Adapting to different Behavioural Styles

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1 Adapting to different Behavioural Styles Introduction The ability to influence other people has never been more critical to success than it is today. In the NHS environment of the 21 st century demands for speed, quality and innovation have all intensified. Being able to appreciate and adapt to individual differences is absolutely essential if we are to function effectively in such an environment. This toolkit aims to give a practical approach to maximising interpersonal relationships so that they remain productive. Social Styles During the last half century the study of human behaviour has emerged as a science. Numerous social science disciplines provide strong support for the following fundamental assumptions about human behaviour; Over time, people develop relatively stable behaviour patterns. People form immediate impressions about others on the basis of their verbal and non-verbal behaviour. The way people behave toward one another is largely determined by their perceptions of each other. The most prevalent, and probably the most important, perceptual dimensions of human behaviour are assertiveness and responsiveness. The concept of Social Style was originally developed on the basis of these assumptions by Merrill & Reid in the 1960s and is backed up with several decades of research. Assertiveness is the way in which a person is perceived as attempting to influence the thoughts and actions of others Responsiveness is the way in which a person is perceived as expressing feelings when relating to others

2 This is all very good, but what does it mean, and how can we make use of it? Well, not only does each social style type produce characteristic personality traits, but they also have a unique combination of observable behaviours and strategies, which mean that they can be recognised. These can be summarised as follow; Driver Analytical Amiable Expressive Facial expression Fixed Fixed Varied Varied Eye contact Intense Long duration Reflective Empathetic Intense Short duration Scattered Posture Formal Formal Informal Informal Body Movement Limited Limited More mobility More mobility Gestures Size Small Small Larger Larger Frequency High Low Low High Voice tone Monotone Monotone Inflexion Inflexion Speed Fast, Slow, Slow, Fast clipped measured measured Volume / Force Louder Softer Softer Louder Decision Making Quick Limited facts Slower Lots of facts Slower Lots of opinions Fast Intuition

3 Versatility So now we can identify the social style of any individual, including ourselves. Again, on its own this is interesting, but of no real value. The real value comes from what we do with this information. The work of Merrill & Reid identified that we are each very comfortable with our own style, but occasionally we will clash with people who have a different style to us. In particular, interpersonal tension is greatest when the 2 individuals sit in opposite quadrants (e.g. expressives and analyticals, amiables and drivers). Versatility is the process of adapting your behaviour to meet the concerns and expectations of others. Put simply, the more we adapt our natural style towards that of other people, the more comfortable they will be with us. This helps us to build rapport and reduce interpersonal tension. As sales people, we have a vested interest in maintaining rapport. Therefore, we need to be prepared to demonstrate versatility to ensure the person is not pulled out of their comfort zone. After all, it is easier for us to facilitate a change in ourselves than in someone else, especially if it is in our interest to do so! Adapting our style to meet that of others can involve moving along 1 or both axes. What follows are some general tips on moving in particular directions along each axis. Becoming less Responsive Reduce the closeness of the relationship; make the interaction more functional and taskey. Keep objective and focus on the task in hand. Be prepared to work under more pressure in terms of time etc. Control sentiment and emotions; i.e. be restrained. Becoming more Responsive Express more; o sentiment o feelings More chit-chat & small talk Build close relationships share concerns & feelings

4 Becoming more Assertive Be willing to disagree Encourage productive diversity Keep the proposition simple and straight forward Accept disagreement as a possible sign of interest Be willing to be straight forward Becoming less Assertive Ask more questions Negotiate outcomes and problem solve Reduce your sense of urgency and push gently talk less and listen more The following sections will give specific strategies to help maintain rapport with each social style in turn. They are designed to be used as planning tools with any person whose social style has been identified.

