Communication Styles 1 - Summary PDF

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Week 5 - Communication Styles Learning Objectives -

How communication style influences the relationship process in sales

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The two major dimensions of the communication-style model

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The four communication styles in the communication-style model

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How to identify your preferred communication style and that of your customer

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How interpersonal versatility and strong selling relationships are achieved with style flexing

Adaptive Selling Defined -

Adaptive selling can be defined as altering sales behaviors in order to improve communication with the customer

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It relates to a salesperson’s ability to collect information regarding the customer’s needs and to respond appropriately

Communication Style Bias -

Most frequently occurring form of bias

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Not commonly understood

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A state of mind that is difficult to explain

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Develops when we have contact with another person whose communication style is different from our own

Communication Style Principles 1. Individual differences -

Individual differences exist and are important

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Each person displays individual array of verbal and nonverbal characteristics

2. Communication style as a way of thinking and behaving -

A preferred way of using one’s abilities o Ability is how well you can do something o Style is how you like to do it

3. Individual styles tend to be stable over time -

Based on hereditary and environmental factors

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Our “style” tends to remain rather constant through life o However the ability to “flex” can be enhanced

4. There is a finite number of styles -

Most people display one of several behavioral clusters

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We can often “label” a person’s preferred communication style

5. To create productive relationships, get in sync with the styles of others -

Communication style differences can be a source of friction

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Develop an ability to adapt to another person’s style

The types of communications styles Communication Style Model

Adapting your communication style Dominance Continuum Low dominance

High dominance

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Cooperative

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Like to control

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Let others control

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Initiate demands

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Low in assertiveness

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More aggressive

Sociability Continuum High -

Express feelings

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Prefer interaction

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More outgoing

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More informal

Low -

Control feelings

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Prefer solitude

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More reserved

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More formal

1- Emotive Style Emotive Style Traits - They appear quite active - Usually take the social initiative and tend to be extroverts - Like to encourage informality - Express emotional opinions, often dramatically and impulsively

2- Directive Style Directive Style Traits - Appears quite busy - May give the impression of not listening - Displays rather serious attitude - Likes to maintain control

3- Reflective Style Reflective Style Traits - Controls emotional expression - Displays preference for order -

Tends

to

express

measured

opinions - Seems difficult to get to know

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

Popularity of Four-Style Model -

Many training and development companies offer training programs that present the Four-Style Model

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Comparison of the Styles

Readings How to Pre-Empt Team Conflict – Toegel - HBR

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Team conflict can add value or destroy it o Good conflict fosters respectful debate and yields mutually agreed-upon solutions that are often far superior to those first offered o Bad conflict occurs when team members simply can’t get past their differences, killing productivity and stifling innovation

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Most destructive conflict stems from something deeper: a perceived incompatibility in the way various team members operate due to any number of factors, including personality, industry, race, gender, and age

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This methodology that focuses on five areas: how people look, act, speak, think, and feel o Team leaders facilitate a series of 20- to 30-minute conversations, encouraging members to express their preferences and expectations in each area, identify the most likely areas of misalignment or friction, and come up with suggestions o The five topics can be addressed in any order; however, we’ve found the sequence presented here to be the most logical, especially with new teams

1- Look (Spotting the Difference) a. Reactions are often triggered by differences in the way people present themselves. We unconsciously respond to cues in how they look, move, and dress, in their tone of voice, and in what they say about themselves b. The goal of this conversation is to help team members reflect on how they intend to come across to others—and how they actually do 2- Act (Misjudging Behaviour) a. Seemingly trivial gestures can have a disproportionate impact, aggravating

stereotypes,

alienating

people,

and

disrupting

communication flows b. Physical boundaries are often a problem area. Consider the media firestorm that retired French soccer player Thierry Henry set off when, as a TV pundit reacting to surprising breaking news, he touched the thigh of his male English colleague. French culture accepts that sort of interaction, but for television studio colleagues in the macho world of British football, it was a step too far

3- Speak (Dividing by Language) a. Teams made up of people with different native languages present significant challenges in this area. But even when everyone is fluent in a particular language, there may be deep differences in how individuals express themselves b. For example, depending on context, culture, and other factors, “yes” can mean “maybe” or “let’s try it” or even “no way.”

4- Think (Occupying Different Mind-sets) a. Their varied personalities and experiences make them alert to varying signals and cause them to take different approaches to problem solving and decision making. This can result in their working at cross-purposes. b. “There is often tension between the ready-fire-aim types on our team and the more analytical colleagues.”

5- Feel (Charting Emotionals) a. Team members may differ widely in the intensity of their feelings, how they convey passion in a group, and the way they manage their emotions in the face of disagreement or conflict b. Sometimes enthusiasm can overwhelm peers or fuel skepticism. An extroverted CMO at a logistics company we worked with assumed that the more passion she showed for her ideas, the more responsive the group would be to them. But her “rah-rah” approach was too much for the introverted, pragmatic CEO...