9TH EDITION
Manning and Reece
CHAPTER 16
COMMUNICATION
STYLES: MANAGING
THE RELATIONSHIP
PROCESS
16-1
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
16-2
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.”
16-3
COMMUNICATION STYLE
PRINCIPLES
1. INDIVIDUAL
DIFFERENCES
--Individual differences
exist and are very
important
--Each person displays
individual array of
verbal and nonverbal
characteristics
2. STYLE WAY OF
THINKING AND
BEHAVING
--A preferred way of
using one’s abilities
--Ability=what you can do
--Style= how you like to
do it
16-4
COMMUNICATION STYLE
PRINCIPLES
3. STYLE TENDS TO
BE STABLE
4. FINITE NUMBER
OF STYLES
--Based on hereditary
and environmental
factors
--Our “style” tends to
remain rather
constant through life
--Most people display one
of several behavioral
clusters
--We can often “label” a
person’s style
16-5
COMMUNICATION STYLE
PRINCIPLES
5. GET IN SYNC WITH
STYLES OF OTHERS
--Style differences can be
source of friction
--Develop ability to adapt
to other person’s style
16-6
IMPROVING RELATIONSHIP SKILLS
First Goal—Understand your own
communication preferred style
Second Goal—Develop greater
understanding for different styles
Third Goal—Manage selling
relationships by adapting style
“style-flexing”
16-7
COMMUNICATION STYLE MODEL
Figure 16.7, complete model.
16-8
DOMINANCE CONTINUUM
LOW
HIGH
Cooperative
Give advice
Eager to help
Initiate demands
Less aggressive
aggressive
More
See Table 16.1.
16-9
SOCIABILITY CONTINUUM
LOW
HIGH
Reserved
Outgoing
Quiet
Talkative
Shy
Bold
Guarded
Open
See Table 16.2.
16-10
HIGH
SOCIABILITY
LOW
DOMINANCE
EMOTIVE
STYLE
HIGH
DOMINANCE
LOW
SOCIABILITY
16-11
EMOTIVE STYLE TRAITS
Appears quite active
Takes social initiative
Encourages informality
Expresses emotional
opinions
16-12
HIGH
SOCIABILITY
LOW
DOMINANCE
HIGH
DOMINANCE
DIRECTIVE
STYLE
LOW
SOCIABILITY
16-13
DIRECTIVE STYLE TRAITS
Appears quite busy
May give impression of
not listening
Displays rather serious
attitude
Likes to maintain control
16-14
HIGH
SOCIABILITY
LOW
DOMINANCE
REFLECTIVE
STYLE
HIGH
DOMINANCE
LOW
SOCIABILITY
16-15
REFLECTIVE STYLE TRAITS
Controls emotional
expression
Displays preference for
order
Tends to express
measured opinions
Seems difficult to get to
know
16-16
SUPPORTIVE
STYLE
HIGH
SOCIABILITY
LOW
DOMINANCE
HIGH
DOMINANCE
LOW
SOCIABILITY
16-17
SUPPORTIVE STYLE TRAITS
Appears to be quiet
and reserved
Listens attentively
Tends to avoid use of
power
Makes thoughtful
decisions in
deliberate manner
16-18
POPULARITY OF FOUR STYLE MODEL
While labels and terms differ, the
underlying concepts are similar
in a number of communication
style models
See Figure 16.8, next slide, for a
comparison
See Figure 16.8.
16-19
COMPARISON OF STYLES
Figure 16.8
16-20
MANAGING COMMUNICATION
STYLE BIAS
Salespeople often focus too much
on content and not enough on
delivery of message
Develop style flexibility
Move toward a more mature style
Strength-weakness paradox
Intensity zones
16-21
SELLING TO EMOTIVES AND
DIRECTORS
SELLING TO
EMOTIVES
--Don’t be too stiff or
formal
--Take time to
establish goodwill
--Maintain eye
contact
--Be good listener
SELLING TO
DIRECTORS
--Keep as businesslike as possible
--Identify their goals,
most directors are
goal oriented
--Ask questions and
note responses
16-22
SELLING TO REFLECTIVES AND
SUPPORTIVES
SELLING TO
REFLECTIVES
--Use thoughtful, well
organized style
--Present information
in deliberate
manner
--Never pressure for
quick decisions
SELLING TO
SUPPORTIVES
--Take time to build
the relationship
--Listen carefully to
their opinions
--Provide assurances
for their views
16-23
WORDS OF CAUTION
DON’T LET LABELS RULE
BEHAVIOR
--Always remember clients are
individuals
--Don’t let labels be your justification
for being inflexible
YOUR RESPONSIBILITY
-- Salespersons have responsibility
to acquire information about
prospects and successfully
manage relationships
Last slide Chapter 16.
16-24