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Chapter 4

Communication Styles. Chapter 4. Communication style. The patterns of behavior that others observe about us. Communication style bias When we have contact with a person who has a different communication style than ours. Difficult to establish a rapport Can be annoying. Adaptive selling.

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Chapter 4

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  1. Communication Styles Chapter 4

  2. Communication style • The patterns of behavior that others observe about us. Communication style bias • When we have contact with a person who has a different communication style than ours. • Difficult to establish a rapport • Can be annoying

  3. Adaptive selling • Learning to “adapt” to communication styles different than our own.

  4. Principles of communication-style • Individual differences exist and are important • A communication style is a way of thinking and behaving • Individual style differences tend to be stable • There is a finite number of styles • To create the most productive relationships, it is necessary to get in sync with the communication style of the people you work with

  5. Goals of Chapter 4 • To help you understand your own most preferred communication style • To help you develop greater understanding and appreciation for styles different from your own • To help you manage your selling relationships more effectively by learning to adapt your style to fit the communication style of the customer

  6. Discovering your style • Dominance continuum • Low dominance = these people tend to be cooperative and let others control; low in assertiveness • High dominance = these people tend to control things; are aggressive in dealing with others • Where are you? See table 4.1

  7. Discovering your style • Sociability continuum • High sociability = these people prefer to interact with other people • Low sociability = these people are more reserved and formal; prefer to work alone • Where are you? See table 4.2

  8. Four quadrants • High dominance and high sociability • Emotive • High dominance and low sociability • Director • Low dominance and low sociability • Reflective • Low dominance and high sociability • Supportive

  9. Emotive style • Appears quite active • Takes the social initiative in most cases • Likes to encourage informality • Expresses emotional opinions • Sociable, spontaneous, zestful, stimulating, emotional, unstructured, excitable, personable, persuasive, dynamic • (Oprah)

  10. Director style • Appears to be quite busy • May give the impression of not listening • Displays a serious attitude • Likes to maintain control • Aggressive, intense, demanding, pushy, serious, determined, frank, opinionated, impatient, bold • (Martha Stewart)

  11. Reflective style • Controls emotional expression • Displays a preference for orderliness • Tends to express measured opinions • Seems difficult to get to know • Precise, deliberate, questioning, disciplined, aloof, scientific, preoccupied, serious, industrious, stuffy • (Tiger Woods)

  12. Supportive style • Gives the appearance of being quiet and reserved • Listens attentively to other people • Tends to avoid the use of power • Makes decisions in a thoughtful and deliberate manner • Lighthearted, reserved, passive, warm, docile, patient, sensitive, relaxed, compliant, softhearted • (Princess Diana)

  13. Other systems?? • Figure 4.8 page 49

  14. Minimizing communication style bias • Salespeople focus too much on the content of their sales presentation and not enough on how they deliver the message. • Salespeople must face customers from all 4 quadrants. • If people of different styles work together, but don’t adjust to one another; trouble may result.

  15. Style flexibility • Must be versatile • Strength-weakness paradox • Greatest strength may be your greatest weakness • Zones within each quadrant

  16. Zone 1 • Display their unique behavioral characteristics with less intensity • Moderate, close to the middle, sometimes difficult to clearly place in one quadrant or another.

  17. Zone 2 • People show their unique behavioral characteristics more strongly. • People in zone 1 and zone 2 have the ability to “shift styles temporarily” • This is called style flexing.

  18. Excess zone • High degree of intensity and rigidity • Very inflexible • Threatens interpersonal relationships

  19. Excess zone • Emotive style • Expresses highly emotive opinions • Stops listening to the other person • Tries too hard to promote own point of view

  20. Excess zone • Director style • Gets impatient with the other person • Becomes dictatorial and bossy • Does not admit being wrong • Becomes extremely competitive

  21. Excess zone • Reflective style • Becomes stiff and formal • Is unwilling to make a decision • Avoids displaying any type of emotion • Is overly interested in detail

  22. Excess zone • Supportive style • Agrees with everyone • Is unable to take a strong stand • Becomes overly anxious to win approval of others • Tries to comfort everyone

  23. Style flexing • A deliberate attempt to adjust your communication style to accommodate the needs of the other person. • Getting on their “channel” • Get to know the customer • Try not to be too analytical during the sales call • Listen, listen, listen, pay attention to non-verbal!!!

  24. Selling to emotives • Keep pace • Be enthusiastic • Don’t be too stiff and formal • Don’t overemphasize the facts and details • Support their ideas and dreams • Keep them on track • Keep good eye contact and be a good listener

  25. Selling to Directors • Keep the relationship business-like • Friendship is not important • Be efficient, time disciplined, and well organized • Provide facts, figures, and success probabilities • They are goal oriented; focus on that

  26. Selling to reflectives • They respond positively to a thoughtful, well-organized approach. • Be on time and be prepared • Don’t need a personal relationship; be business-like and no-nonsense • Present slowly and deliberately • Move slowly; allow time for “reflection”

  27. Selling to supportives • Take time to build a social relationship • Learn about family, hobbies, and major interests • Listen carefully to opinions and personal feelings • They like professional, but friendly • Be patient, and don’t be too openly disagreeable with their ideas

  28. Style flexing in selling • As you develop this skill, your credibility with all kinds of people will improve, and sales will follow. • CAUTION: • Avoid “labeling”; every person is different, and every day is a new day • Don’t classify people, classify their strengths and preferences.

  29. This is the end! • This completes chapter 4 • By next week, take the following test: • http://keirsey.com/

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