Adaptive Selling - Social Style Matrix

"عسى ان تكون علما ينتفع به"

soft skills
social style matrix
driver
amiable
expressive
analytical

1. ADAPTIVE SELLING

2. ADAPTIVE SELLING Although all channels of advertising are considered less expensive in comparison with personal selling, but personal selling is the most effective marketing communication medium because it allows salespeople to tailor their presentation to each customer.

3. ADAPTIVE SELLING Salespeople can ask questions to determine the customer's needs and make a presentation to show how their products can satisfy these needs. By listening and observing nonverbal body language, salespeople can know when the presentation is going out of track and change their approach at the spot.

4. ADAPTIVE SELLING Effective salesperson takes advantage of this opportunity. They use their knowledge of the customer's buying motives and use their communication skills to learn more about their customers in order to select effective sales strategies .

5. ADAPTIVE SELLING For example; Advertising agencies are concerned in delivering the same advertising campaign to all customers. The message in the campaign may work for the typical customers, but lot of customers will have different needs and will not be influenced by the message. It may take months for an advertising manager to recognize and change a campaign that is not effective.

6. TYPES OF PRESENTATION

7. TYPES OF PRESENTATIONS Three types of presentation salespersons can use: 1. The standard memorized presentation 2. The outlined presentation 3. The customized presentation

8. THE STANDARD MEMORIZED PRESENTATION It is also called canned presentation. The salesperson presents the same selling points in the same order to the all customers in a completely memorized sales presentation .

9. THE STANDARD MEMORIZED PRESENTATION Many companies insist that their salespersons should memorize the presentation and deliver it word for word; others believe that the salespersons should be free to make some adjustments .

10. THE STANDARD MEMORIZED PRESENTATION Advantages It ensures that the salesperson will provide complete and accurate information about the product. It brings the new salesperson to speed quickly and gives him confidence .

11. THE STANDARD MEMORIZED PRESENTATION Disadvantages The effectiveness of the standard memorized presentation is limited because it offers no opportunity for the salesperson to tailor the presentation to the specific needs of the customer.

12. THE OUTLINED PRESENTATION It is a prearranged presentation which lists the most important selling points to discuss when calling on a customer. The outlined presentation has: Standard introduction. Standard answers to the most common questions raised by the customer. Standard method for gaining commitment .

13. THE OUTLINED PRESENTATION An outlined presentation can be very effective because it is well organized. Since it provides more opportunity for the customer to participate in the sales interaction and permit some flexibility in the approach used to present the key points.

14. THE CUSTOMIZED PRESENTATION It is a presentation based on detailed analysis of the customer's needs. To develop the customized presentation, the salesperson may get the customer to agree to a need analysis.

15. THE CUSTOMIZED PRESENTATION This type of presentation offers an opportunity to use the communication principles to discover the customer's needs and problems and propose the most effective solution for satisfying those needs. The customized presentation builds customer's respect for the salesperson and his/her company since customers recognize the salesperson as a professional who help in solving problems, not just sell products.

16. THE CUSTOMIZED PRESENTATION NOTE Each of the presentation types involves different level of skills and flexibility. Standard memorized presentation can be delivered by unskilled salesperson with little training On the other hand, the customized presentation require highly skilled salespersons who can analyze the customer's needs.

17. ADAPTIVE SELLING AND SALES SUCCESS

18. Do you act differently when living on a campus compared to living at home? How do you change your behavior when you go home for school break? How do you behave when you go to a restaurant with friends? With your parents? Why do you behave this way in each situation? WHY ADAPTIVE?

19. ADAPTIVE SELLING AND SALES SUCCESS Salespersons practice adaptive selling when they use different sales presentations to different customers. They alter their sales presentation techniques during sales calls based on the nature of the sales situation.

20. ADAPTIVE SELLING AND SALES SUCCESS An extreme example of non-adaptive selling is using the standard memorized presentation, since the same presentation is used for all customers. At other extreme, The customized presentation since the presentation is tailored to the specific needs of the customer.

21. KNOWLEDGE AND ADAPTIVE SELLING A key ingredient in effective selling is knowledge. salespeople need to know about: The product they are selling The company they work for The customer they will be selling to and other products they are competing with.

