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Chapter 5
COMMUNICATION STYLES: A KEY TO ADAPTIVE SELLING TODAY
Part 2, “Developing a Relationship Strategy,” includes three chapters (3, 4, and 5) that
focus on person-to-person relationship-building strategies. Chapter 5 introduces communication
style bias and explains how to build strong interpersonal relationships with style flexing.
EXTENDED PRESENTATION OUTLINE
The major goal of this chapter is to introduce communication-style bias and examine the
implications of this concept for a person in selling. Many sales are lost because effective
relationships fail to develop between the salesperson and the customer.
The Adaptive Selling Today Training Video Series is introduced in this chapter with a
video on “Adaptive/Communication Selling Styles.”
I. Communication Styles – An Introduction to Adaptive Selling
A. We form impressions of people by observing their behavior.
1. The patterns of behavior that others observe can be called communication style.
2. “Behavior styles” and “social styles” are additional terms frequently used to describe
1. It relates to a salesperson’s ability to collect information regarding customer’s needs
and responding appropriately.
2. Adaptive selling frequently requires complex behavioral adjustments.
3. Adjusting communication style in order to fit individual customer needs and
1. Bias in various forms is quite common in our society.
2. State of mind that almost every one of us experiences from time to time, but difficult
to explain the symptoms.
3. Your communication style is the “you” that is on display every day – the outer pattern
1. Theory of behavioral or communication style bias is based on a number of underlying
1) Voice patterns are used by customers to judge communications.
2) Facial expressions, eye movements, and posture vary from person to person
and constitute some of the nonverbal components of our communication style.
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b. A communication style is a way of thinking and behaving.
1) Not an ability but, instead, a preferred style or way of using abilities one has.
2) An ability refers to how well someone can do something.
3) A style refers to how someone likes to do something.
c. Individual style differences tend to be stable.
1) Our communication style is based on a combination of hereditary and
environmental factors.
2) Our style is somewhat original at birth but takes on additional individuality in
the first three to five years of life.
3) By the time we enter elementary school, our communication style is
1) Most people display one of several clusters of similar behaviors.
2) By combining a series of descriptors, a single label can be developed to
1) Differences between people can be a source of friction unless you develop the
ability to recognize and respond to the other person’s style.
2) The ability to “speak the other person’s language” is an important relationship
1. Anyone who is considering a career in selling benefits greatly from study of
communication styles.
2. Provide a practical method of classifying people according to communication styles
and give the salesperson a distinct advantage in the marketplace.
3. Salesperson who understands communication style classification methods and learns
how to adapt them can avoid common mistakes that threaten interpersonal relations
with customers.
II. Communication-Style Model
A. The communication-style model defines the four basic communication styles using two
important dimensions of human behavior: dominance and sociability.
B. Dominance continuum.
1. Dominance is the tendency to command, control, or prevail over others.
a. Other descriptions include competitive, decisive, and determined.
2. The dominance continuum is depicted as a horizontal axis ranging from low to high.
Everyone falls somewhere on the dominance continuum.
3. David W. Johnson’s Interpersonal Pattern Exercise divides people into two
dominance categories.
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a. Low dominance: Tendency to be cooperative and eager to assist others; tend to be
4. The first step in determining your most preferred communication style is to identify
where you fall on the dominance continuum (see Figure 5.1).
a. Complete the Dominance Indicator form show in Table 5.1 by placing
1. Sociability reflects the amount of control we exert over our emotional expressiveness
a. Individuals who are higher in sociability tend to express their feelings freely.
2. The sociability continuum reflects the amount of control we exert over our emotional
expressiveness.
3. The sociability continuum is depicted as a vertical axis ranging from low to high.
Everyone falls somewhere on the sociability continuum.
4. The second step in determining your most preferred communication style is to
identify where you fall on the sociability continuum (see Figure 5.2).
a. Complete the Sociability Indicator form shown in Table 5.2 by placing
checkmarks on the scales at the points, which best represent how you perceive
yourself.
b. If most of your checkmarks fall to the right of center, you are someone high in
sociability and vice versa.
c. There is no best place to be on the sociability continuum.
III. Four Styles of Communication
A. The dominance and sociability dimensions of human behavior can be combined to form a
partial outline of the communication-style model (see Figure 5.3).
B. The emotive style combines high sociability and high dominance (see Figure 5.4).
1. Signified by the upper right-hand quadrant of the communication-style model.
2. Descriptors – expressive, excitable, creates social relationships quickly, prefers
informality.
3. Examples: Chris Christy, Al Roker, Jimmy Fallon, Vice President Joe Biden, Senator
Bernie Sanders, Oprah Winfrey, and Stephen Colbert.
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4. Verbal and nonverbal characteristics:
a. Appears to be quite active, busy.
