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Understanding Communication Style Differences—The Key to Business Development and Relationship Management Linda Hazelton, M.B.A. Hazelton Marketing & Management [email protected] 214‐684‐4264 1 1 Communication is a Foundational Skill • Communication, or lack thereof, influences everything we do • You cannot not communicate • Communication is more than words • How we communicate is possibly more important than what we communicate • Have your ever felt frustrated or misunderstood? 2 Copyright©--Hazelton Marketing & Management—When Clients Matter Communication is More than Words y Verbal 7‐8% y Vocal 38% y Visual 55% y Implications…. y E‐mail y Conference calls 3 Copyright©--Hazelton Marketing & Management—When Clients Matter Communication Styles y Roughly derived from Myers‐Briggs work y Four communication styles y Expressive (Intuitor) y Analytical (Thinker) y Amiable (Feeler) y Driver (Senser) y Your style may differ from favorable conditions to stressful conditions…. y We all use all the styles—but generally one style predominates y The ultimate goal is to understand your style and the style of others and to adapt your communication style as appropriate 4 Copyright©--Hazelton Marketing & Management—When Clients Matter Emotion!!! Amiable/ Feeler Expressive/ Intuitor Relationship Ideas/Interaction Speed - + Process Analytical / Thinker 5 Goals Poker Faced Driver/ Senser Drivers (Sensers) 6 y Forceful y Problem solvers y Direct y Good administrators y Risk Takers y Driven y Poor listeners y Decisive y Get things done y Short fused y Blunt y Challenging Copyright©--Hazelton Marketing & Management—When Clients Matter Drivers (Sensers) y Pace of the meeting y Fast and to the point y What they need y Directness, little detail y Specific solutions y How our services affect their bottom line (in a business development context) 7 Copyright©--Hazelton Marketing & Management—When Clients Matter Drivers (Sensers) y Avoid y Over‐selling and over‐sharing y Be succinct—keep it short y Being overly friendly y Lots of facts and references (instead—bottom line or “cut to the chase”) y Small talk (in a business setting) 8 Copyright©--Hazelton Marketing & Management—When Clients Matter Expressive (Intuitors) 9 y Direct y Off the wall y Open y Creative y Impulsive y Charismatic y Bored with details y Optimistic y Love new ideas y Enthusiastic y Charming y Disorganized y Friendly y Scattered y Big picture y Impractical Copyright©--Hazelton Marketing & Management—When Clients Matter Expressive (Intuitors) y Pace of the meeting y Brisk y Exciting y Stimulating 10 Copyright©--Hazelton Marketing & Management—When Clients Matter Expressive (Intuitors) y Avoid y y y y y y 11 Detailed presentations and proposals Interrupting them when they are on a roll Too structured or canned presentations Being too serious or lecturing—being pedantic Too many facts Extensive review of the law Copyright©--Hazelton Marketing & Management—When Clients Matter Analyticals (Thinkers) y y y y y y y y y 12 Indirect Task-oriented Perfectionists Seek proof Slow to reach decision Analytical Change-averse Security-conscious Conservative Copyright©--Hazelton Marketing & Management—When Clients Matter y y y y y y y y y Quality conscious Systematic Logical Verbose Suspicious Skeptical Over-cautious Rational Introverted Analyticals (Thinkers) y Pace of the meeting y Deliberate y Step‐by‐step y All the details 13 Copyright©--Hazelton Marketing & Management—When Clients Matter Analyticals (Thinkers) y Avoid y y y y y y 14 Hard sell Vague presentations Poorly prepared proposals Conceptual sales Exaggeration Informality Copyright©--Hazelton Marketing & Management—When Clients Matter Analyticals (Thinkers) y Give them y Facts and details y An orderly process y Proposals with financial justification data y Reasons why delays will cause greater risk y References y Time to decide 15 Copyright©--Hazelton Marketing & Management—When Clients Matter Amiable (Feelers) y Warm y Understanding y Trust builders y Slow to decide y Friendly y Passive y Confrontation-averse y Dislike rapid change y Good listeners y Lack of urgency y Team players y Patient y Serene y Tolerant y Relaxed y Pleasant y Complacent y Introverted y Loyal 16 Copyright©--Hazelton Marketing & Management—When Clients Matter Amiable (Feelers) y Pace of the meeting y Relaxed and slow 17 Copyright©--Hazelton Marketing & Management—When Clients Matter Amiable (Feelers) y Avoid y Talking or presenting too fast y Ignoring pleasantries 18 Copyright©--Hazelton Marketing & Management—When Clients Matter Amiable (Feelers) y Give them y y y y y y 19 Time Full explanations of the issues Attention Honor their feelings Show an interest in their personal lives Be polite and pleasant Copyright©--Hazelton Marketing & Management—When Clients Matter Consider…. y How do I communicate? y What do I see, feel, and hear? y How are they communicating? y How effective am I in communicating? y What are they receiving? y What needs to be different in the way I communicate in order for me to be more effective? y If nothing else, think about pace—do you need to slow down and provide more details or speed up and cut to the chase? As for emotion, do you need to be more open and friendly or more “business like”? 20 Copyright©--Hazelton Marketing & Management—When Clients Matter Why is This Important? y This Is How Rapport Is Built y People Like People They Think Are Like Themselves y Mirroring – In Sync y Helps You Swim Downstream 21 Copyright©--Hazelton Marketing & Management—When Clients Matter