22. KNOWLEDGE AND ADAPTIVE SELLING Knowledge enables the salesperson to: Build self-confidence. Gain the buyer's trust. Satisfy the customer needs and practice adaptive selling. Customers today demand information about the products they buy and seek the advice of salespersons.

23. How to use this?

24. DETERMINE YOUR OWN STYLE: Review the descriptions of each style and classify yourself. Ask trusted others for their opinions. Remember, you are looking for your “base” style. So, that doesn’t mean under certain conditions you won’t act in one of the other roles, but it means you are trying to determine the style you most naturally fall into. Once you have identified yourself, you can review the information concerning this style’s strengths and weaknesses and factor those into your approach.

25. DETERMINE YOUR CUSTOMER’S STYLE: As you get to know your customers, make yourself aware of where you believe they fall in this matrix. Look for outward clues first (office, attire, speech patterns) and then as your relationship grows continuously update your classification of this person. Record your classification in the customer file to remind yourself to behave accordingly when dealing with this person.

26. ADJUST YOUR COMMUNICATION APPROACH: As the salesperson, it is your task to make the adaptive move towards the style of the customer. This is hard, but can pay off. It is suggested that you begin interactions by keeping your initial approach right in the middle of the grid (as to not become an immediate mismatch) and then adjust as you get to know the customer.

27. DIMENSIONS

28. THE SOCIAL STYLE MATRIX To be effective, salespeople need to use their knowledge about products and customers in order to adapt the content of their sales presentation and the style they use in communication with customers. The social style matrix is a popular training program that assists salespeople in adapting their communication styles.

29. THE SOCIAL STYLE MATRIX First , each one will have to identify his/her own social style. Second , detect the customer's social style. Finally , learn how to make appropriate adjustments in the sales behavior in order to become more effective .

30. IDENTIFY YOUR OWN SOCIAL STYLE

31. DIMENSIONS OF SOCIAL STYLES There are two critical dimensions to understand the social style; assertiveness and responsiveness.

32. DIMENSIONS OF SOCIAL STYLES ASSERTIVENESS It is the degree to which people have opinions about issues , publicly make their positions clear to others , and attempt to influence others to accept these beliefs.

33. DIMENSIONS OF SOCIAL STYLES HIGH ASSERTIVE PEOPLE: Speak out. Make a strong statement. Have a take-charge attitude. When become under tension, they tend to confront the situation.

34. DIMENSIONS OF SOCIAL STYLES LOW ASSERTIVE PEOPLE: Rarely dominate a social situation. Keep their opinion to themselves . NOTE Having strong convictions is not enough to make a person assertive.

35. Take-charge attitude Directive Make decisions quickly Take initiative Speak quickly and intensely Make many statements Go-along attitude Supportive Makes decisions slowly Lets others take initiative Speaks slowly and softly Makes few statements HIGH LOW Ask oriented Cooperative Risk avoider Lean backward Indirect eye contact Move deliberately Express moderate opinions Tell oriented Competitive Risk taker Leans forward Direct eye contact Move rapidly Express strong opinions ASSERTIVENESS

36. DIMENSIONS OF SOCIAL STYLES RESPONSIVENESS It is based on how emotional people tend to get in social situations.

37. DIMENSIONS OF SOCIAL STYLES HIGH RESPONSIVE PEOPLE: Readily express joy, anger and sorrow Appear to be more concerned about others Informal and causal in social situation LOW RESPONSIVE PEOPLE: Devote more effort toward controlling their emotion Cautious, intellectual, serious, formal and businesslike.

38. Warm and approachable Uses opinions Personable and friendly Gesture frequently Undisciplined about time Animated facial expression Shows emotion People oriented Playful Moves freely Informal dress Many vocal inflections HIGH LOW RESPONSIVENESS Controls emotions Task oriented Serious Moves stiffly Formal dress Monotone voice Cool and aloof Uses facts Impersonal and businesslike Seldom gestures Disciplined about time Controlled facial expressions

39. DRIVER IDENTIFY & TREAT

40. IDENTIFY CUSTOMER’S SOCIAL STYLE Tips Concentrate on the customer's behavior and disregard how you feel about the behavior. Do not let your feelings about the customer or thoughts about the customer's motives cloud your judgment. Avoid assuming that specific jobs or functions are associated with a social style, such as” he must be analytical because he is an engineer.”

