• CHAPTER 5
    FINDING
    YOUR
    SELLING STYLE

    A DIFFERENCE IN SOCIAL STYLE Lots of faces
    Failure to understand styles can cause lost sales, frustration
    Success and Behavioral Styles
    • Understanding styles leads to better communication
    • Style analysis was started by Jung and modified by others.
  • THE BEHAVIORAL OR SOCIAL STYLES MODEL
    Four basic styles based on four functions of human personality
    Function Characteristic
    Driver [Sensor] Quick reactions to here and now sensory input
    Expressive [Intuitive] Imagination and thought
    Amiable [Feeling] Emotional and personal reactions to experiences
    Analytical [Thinking] Logically organizing and analyzing data
    Are You A Director, Thinker, Relater, or Socializer?
    • Try the Kiersey Temperament Sorter
    • Here is the Watchword Technique
  • Basic Concepts
    Primary style the favorite
    Back up style used sometimes (stress)
    Clues to style
    • manner of speech
    • use of time, etc
    We respond to a style similar to our own. Don’t overuse your style
    Behavioral Styles in Selling
    • We use one or two styles in selling
    • Know your own style well
    • Style predicts surface behavior.
    • It is not an in-depth personality analysis.
  • Dimensions of Behavior
    style grid
    Assertiveness
    [dominance]    		 The degree to which a person attempts to control situations or the thoughts and actions of others.
    Responsiveness [Sociability] The readiness with which a person outwardly displays emotions or feelings and develops relationships.
    Versatility Individual's ability to adjust personal pace and priorities to help interaction with a person of another style.
    Recognizing Social Styles
    1. Use the grid which plots assertiveness vs. responsiveness.
    2. Each quartile in the grid represents levels of intensity
  • Identifying the Four Behavioral Styles
    Analytical
    • Low assertiveness
    • Low responsiveness.
    • Reserved technical specialists.
    • Cautious in decisions and action
    • Likes organization and structure
    • Dislikes involvement
    • Asks specific questions
    • Prefers objective, task-oriented, intellectual work
    • Wants to be right, so collects much data
    • Works slowly, precisely, and alone
    • Seeks security and self-actualization
    • Has good problem-solving skills
    Drivers
    • High assertiveness
    • Low responsiveness.
    • Control freaks.
    • Decisive in action and decision making
    • Likes control; dislikes inaction
    • Prefers maximum freedom to manage self and others
    • Cool, independent, and competitive with others
    • Low tolerance for feelings, attitudes, and advice of others
    • Works quickly and impressively alone
    • Seeks esteem and self-actualization
    • Has good administrative skills
    Amiables
    • Low assertiveness
    • High responsiveness.
    • Support specialists.
    • Slow in making decisions or taking actions
    • Likes close, personal relationships
    • Dislikes interpersonal conflict
    • Supports and actively listens to others
    • Weak in goal setting and self-direction
    • Seeks security and identification with a group
    • Has good counseling and listening skills
    Expressives
    • High assertiveness
    • High responsiveness.
    • Social specialists.
    • Spontaneous actions and decisions
    • Likes involvement
    • Exaggerates and generalizes
    • Tends to dream and get others caught up in those dreams
    • Jumps from one activity to another
    • Works quickly and excitedly with others
    • Seeks esteem and group identification
    • Has good persuasive skills
  • Versatility as a communication tool
    • Conflict can happen if we use our own styles
    • One person must adapt
    Behavior Flexibility or Versatility The willingness to control personal behavior and adapt.
    The Law of Psychological Reciprocity Human beings are instinctively impelled to return to others the feelings and emotions they give to us.
    • When we move toward their style then they are compelled to move toward our style.
    • Called mirroring and matching
    • You can impact the thoughts, actions and feelings of others by modeling what you want to have happen
    Identifying
    Pace and Priority
    • How fast are decisions made?
    • How competitive?
    • How much feeling is displayed?
    Style Clues
    in the Prospect’s Environment
    • Office decorations
    • Furniture
    • Pictures, diplomas etc
  • The Interaction of Styles
    Style flexing is the ability to adjust your style to meet that of your prospect
    Styles Shared Dimension Source
    of Conflict    		 Area of Agreement
    Analytical v Amiable Low
    Assertiveness     		Priorities Pace
    Driver v Expressive High
    Assertiveness    		 Priorities Pace
    Analytical v Driver Low
    Responsiveness    		 Pace Priorities
    Amiable v Expressive High
    Responsiveness     		Pace Priorities
    Analytical v Expressive   Both  
    Amiable v Driver   Both  
  • Style Summary
      Driver Expressive Amiable Analytical
    Backup Style Autocratic Attacker Acquieser Avoider
    Measures Personal Values By: Results Applause Security Accuracy "Being Right:
    For Growth Needs to Listen Check Initiate Decide
    Needs climate that Allows to build own structure Inspires to reach goals Provides Details Suggests
    Takes time to be Efficient Stimulating Agreeable Accurate
    Support their Conclusions and actions Dreams and Intuition Relationships and feelings Principles and thinking
    Present benefits that tell What Who Why How
    For decisions give them Options and probabilities Testimonials and incentives Guarantees and assurances Evidence and service
    Their specialty is Controlling Socializing Supporting Technical
  • THE EMERGENCE OF NEUROLINGUISTIC PROGRAMMING (NLP)
    Perceptual fields are the ways in which people perceive the world
    • Use these as another way to observe and understand people.
    • Separate from style analysis
    • The science of how the brain learns
    Modes of Perception
    Most of us favor one mode     		Auditory Sound
    Visual Sight
    Kinesthetic Touch
    Tapping into the Prospect's System of Perception
    • Certain clues tell us which representational mode a person favors.
    • NLP can help you develop the ability to identify a prospect's traits
  • Interpreting Eye Cues nlp_chart.gif (4177 bytes)
    Visual Perception
    		 Looking up & left Visualizing or picturing the past. visual_recall
    Looking up & right Constructing a visual image visual_construct.gif (3439 bytes)
    Kinesthetic Perception Looking down & right Remembering past feelings kinesthetic_touch_taste_smell_emotions
    Auditory perception Looking sideways & left Hearing sounds from the past. auditory_recall.gif (3437 bytes)
    Looking sideways & right Constructing a future conversation auditory_construct
    Looking down & left Talking to self internal_dialog.gif (3951 bytes)
    Left handed people may reverse
  • Interpreting Predicate Words: Listen for word cues
    Visual I am watching developments in that particular stock; before I buy, I want to see the progress it makes this quarter and get a picture of what to expect in the future.
    Auditory There is so much noise in here I can't hear myself think
    Kinesthetic The atmosphere was heavy and damp; there was an oppressive stillness, thick with apprehension.
    Match word cues with eye cues for accuracy.
  • Using Perceptual Field Information
    • Adapt your mode of selling to their mode of learning.
    • Adapt demonstrations as well as your verbiage.
    Perceptual Field What to bring What to do
    Visual diagrams, pamphlets, graphs, videos Show the buyer how the product works
    Auditory tapes, videos with sound Be well prepared to explain verbally
    Kinesthetic samples, the actual product Let the buyer hold the product, let them try it out
    Learn NLP
  • Ethics of employing Style analysis or NLP.
    • Are they are simply used as tools to obtain information that will aid in serving the client?
    • Are they are used to satisfy personal greed?