1) Combines higher dominance and higher sociability often displays
spontaneous, uninhibited behavior.
2) Likely to express feelings with vigorous movement of hands and rapid speech
patterns.
1. Signified by the lower right-hand quadrant of the communication-style model.
2. Descriptors – frank, demanding, assertive, very determined.
3. Example: Senator John McCain, Martha Stewart. Secretary of State Hillary Clinton,
Ted Cruz, and Judge Judy.
4. Verbal and nonverbal characteristics:
a. Appears to be quite busy does not like to waste time; wants to get right to the
point.
1. Signified by the lower left-hand quadrant of the communication-style model.
2. Descriptors – tends to examine all facts carefully before arriving at a decision.
Reserved and cautious.
3. Examples: former Federal Reserve Chairman Ben Bernanke, House Speaker Paul
Ryan, Bill Gates, and Albert Einstein.
4. Verbal and nonverbal characteristics:
a. Controls emotional expression; less likely to display warmth openly
1. Signified by the upper left-hand quadrant of the communication-style model
2. Descriptors – good listeners; don’t express their views in a forceful manner; prefer
low visibility; low assertiveness; may be viewed as too easy going
3. Examples: Dr. Ben Carson, Meryl Streep, Kevin Costner, Paul Simon, Julia Roberts,
and the late Princess Diana
4. Verbal and nonverbal characteristics:
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b. Listens attentively to other people, which is an asset in selling situations
1. Many training and development companies offer training programs that present the
four social or communication styles.
2. Although four-style programs were initially created and marketed in the United
States, they have become a global phenomenon.
3. The four-style model is one of the most popular training programs used in business.
G. Determining your communication style
1. High dominance/low sociability: director communication style
2. Low dominance/high sociability: supportive communication style
3. Low dominance/low sociability: reflective communication style
4. High dominance/high sociability: emotive communication style
5. Our most preferred style remains very stable throughout life, although we will
sometimes display behavioral characteristics of another style.
6. Gain further insight into your communication style by accessing the
Communication Style link.
IV. Minimizing Communication Style Bias
A. Communication-style bias is a barrier to success in selling.
B. A salesperson must be able to develop rapport with people in each of the four quadrants.
C. When people of different styles work together but don’t adapt to one another, serious
problems can develop.
D. How communication-style bias develops and erodes partnering relationships. Example:
director salesperson encounters supportive customer.
E. Adaptive selling requires versatility that builds strong relationships.
F. Achieving interpersonal versatility
1. The term versatility to describe our ability to minimize communication style bias
2. Mature and immature behavior
a. Although both sides exist in each communication style, we all have the potential
3. Strength/weakness paradox
1) Reflective:
2) Director:
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(a) Strength – open, frank, direct
(b) Weakness – too straightforward, too blunt, opinionated
c. Intensity zones (see Figure 5.9):
1) Zone one – behavioral characteristics of people in this zone displayed with
2) Zone two – behavioral characteristics of people in this zone displayed with
greater intensity than in zone one.
3) Excess zone – this zone is characterized by a high degree of intensity and
rigidity.
4) A deliberate move from zone one to zone two, or vice versa, is called “style
flexing.”
V. Achieving Versatility Through Style Flexibility
A. Style flexing is the deliberate attempt to accommodate the needs of the other person. You
are attempting to communicate with the other person on his/her own “channel.”
B. Try to determine the customer’s most-preferred style as quickly as possible and adjust
your own accordingly.
1. The clues which can help you identify the other person’s communication style are
everywhere.
2. Once you know the customer’s style, flexing your style can strengthen the
3. Style sensitivity and flexing add value to the sales process.
4. After the sales call, analyze the communication and record your findings.
5. Note tone of voice, gestures, and so forth.
C. Building relationships with emotive customers
1. Move at a pace that holds the attention of the prospect.
2. Be enthusiastic; avoid an approach that is too stiff and formal.
3. Take time to establish goodwill and build relationships.
4. Do not place too much emphasis on the facts and details.
5. Plan actions that will provide support for their opinions.
6. Maintain good eye contact.
7. Be a good listener.
D. Building relationships with directive customers
1. Keep the relationship businesslike.
2. Be as efficient, time disciplined, and well organized as possible and to provide
appropriate facts, figures, and success probabilities.
3. Early in the sales presentation, ask specific questions and carefully note responses.
4. Look for specific points you can respond to when it is time to present your proposals.
E. Building relationships with reflective customers
1. Responds in a positive way to a thoughtful, well-organized approach.
2. Arrive at meetings on time and be well prepared.
3. Usually not necessary to spend a great deal of time building a social relationship.
4. Responds well to a no-nonsense, businesslike approach to personal selling.