16-1 9 TH EDITION CHAPTER 16 COMMUNICATION STYLES: MANAGING THE RELATIONSHIP PROCESS Manning and...
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Transcript of 16-1 9 TH EDITION CHAPTER 16 COMMUNICATION STYLES: MANAGING THE RELATIONSHIP PROCESS Manning and...
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16-1
99THTH EDITION EDITION
CHAPTER 16CHAPTER 16COMMUNICATION COMMUNICATION STYLES: STYLES: MANAGING THE MANAGING THE RELATIONSHIP RELATIONSHIP PROCESSPROCESS
Manning and Reece
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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
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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.”
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COMMUNICATION STYLE PRINCIPLES
1. 1. INDIVIDUAL INDIVIDUAL DIFFERENCESDIFFERENCES
--Individual differences --Individual differences exist and are very exist and are very importantimportant
--Each person displays --Each person displays individual array of individual array of verbal and nonverbal verbal and nonverbal characteristics characteristics
2. 2. STYLE WAY OF STYLE WAY OF THINKING AND THINKING AND BEHAVINGBEHAVING
----A preferred way of using A preferred way of using one’s abilities one’s abilities
--Ability=--Ability=whatwhat you can do you can do --Style= --Style= howhow you like to you like to
do itdo it
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16-5
COMMUNICATION STYLE PRINCIPLES
3. 3. STYLE TENDS TO STYLE TENDS TO BE STABLEBE STABLE
--Based on hereditary --Based on hereditary and environmental and environmental factors factors
--Our “style” tends to --Our “style” tends to remain rather remain rather constant through lifeconstant through life
4. 4. FINITE NUMBER FINITE NUMBER OF STYLESOF STYLES
--Most people display --Most people display one of several one of several behavioral clusters behavioral clusters
--We can often “label” a --We can often “label” a person’s styleperson’s style
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16-6
COMMUNICATION STYLE PRINCIPLES
5. 5. GET IN SYNC WITH GET IN SYNC WITH STYLES OF OTHERSSTYLES OF OTHERS
--Style differences can be --Style differences can be source of friction source of friction
--Develop ability to adapt --Develop ability to adapt to other person’s styleto other person’s style
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16-7
IMPROVING RELATIONSHIP SKILLS
First Goal—Understand your own First Goal—Understand your own communication preferred stylecommunication preferred style Second Goal—Develop greater Second Goal—Develop greater understanding for different stylesunderstanding for different styles Third Goal—Manage selling Third Goal—Manage selling relationships by adapting style relationships by adapting style “style-flexing” “style-flexing”
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Figure 16.7, complete model. 16-8
COMMUNICATION STYLE MODEL
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See Table 16.1. 16-9
DOMINANCE CONTINUUM
LOWLOW HIGHHIGHCooperativeCooperative Give advice Give advice Eager to helpEager to help Initiate Initiate demandsdemandsLess aggressiveLess aggressive More More aggressiveaggressive
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See Table 16.2. 16-10
SOCIABILITY CONTINUUM
LOWLOW HIGHHIGH ReservedReserved Outgoing Outgoing QuietQuiet Talkative Talkative ShyShy Bold Bold Guarded OpenGuarded Open
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16-11
LOW DOMINANCE
LOW SOCIABILITY
HIGH SOCIABILITY
HIGH DOMINANCE
EMOTIVE
STYLE
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EMOTIVE STYLE TRAITS Appears quite activeAppears quite active Takes social initiativeTakes social initiative Encourages Encourages informalityinformality Expresses emotional Expresses emotional
opinionsopinions
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16-13
LOW DOMINANCE
LOW SOCIABILITY
HIGH SOCIABILITY
HIGH DOMINANCE
DIRECTIVESTYLE
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DIRECTIVE STYLE TRAITS Appears quite busyAppears quite busy May give impression of May give impression of
not listeningnot listening Displays rather serious Displays rather serious
attitudeattitude Likes to maintain Likes to maintain controlcontrol
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16-15
LOW DOMINANCE
LOW SOCIABILITY
HIGH SOCIABILITY
HIGH DOMINANCEREFLECTI
VE STYLE
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16-16
REFLECTIVE STYLE TRAITS
Controls emotional Controls emotional expressionexpression Displays preference for Displays preference for
orderorder Tends to express Tends to express measured opinionsmeasured opinions Seems difficult to get Seems difficult to get to to know know
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16-17
LOW DOMINANCE
LOW SOCIABILITY
HIGH SOCIABILITY
HIGH DOMINANCE
SUPPORTIVE
STYLE
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16-18
SUPPORTIVE STYLE TRAITS
Appears to be quiet Appears to be quiet and reservedand reserved Listens attentively Listens attentively Tends to avoid use of Tends to avoid use of
powerpower Makes thoughtful Makes thoughtful decisions in decisions in deliberate mannerdeliberate manner
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See Figure 16.8. 16-19
POPULARITY OF FOUR STYLE MODEL
While labels and terms differ, the While labels and terms differ, the underlying concepts are underlying concepts are
similar similar in a number of in a number of communication communication style modelsstyle models See Figure 16.8, next slide, for a See Figure 16.8, next slide, for a
comparisoncomparison
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Figure 16.8 16-20
COMPARISON OF STYLES
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16-21
MANAGING COMMUNICATION STYLE
BIAS Salespeople often focus too much Salespeople often focus too much
on content and not enough on on content and not enough on delivery of messagedelivery of message
Develop style flexibilityDevelop style flexibility Move toward a more mature styleMove toward a more mature style Strength-weakness paradoxStrength-weakness paradox Intensity zonesIntensity zones
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16-22
SELLING TO EMOTIVES AND DIRECTORS
SELLING TO SELLING TO EMOTIVESEMOTIVES--Don’t be too stiff --Don’t be too stiff
or formal or formal --Take time to --Take time to
establish goodwill establish goodwill --Maintain eye --Maintain eye
contact contact --Be good listener --Be good listener
SELLING TO SELLING TO DIRECTORSDIRECTORS--Keep as business---Keep as business-
like as possiblelike as possible--Identify their goals, --Identify their goals,
most directors are most directors are goal orientedgoal oriented
--Ask questions and --Ask questions and note responsesnote responses
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16-23
SELLING TO REFLECTIVES AND SUPPORTIVES
SELLING TO SELLING TO REFLECTIVESREFLECTIVES--Use thoughtful, --Use thoughtful,
well organized well organized style style
--Present --Present information in information in deliberate mannerdeliberate manner
--Never pressure for --Never pressure for quick decisions quick decisions
SELLING TO SELLING TO SUPPORTIVESSUPPORTIVES--Take time to build --Take time to build
the relationshipthe relationship--Listen carefully to --Listen carefully to
their opinionstheir opinions--Provide assurances --Provide assurances
for their views for their views
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Last slide Chapter 16. 16-24
WORDS OF CAUTIONDON’T LET LABELS RULE DON’T LET LABELS RULE BEHAVIOR BEHAVIOR --Always remember clients are --Always remember clients are individualsindividuals--Don’t let labels be your justification --Don’t let labels be your justification for being inflexible for being inflexible YOUR RESPONSIBILITYYOUR RESPONSIBILITY -- -- Salespersons have responsibility Salespersons have responsibility
to acquire information about to acquire information about prospects and successfully prospects and successfully manage relationships manage relationships