41. IDENTIFY CUSTOMER’S SOCIAL STYLE Attempt to get customers reveal their style rather than react to your style. Ask questions rather than making statements. Test your assessments. Look for clues and information that may suggest you have made an incorrect assessment of a customer's social styles. If you look only for confirming cues, you will filter out a lot of important information .

42. People ASSERTIVENESS Task RESPONSIVENESS Tell Ask EXPRESSIVE DRIVER AMIABLE ANALYTICAL Just do it Lets do it We are great Do it right or not at all

43. People ASSERTIVENESS Task RESPONSIVENESS Tell Ask DRIVER

44. Achievement award on wall Conservative dress No posters or slogans on office walls Calendar prominently displayed Furniture is placed so that contact with people across the desk Like group activities (e.g. politics and team sports)

45. Emotions At Work As a friend Strength Unemotional Goal oriented Has a little need for friends Independent, self sufficient Sees the whole picture Will lead and organize Strong willed and decisive Organizes and plans ahead Stimulates activity Change junkie Motivate s people to action Excels in emergencies Must correct wrongs Seek practical solutions Will work for group activity Exudes confidence Insists on production Is usually right Weaknesses Bossy and insensitive End justifies the mean Uses people, dominates Quick tempered Can over dominate May be rude or tactless Impatient and can’t relax Doesn’t analyze details Decides for others Enjoy argumentation May make rush decisions Possessive unforgiving Won’t give up when losing Manipulate people Too independent, proud Unsympathetic Intolerant of mistakes Can’t say “ I am sorry” Not easily discouraged Thrives on opposition Dislike show of emotion Can be a workaholic

46. DRIVER “low passion" Drivers are task orientated.

47. DRIVER “low passion" They expect efficiency from everyone they come into contact with.

48. DRIVER “low passion" They have little emphasis on building relationships with other people.

49. DRIVER “low passion" They work with others because they must do so to get the job done, not because they enjoy people .

50. DRIVER “low passion" They measure their personal worth by how much they do.

51. DRIVER “low passion" They want you to get to the point, because they are irritated by inefficiency and indecision.

52. DRIVER "let's get it done now, and get it done my way" They are result oriented. They are quick and efficient decision makers. They base their decisions on facts.

53. DRIVER "let's get it done now, and get it done my way" They take risks. They want to look at several alternatives before making a decision .

54. DRIVER “ power seeker " They like to be in charge, seek productivity and dislike loss of control .

55. DRIVER “ power seeker " They have a great desire to get a head in their companies and careers.

56. DRIVER “ power seeker " Focus on the present and have a little interest about the past and the future .

57. DRIVER “the control specialist" Obsessed by a compulsion to perform. Has passion for knowledge and constantly searching to answer the “whys” of life. Works at a fast and decisive pace (idleness drives them crazy) Not interested in technical information .

58. DRIVER “the strong man" Has the ability to deal with tough interactions without becoming upset by criticism or personal rejection.

59. DRIVER “the strong man" Under pressure, they will assert themselves strongly and dictate the way things are going to be.

60. DRIVER “the strong man" In conflict, they will try to ʺsteam rollerʺ over anyone who comes in their way.

61. DRIVERS SUMMARY Characteristics : Task‐orientated . Typically prefer clearly defined goals. Perceived as committed, determined risk takers. Efficiently uses time, energy, and other resources. When in conflict: Tends to be seen as aggressive, rude, or abrupt.

62. DRIVERS SUMMARY Solution to help: Be assertive and firm, have a solution to the problem, listen. Basic Need: To be in control .

63. TO INFLUENCE DRIVER

64. TO INFLUENCE DRIVER Direct Businesslike Organized presentation With quick action and follow up Gaining commitment should emphasize the effect of a purchase decision on benefits.

