Managing the relationship process

Communication

Preface• Almost everyone has had the pleasant experience of

meeting someone for the first time and developing an instant mutual rapport (Instantaneously).

• On the other hand, we can all recall meeting people who “turn us off” almost immediately.

• Why does this happen during the initial contact?

• The impressions that others form about us are based on what they observe us saying and doing.

• They have no way of knowing our innermost thoughts and feelings, so they make decisions about us based on what they see and hear.

Communication Styles• The patterns of behavior that others observe can be called

communication style. • Behavior styles and social styles are additional terms

frequently used to describe these patterns of behavior.

• Adaptive selling, is defined as altering sales behaviors in order to improve communication with the customer. It relates to a salesperson’s ability to collect information regarding the customer’s needs and responding appropriately.

• Adaptive selling frequently requires complex behavioral adjustments. Adjusting one’s communication style in order to fit individual customer needs and preferences is an important element of adaptive selling.

Communication-Style Bias• Bias in various forms is quite common in our society, - in

the form of racial, age, gender bias and to some degree regional bias

• What has been labeled communication-style bias is a state of mind that every one of us experiences, but we usually find it difficult to explain the symptoms.

• Communication-style bias can develop when we have contact with another person whose communication style is different from our own.

• Eg, “I do not know what it is, but I just do not like that sales representative.” The agent was no doubt experiencing communication - style bias but could not easily describe the feeling.

Communication-Style Bias

Communication-style bias is a state of mind experienced when we have contact with another person whose communication style is different from our own.

Communication-Style Principles• Communication style is a way of thinking and

behaving.• Individual style differences tend to be stable.• There is a finite number of communication styles.• We make judgments about people based on

communication style.

Communication Style ModelsLow HighDominance continuum

Sociability continuum

Low

High

Communication Style Models

The Dominance Continuum reflects the tendency to influence others in a relationship.

The Sociability Continuum reflects the amount of control one exerts over emotional expressiveness. People who are high in “sociability” express their feelings freely, while people who are low in sociability tend to control their feelings.

Communication Styles

High dominance

Low dominance

High sociability

Low sociability

High dominanceLow dominance

High sociability

Low sociability

Emotive

Emotive Communication Style displays characteristics such as activity, social initiative, encouragement of informality, and expression of emotional opinions. These communicators may be stimulating, excitable, persuasive, and dynamic.

Communication Styles

High dominanceLow dominance

High sociability

Low sociability

Emotive

The Director Communication Style characteristically is businesslike, serious in attitude, and strongly opinionated.

Directors like to maintain control, and may be aggressive, bold, impatient, and intense, but determined.

Director

Communication Styles

High dominanceLow dominance

High sociability

Low sociability

Emotive

Reflective Communicators typically control their emotions, display orderliness, express measured opinions, and may be aloof.

They may appear preoccupied and stuffy, however they are precise, disciplined and industrious.

DirectorReflective

Communication Styles

High dominanceLow dominance

High sociability

Low sociability

Emotive

The Supportive Style Communicators typically appear to be quiet & reserved.

They are attentive listeners and make decisions in a thoughtful & deliberate manner without the use of power.

They may be passive and relaxed, yet sensitive and patient.

DirectorReflective

Communication Styles

Supportive

The completed communication style model provides importantinsights needed to manage therelationship process in selling.

Relationship Process

i. Zone One

ii. Zone Two

iii. Excessive Zone

• People who fall within this zone display their unique behavioral characteristics with less intensity than those in zone two.

• The Emotive person, for example, is moderately high on the dominance continuum and moderately high on the sociability continuum.

• As you might expect, zone one communication styles are more difficult to identify because there is less intensity in both dimensions (dominance and sociability).

Relationship Process

i. Zone One

ii. Zone Two

iii. Excessive Zone

• Persons display their unique behavioral characteristics with greater intensity than persons in zone one.

• They for example, falls within the lowest quartile of the dominance continuum and the lowest quartile of the sociability continuum.

• The boundary line that separates zone one and zone two should not be seen as a permanent barrier restricting change in intensity.

• A deliberate move from zone 1~ 2, or vice versa, is called style flexing.

Relationship Process

i. Zone One

ii. Zone Two

iii. Excessive Zone

• The excess zone is characterized by a high degree of intensity and rigidity.

• When people allow themselves to drift into this zone, they become very inflexible, which is often interpreted by others as a form of bias toward their style.

• In addition, the strengths of the inflexible person become weaknesses.

• Extreme intensity in any quadrant is bound to threaten interpersonal

• relations.

Selling to each Type

i. Emotives

ii. Directors

iii. Reflectives

iv. Supportives

Developing Communication Style

Flexibility

Selling to each Type

i. Emotives

ii. Directors

iii. Reflectives

iv. Supportives

• Take time to establish goodwill and build relationships & maintain good eye contact.

• Support their opinions/ ideas & listen attentively

• Need to move at a pace that holds the attention of the prospect.

• Be enthusiastic and avoid an approach that is too stiff & formal.

• Do not place too much emphasis on the facts and details.

• Plan actions that provide support for their opinions, ideas, and dreams..

• Plan to ask questions concerning their opinions and ideas, but be prepared to help them get “back on track” if they move too far away from the topic.

