CHAPTER 4 Communication Styles MANAGING THE RELATIONSHIP PROCESS

CHAPTER 4 Learning Objectives • Discuss communication-style bias and how it influences the relationship

CHAPTER 4 Learning Objectives (Continued) • List and describe the four major communication styles

CHAPTER 4 Communication-Style Bias Communication-style bias is a state of mind experienced when we

CHAPTER 4 Communication-Style Principles ü Communication style is a way of thinking and behaving.

CHAPTER 4 Communication Style Models Low Dominance continuum High Low Sociability continuum High 6

CHAPTER 4 Communication Style Models Dominance Continuum The Dominance Continuum reflects the tendency to

CHAPTER 4 Communication Style Models Sociability Continuum The Sociability Continuum reflects the amount of

CHAPTER 4 Communication Styles High sociability Low dominance High dominance Low sociability Copyright 2004

CHAPTER 4 Emotive Style High sociability Emotive Low dominance High dominance Low sociability Copyright

CHAPTER 4 Emotive Style Emotive Communication Style displays characteristics such as activity, social initiative,

CHAPTER 4 Director Style High sociability Emotive Low dominance High dominance Director Low sociability

CHAPTER 4 Director Style The Director Communication Style characteristically is businesslike, serious in attitude,

CHAPTER 4 Reflective Style High sociability Emotive Low dominance High dominance Reflective Director Low

CHAPTER 4 Reflective Communication Style Reflective Communicators typically control their emotions, display orderliness, express

CHAPTER 4 Supportive Style High sociability Supportive Emotive Low dominance High dominance Reflective Director

CHAPTER 4 The Supportive Style Communicators typically appear to be quiet and reserved. They

CHAPTER 4 Developing Communication Style Flexibility Selling to “Emotives” • • Be enthusiastic Take

CHAPTER 4 Developing Communication Style Flexibility Selling to “Directors” • • • Be businesslike

CHAPTER 4 Developing Communication Style Flexibility Selling to “Reflectives” • • Be prompt and

CHAPTER 4 Developing Communication Style Flexibility Selling to “Supportives” • • • Try to

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CHAPTER 4 Learning Objectives • Discuss communication-style bias and how it influences the relationship process • Explain the benefits derived from an understanding of communication styles • Examine two communication-style models 2 Copyright 2004 Pearson Education Canada Inc.

CHAPTER 4 Learning Objectives (Continued) • 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 to build strong selling relationships with style flexing 3 Copyright 2004 Pearson Education Canada Inc.

CHAPTER 4 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. 4 Copyright 2004 Pearson Education Canada Inc.

CHAPTER 4 Communication-Style Principles ü Communication style is a way of thinking and behaving. ü Individual style differences tend to be stable. ü There is a finite number of communication styles. ü We make judgments about people based on communication style. 5 Copyright 2004 Pearson Education Canada Inc.

CHAPTER 4 Communication Style Models Sociability Continuum 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. 8 Copyright 2004 Pearson Education Canada Inc.

CHAPTER 4 Emotive Style 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. 11 Copyright 2004 Pearson Education Canada Inc.

CHAPTER 4 Director Style 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. 13 Copyright 2004 Pearson Education Canada Inc.

CHAPTER 4 Reflective Communication Style 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. 15 Copyright 2004 Pearson Education Canada Inc.

CHAPTER 4 The Supportive Style Communicators typically appear to be quiet and reserved. They are attentive listeners and make decisions in a thoughtful and deliberate manner without the use of power. They may be passive and relaxed, yet sensitive and patient. 17 Copyright 2004 Pearson Education Canada Inc.

CHAPTER 4 Developing Communication Style Flexibility Selling to “Emotives” • • Be enthusiastic Take time to establish goodwill Back off on facts and details Support their opinions and ideas • Ask questions and listen attentively 18 Copyright 2004 Pearson Education Canada Inc.

CHAPTER 4 Developing Communication Style Flexibility Selling to “Directors” • • • Be businesslike Be efficient, to the point Be organized Use facts and figures Help them meet their objectives Ask specific questions related to the key issues 19 Copyright 2004 Pearson Education Canada Inc.

CHAPTER 4 Developing Communication Style Flexibility Selling to “Reflectives” • • Be prompt and organized No nonsense, businesslike approach Show proof and documentation Never pressure them to make a quick decision 20 Copyright 2004 Pearson Education Canada Inc.

CHAPTER 4 Developing Communication Style Flexibility Selling to “Supportives” • • • Try to build a social relationship Listen carefully Professional, but friendly approach Offer personal assurances and support Be patient Avoid conflict if possible 21 Copyright 2004 Pearson Education Canada Inc.