65. Primary characteristics (strength) Go better ambitious Motivated by Results Attitude to goals Sets many goals Group rate Leader Needs to Be in control Want to be appreciated for Productivity Making an impact Likes to be rewarded with Power DRIVER

66. Focus on the present. Be brief and efficient. Get to the bottom line. Speak in terms of short term concrete results. Give them options. Let them feel in control. Stress how the Driver will WIN with your proposition. Focus on long term. Give too much details. Be ambiguous. Beat around the bush. Get too personal. Get into a control contest. Back down, however, if you believe that you are right. When dealing with DRIVER DO Don’t

67. DRIVERS AS SALESPEOPLE Strengths Organized, action oriented Strong motivation & drive. Strong closers. Weaknesses Fail to connect with people. Inflexible, and sometimes arrogant. Often impatient listeners.

68. DRIVERS AS CUSTOMERS Why we love them! Decisions are quick. Decision model is often out in open. Reward strong follow-up. Why we hate them! Their way or the highway. Once decided, hard to change them. High stress interactions.

69. EXPRESSIVE IDENTIFY & TREAT

70. People ASSERTIVENESS Task RESPONSIVENESS Tell Ask EXPRESSIVE

71. Motivational slogans on wall Desk place for open contact with people Casual or flamboyant dress Cluttered and unorganized desk Office has friendly and open atmosphere Like group activities (e.g. politics and team sports)

72. Emotions At Work As a friend Strength Emotional demonstrative Volunteers for jobs Makes friends easily Lives in the present Starts in flashy way Appealing, life of the party Talkative, storyteller Has energy and enthusiasm Likes spontaneous activity Good sense of humor Thinks up new activities Envied by others Sincere heart, curious Creative and colorful Apologizes quickly Holds listeners physically Looks great on the surface Does not hold grudges Weaknesses Exaggerates Prefers talk, waste time Undependable, reactive Egotistical Undisciplined Hates to be a lone Naïve and gullible Decides by feeling Needs to be center stage Seems phony to some Priorities out of order Dominates conversations Weak-will, reactive Forgets obligations Makes excuses Restless Easily distracted Looks for credit Always a child Charms other into work Fearful Confidence fades fast Interrupts, doesn't listen

73. EXPRESSIVE “the social specialist” They like the company of other people, not because they like them, but because they need to ʺexpressʺ themselves . If they don't receive the attention they need, they can get upset and even ʺdifficultʺ to deal with.

74. EXPRESSIVE “the social specialist” They are interested in personal relationships, but these relationships are primarily built with supporters and followers recruited to assist expressive in achieving their personal goals .

75. EXPRESSIVE “the social specialist” They can be good people to have at a party, because they are enthusiastic, dramatic and ʺinterestingʺ people to have around.

76. EXPRESSIVE “the social specialist” They have a little concern for practical details in present situation. They base their decisions on their personal opinions and the opinions of the others. They act quickly. They take risk. They tend to be impatient. They change their mind easily.

77. EXPRESSIVE “the social specialist” Warm, approachable and competitive. Consider power and politics as important factors in their quest for personal rewards and recognition. Focus on the future, directing their time and effort toward achieving their vision.

78. EXPRESSIVE In conflict, they may become emotional, prone to exaggeration and unpredictable. The best way to deal with this is to let them calm down. Try not to fuel the fire by saying anything controversial.

79. EXPRESSIVE SUMMARY Characteristics : People‐orientated . Most comfortable when the center of attention. Typically positive, emotional, talkative, enthusiastic, and can be dramatic . When in conflict: Tend to become unpredictable, emotional.

80. EXPRESSIVE SUMMARY Solution to help: Allow them time to gain composure. Ask questions . Engage them to participate in solving the problem. Basic Need: Recognition

81. TO INFLUENCE EXPRESSIVES

82. TO INFLUENCE EXPRESSIVES Salesperson needs to demonstrate how his/her product will help the customer achieve personal status recognition. Expressive prefer sales presentations with product demonstration and creative graphics rather than factual statements and technical details .

83. TO INFLUENCE EXPRESSIVES NOTE Testimonials from well-known people will appeal to Expressive need for status recognition. Expressive respond to sales presentations that put them in the role of innovators.

