Directive Style 4.5 FIGURE

17. Director Style Traits • Appears quite busy • May give the impression of not listening • Displays rather seriousattitude • Likes to maintain control

18. Reflective Style 4.6 FIGURE

19. Reflective Style Traits • Controls emotional expression • Displays preference for order • Tends to express measuredopinions • Seems difficult to get to know

20. Supportive Style 4.7 FIGURE

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

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

23. 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

24. Comparison of Styles 4.8 FIGURE

25. 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

26. 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

27. Intensity Zones 4.9 FIGURE

28. 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

29. Selling to Emotives 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 Emotives and Directors

30. Selling to Reflectives Use thoughtful, well-organized approach Present information in deliberate manner Provide documentation Never pressure for quick decisions 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 and Supportives

31. Words of Caution • Do not let labels rule behavior • Labels make people feelboxed in or judged • Acquire additionalinformation • Do not classify people per se, classify their strengths and preferences • Do not let labels justify your inflexibility