Selling to each Type

i. Emotives

ii. Directors

iii. Reflectives

iv. Supportives

• Keep the relationship as businesslike.• Be efficient, to the point & organized by providing using

appropriate facts / figures• Developing a strong personal relationship is not a high

priority for Directives. In other words, friendship is not usually a condition for a good working relationship.

• Your goal is to be as efficient, time disciplined, and well organized as possible and to facts, figures,

• Directives are goal-oriented people, so try to identify their primary objectives and then determine ways to support and help with these objectives

• Early in the sales presentation, ask specific questions and carefully note responses. Look for specific points you can respond to when it is time to present your proposals.

Selling to each Type

i. Emotives

ii. Directors

iii. Reflectives

iv. Supportives

• The Reflective person responds in a positive way to a thoughtful, well-organized approach.

• Arrive at meetings on time and be well prepared. In most cases it is not necessary to spend a great deal of time building a social relationship. Reflective people appreciate a no-nonsense, businesslike approach.

• Use specific questions that show clear direction.• Once you have information concerning the prospect’s

needs, present your proposal in a slow, deliberate way. Provide as much documentation as possible.

• Do not be in too big a hurry to close the sale. • Never pressure the Reflective person to make quick

decisions.

Type of consumer buying behavior

i. Emotives

ii. Directors

iii. Reflectives

iv. Supportives

• Take time to build a social relationship with the Supportive person.

• Spend time learning about the matters that are important in this individual’s life—family, hobbies, and major interests.

• Listen carefully to personal opinions and feelings.

• Supportive individuals like to conduct business with sales personnel who are professional but friendly. Therefore, study their feelings and emotional needs as well as their technical and business needs.

• Throughout the presentation, provide personal assurances and support for their views.

Type of consumer buying behavior

i. Emotives

ii. Directors

iii. Reflectives

iv. Supportives

• If you disagree with a Supportive person, curb the desire to disagree too assertively; Supportive people tend to dislike interpersonal conflict.

• Give them the time to comprehend your proposal. Patience is important.

• As you develop your communication-style identification skills and become more adept at style flexing, you become better able to manage the relationship process.

• With these skills you should be able to open more accounts, sell more to established customers & more effectively meet the pressures of competition.

• Most important, your customers will view you as a person better able to understand & meet their needs.

Word of Caution• It is tempting to put a label on someone & then assume the label

tells you everything about that person. • To build an effective partnering type of relationship, you must

acquire additional information about that person. • We should be careful not to use labels that make people feel

boxed in, typecast, or judged. • We should not classify people; we should classify their strengths

and preferences to act one way or another under certain circumstances.

• You also must be careful not to let the label you place on yourself become the justification for your own inflexible behavior.

• Try not to let the label justify or reinforce why you are unable or unwilling to communicate effectively with others.

Communication Styles

Passive Assertive AggressiveCan’t speak upDon’t know my rightsGet stepped onMeekToo accommodatingTalks softlyGives “cold fish” handshakesDon’t stand up for my rightsAvoid conflictsPeople take advantage of meTrouble saying “no,” then I’m angry and resentful

FirmDirectHonestRespect rights of othersRecognize the importance of having my needs & rights respectedConfidentRealize I have choicesEffective communicatorCan express my needsMake good eye contactSpeak with firm voice

LoudBossyPushyDominatingIntimidatingViolate others’ rights using power, position & languageMust get my wayReact instantlyDon’t care where or when I “blast” someoneCan be abusiveVise-like handshakeI like to get even

Passive Style• Too intimidated to express thoughts and feelings• Forfeits his/her rights or freedoms• Gives in to demands so he/she will be accepted• Avoid confrontation at any cost• Often feels used and taken advantage of • Driven by anxiety

Assertive Style• Recognizes and stands up for own rights while

respecting the dignity of others • Focuses on specific issues and problems, without

belittling self or others• Expresses opinion without violating others’ rights• Minimizes opportunities to be taken advantage of

by others• Open, tolerant, and considerate of other’s feelings• Can overcome fear to confront issues that require

resolutions• Can communicate feelings of anger diplomatically,

without putting others on the defensive

Aggressive Style

• Intimidates others to gain control of their thoughts and actions

• Manipulates, accuses, fights• Little or no regard for other’s feelings• Driven by anger

Passive - aggressiveness• Hostility expressed through inaction; inertia

used as a weapon– Silent treatment– Dragging your feet– Always being late– Never saying what they want to do, then sulking

about it– Lame excuses

• Plausible deniability is key

Assertiveness Skills• Know your rights

– Say no and not feel guilty– Change your mind about anything– Take ur time to form a response to a comment or

question– Ask for assistance with instructions or directions– Ask for what you want– Experience and express your feelings– Feel positive about yourself under any conditions– Make mistakes wo feeling embarrassed or guilty– Own your opinions and convictions– Protest unfair treatment or criticism– Be recognized for your significant achievements and

contributions

Assertiveness Skills• Know your rights• Learn to say no• Learn to use “I” statements• Use eye contact• Use assertive body language• Avoid manipulation

– Be aware of these strategies• Intimidation• Content substitution• Personal attacks (character assassination)• Avoidance

End