84. Primary characteristics (strength) Network Socializer Motivated by Applause Attitude to goals Goals kill spontaneously Group rate Rapport builder Needs to Be center of attention Want to be appreciated for Contribution Giving others opportunities Likes to be rewarded with Recognition EXPRESSIVE

85. Focus on the future Illustrate concepts with stories Seek their idea and inputs Focus on the big picture Show personal interest and involvement Stimulate their creative impulse Compliment them Stress how the Expressive will stand out from others Get straight down to business Do well on details Be impatient with side-trips and creativity Nit-pick Bee cool and impersonal Be too serious Talk down to them Put down their enthusiasm and excitement When dealing with EXPRESSIVE DO Don’t

86. EXPRESSIVES AS SALESPEOPLE Strengths See big picture well Good relationship builders Strong presenters & persuaders Confident and don’t look back Weaknesses Fail to follow through Poor focus on details Can get defensive when challenged Often unfocused listeners

87. EXPRESSIVES AS CUSTOMERS Why we love them! Decisions are quick. Easy to spend time with. Sell themselves. Why we hate them! They change their mind a lot. Get sidetracked easily. Decision model is hard to pin down.

88. AMIABLE IDENTIFY & TREAT

89. People ASSERTIVENESS Task RESPONSIVENESS Tell Ask AMIABLE

90. Personal momentous on wall Casual or flamboyant dress Desk placed for open contact with people Like solitary activities (e.g. reading and individual sports) Office has friendly and open atmosphere Picture of family displayed

91. AMIABLE Likes other people company. Listens more than talks. Loyal. Personable. Shows patience when dealing with other people.

92. AMIABLE They may not be perceived as people ʺwho get things doneʺ because they spend more time developing relationships with others. They are also unlikely to take risks as they need to have the feeling of security.

93. AMIABLE ”the support specialist” Pay high attention to close relationships and cooperation. Achieve their objectives by working with people, developing an atmosphere of mutual respect rather than using power and authority . Tend to make decisions slowly, building a consensus among people involved in the decision. C hange their opinions reluctantly.

94. AMIABLE Detecting Amiable true feelings is not easy, because they avoid conflicts and often say things to please others despite their personal opinions . Therefore , salespersons should build a personal relationship with the amiable.

95. Emotions At Work As a friend Strength Low-key personality Competent and steady Easy to get along with Quite, but witty Has administrative ability Inoffensive Calm, cool and collected Avoids conflicts Dry sense of humor Sympathetic and kind Finds the easy way Has many friends Patient and well balanced Peaceful and agreeable Pleasant and enjoyable Easygoing and relaxed Mediates problems Good listener Weaknesses Keeps emotions hidden Not goal oriented Stays uninvolved Unenthusiastic, shy Lacks self motivation Dampens enthusiasm Indecisive Lazy and careless Resist changes Too compromising Prefer to be a spectator Indifferent to plans Self-righteous Hard to get moving Judges others Fearful, worried Resents being pushed Sarcastic and teasing Happily reconciled to life Good under pressure Avoids responsibility Discourage others Stubborn Has compassion, concern

96. AMIABLE Expressive people find them useful, because they are prepared to listen to what they are saying. Drivers often find them frustrating because they want a straight answer and the amiable can find this difficult to deliver.

97. AMIABLE SUMMARY Characteristics : Loyal , personable, and patient. Uncomfortable with risk. Typically non‐confrontational. Dislikes pressure. Enjoy the company of others. When in conflict: Likely to be ʺpassiveʺ. Perceived as lacking conviction. Uses avoidance to reduce conflict.

98. AMIABLE SUMMARY Solution to help: Reassure and support. Confirm commitment. Basic Need: Security

99. TO INFLUENCE AMIABLES

100. TO INFLUENCE AMIABLES Amiable are particularly interested in receiving guarantees about product performance . They do not like salesperson that agree to undertake activities and then don not follow through commitments . Salesperson presentation should stress on product's benefits in term of its effect on the satisfaction of the patients.

101. Primary characteristics (strength) Pacemaker Bridge builder Motivated by Approval Attitude to goals Cautious about commitment Group rate Interpersonal Needs to Feel included Want to be appreciated for Involvement Being considerate of others Likes to be rewarded with Approval AMIABLE

102. Focus on tradition Be flexible Be easy and informal Be personal and personable Allow time to feel good Emphasize a team approach Stress on how the Amiable can be safe Push for too much details Press hard to change things Hurry them Push for immediate commitment Be cool and impersonal Confront them Attack Be dictatorial or autocratic When dealing with AMIABLE DO Don’t

103. AMIABLES AS SALESPEOPLE Strengths Great relationship builders Strong team sellers Good listeners Weaknesses Slow to action Conflict adverse Often hesitant closers

104. AMIABLES AS CUSTOMERS Why we love them! They treat you well Reward strong follow-up Loyal Why we hate them! Very hard to read Want to bring everyone into decision Risk adverse

105. ANALYTICAL IDENTIFY & TREAT

106. People ASSERTIVENESS Task RESPONSIVENESS Tell Ask ANALYTICAL

107. ANALYTICAL Analytical people can: A ppear unsociable, especially to Amiable and Expressive. Seem serious and indecisive.

108. ANALYTICAL This is because: They need to look at every conceivable angle before they feel satisfied.

109. ANALYTICAL A consequence of this is: They are persistent in their questioning and focus on detail and facts. Once they have made a decision, they stick with it as they invariably feel that it is infallible. In conflict, they can ʺwhineʺ, become sarcastic and are often perceived as negative.

110. ANALYTICAL SUMMARY Characteristics : Serious , mull matters over. Can seem indecisive. Persistent , asks lots of questions. Known for heightened attention to detail. When in conflict: Can resort to whining, sarcastic, negative comments

111. ANALYTICAL SUMMARY Solution to help: Keep to the facts. Simply agree with them, listen attentively Basic Need: To be correct

112. ANALYTICAL “the technique specialist” Like facts, principles, and logics. Suspicious about power and personal relationship; they strive to find a way to carry out a task without resorting to these influence methods. Make decisions slowly in a deliberate and disciplined manner . They systematically analyze the facts using the past as an indication of future events.

113. Emotions At Work As a friend Strength Deep and thoughtful Schedule, detail oriented Makes friends cautiously Serious and purposeful Orderly and organized Avoids seeking attention Idealistic Wants things done right Will listen to complaints Appreciate of beauty Likes charts and figures Deep concern for others Sensitivity to others Sets high standards Self-sacrificing Self-sacrificing Persistent and thorough Faithful , devoted, loyal Weaknesses Remembers the negatives Not people oriented Lives through others Enjoy being hurt Hard to please, rigid Holds back affection Too introspective Too much time planning Moralistic, unforgiving Depressed, even moody Prefer analysis to action Indecisive Low self-image Depressed at imperfection Critical of others Rigid Self-deprecating Antagonistic and vengeful C onscientious Finishes what he starts Stuffy Deep need for approval Self-centered Solves other’s problems

114. TO INFLUENCE ANALYTICAL

115. TO INFLUENCE ANALYTICAL Salespersons N eed to use solid, tangible evidence when making presentation to Analytical . Sales presentation Should recognize their technical expertise and emphasize long-term benefits . They tend to disregard their personal opinions.

116. TO INFLUENCE ANALYTICAL Analytical and driver, both like facts and data, but drivers want to know how the facts affect the results . Analytical and Amiable tend to develop loyalty toward products. For Amiable, the loyalty is based on personal relationship. For Analytical, loyalty is based on their feeling that well-reasoned decisions do not need to be reexamined.

117. Primary characteristics (strength) Fact finder Pragmatist Motivated by Activity Attitude to goals Goals must be met on time Group rate Information provider Needs to Be given focus and direction Want to be appreciated for Quality Sound judgment Likes to be rewarded with Responsibility ANALYTICAL

118. Focus on past, present and future. Talk facts Focus on detail and accuracy Be logical and well organized Tell them exactly that you will do & when Allow time to ponder Stress how the Analytical can be assured of being right Be vague, inconsistent or illogical Be intolerant of details Overlook the past Rush things Be too personal Be overly casual Appear to not be serious Press for immediate action When dealing with Analytical DO Don’t

119. ANALYTICALS AS SALESPEOPLE Strengths Organized, product experts Handle complexity well Strong presenters Weaknesses Fail to connect with people Uncomfortable with quick change Overly patient closers

120. ANALYTICALS AS CUSTOMERS Why we love them! Loyal, long-term decision makers Decision model is often out in open Comfortable with complexity Why we hate them! Very slow decisions Once decided, hard to change them Interactions can be dull

121. IDENTIFY CUSTOMER’S SOCIAL STYLE

122. I want I want I think I feel Talking: What they talk about

123. States, commands Direct assertion States, commands Direct assertion Enquires Indirect assertion Enquires Indirect assertion Talking: the way they talk

124. Louder Uses voice to emphasize points Louder Uses voice to emphasize points Get easily excited Quieter Does not vary voice much Quieter Does not vary voice much Talking: tone of speech

125. Very fast Fast Moderate Slower Talking: pace of speech

126. Leans forward Limited or no facial expressions Intense eye contact Deliberate movements Leans forward Controlled facial expression Good eye contact Lots of gestures Leans back Limited or no facial expressions Limited eye contact Limited gesture Leans back Some facial expressions Good eye contact Regular gesture Body Language

127. Direct and to the point Can be outspoken Formal and businesslike Animated, excitable Can come on too strong Informal and casual Specific and concise Clear and logical Formal and bottom line Dreamy thoughts May seem vague Informal and casual Communication style

128. Can be a poor listener Wants to control conversation May interrupt Likes to summarize Listens Reacts to what you are saying Talks a lot Listens, but may appear as though they are not Good listeners Reacts to what you are doing Cares Listening pattern

129. Works in priority order Does several things at once Intense, driven Generates ideas Unstructured, likes freedom Lots of people interaction Makes lists of people to call and places to go Though, attentive to details Step by step procedures Concentrates on one thing at a once Easy going, cooperative Always willing to be of service Goes with the flow No strong sense of urgency Work Style

130. Works fast, a whirlwind Likes changes Faster Bores easily Moves from one thing to another Methodical Steady stream of work Likes a predictable Slower, rarely in a hurry Needs time to change Dislikes pressure Work Pace

131. PUT YOURSELF IN THE SHOE OF YOUR CUSTOMER

132. Power Popularity Perfection Peace Wants

133. Being taken advantage of Loss of control Being bored Rejection Being criticized Quick decisions Being alone Loss of security Fears

134. Working Together

135. Is energized Will become assertive Seeks control Rises to the challenge at first, but may get stressed May flip to the dark side Gets over focused on details May withdraw Worries, so try to avoid hassle Keep head down, chats to mate Seek chocolate Under Stress

136. Working Under Stress

137. Will become autocratic Will become offensive or sarcastic Will withdraw Will submit Under Extreme Stress

138. Working Under Extreme Stress

139. DEALING WITH DIFFERENT CUSTOMER’S SOCIAL STYLE

140. Causes of Conflict Priorities Priorities Pace Pace and priorities Pace

141. VERSATILITY

142. VERSATILITY The degree to which a person is perceived as helping others to feel comfortable.

143. LOW VERSATILITY Has limited desire to adapt to meet the needs of others. Prefers to do things for own reasons. Uses position power rather than personal power. Is predictable in actions. Lacks sensitivity to differences between people. Runs the risk of making other people uncomfortable .

144. HIGH VERSATILITY Adapts to meet the needs of others. Attempts to do things for other’s reasons. Uses personal power. Appears unpredictable at times. Asks the question: what can I do to make the other person comfortable with me ?

145. TEAMWORK In the ideal team each style should be represented. Each style contributes to the teams result and success. The weaknesses within each style are compensated for the strengths of the other styles

146. Discipline Goal orientation Clarity Ideas Spirit Enthusiasm Atmosphere Coordination Conflict resolution Research Analysis Documentation

147. So what might happen in a team where only one style is represented?

148. Infighting No communication No teamwork Lots of noise Fun Never-ending ideas All fall in love Get married Documents Discussions No decisions

149. Thank you