5 Strategies for Influencing the Amiable style Getting an meeting Either by appointment or on spec. If you write, send a letter with a personal touch, stating who you are and why you are contacting the Amiable. Stress the following; o your experience working with colleagues the Amiable knows by reputation or experience o your reliability and experience o the quality of your idea or service Follow your letter with a personal phone conversation. Take time to be friendly, open, honest, and sincere and to establish trust in the relationship. Opening the conversation Engage in informal conversation before getting down to business. Demonstrate that you are personally interested in the Amiable s work and personal goals. You will have to earn the right to learn more personal information about the amiable. Demonstrate your product/service knowledge by referencing a common acquaintance that is using the idea or with whom you have spoken. Questioning to uncover what they really want Create a co-operative atmosphere with an open exchange of information and feelings. Amiables tend to understate their expectations, so you may need to question them on specifics for achieving their requirements. Listen responsively. Give plenty of verbal and non-verbal feedback. Verify whether there are unresolved problems or reservations. Find out who else will contribute to the prescribing decision. Summarise what you believe to be the Amiable s key requirements and feelings. Matching Define clearly and make sure the Amiable understands; o what you can and will do to support the Amiable personally o what you will do and what the Amiable needs to do o the support resources you intend to commit If the decision involves other Doctors, enlist the Amiable s help in getting to see them.

6 Satisfy needs by; o showing how your idea is best now and will be best in the future o using clinical papers and third party evidence Getting commitment Ask for the decision indirectly. Don t push. Emphasise guarantees how the Amiable is protected. Don t corner Amiables; they want a way out if things go wrong. Guard against buyer s remorse be prepared to compromise and take it slowly. Stress your personal involvement in following up on the decision. Handling Challenges Welcome challenges and be patient and thorough in answering them. When answering challenges; o describe cost justifications o refer to experts, or other people the Amiable respects o keep in mind how the amiable feels about, and will be affected by, the prescribing decision In response to challenges to be reassured, these people; 1. Expect patient, thorough explanations. 2. Want open, honest answers, positively stated. 3. Like evidence from experts. 4. Expect answers that take into account how they feel about and how they will be affected by the decision to prescribe. Follow up Initiate and maintain frequent contacts providing services such as; o periodic progress reports on enquiries o arrangements for service and training o introductions of new products o listening carefully to concerns, even those which seem trivial

7 Some Classic Do s and Don ts when dealing with the Amiable Style You will have difficulty with this style if you: Get straight into your product Keep the discussion idea focused all the time Cause them to respond quickly Dominate or control the conversation Are rapid or abrupt Keep offering options or increasing the complexity of the decision Make wild claims Are very factual Instead you should aim to: Be friendly to show an interest in them personally Be prepared for some chit chat before getting down to business Take time to uncover their needs by asking open questions Be alert for non-verbal clues of dissatisfaction or disagreement Be informal Present your idea in a non threatening way Include guarantees and assurances where possible Give your presentation the personal touch

8 Strategies for Influencing the Driving Style Getting an meeting Either by meeting or on spec. If you write, remember that Drivers may not take time to read an introductory letter. If, in hospitals you prefer to make your first contact by phone, the conversation should be businesslike and to the point. Take only enough time to identify yourself, explain the business problem your idea / service addresses and ask for an meeting. Any letter should confirm the time and date of the meeting and include materials the Driver may need to review prior to the meeting. Opening the conversation Provide knowledge and insight to solving a specific patient problem. Listen and focus complete attention on the Driver s ideas and objectives. Be personable, but reserved and relatively formal. Present factual evidence which establishes the therapeutic problem and resulting outcome. Maintain a quick pace. Drivers value punctuality and efficient use of their time. Questioning to uncover what they really want Question, don t state. Ask fact finding questions leading to what the Driver values and rewards. Clarify priorities. Make your line of questioning consistent with your conversation objective. Follow up on requests for information immediately. Support the person s beliefs; indicate how your idea can positively affect results. Clarify the Driver s expectations of the next step. Matching Present your idea so that the Driver can compare alternative products and their probable results. Provide documented options. Offer the best quality given any cost limitations.

9 Be specific and factual without overwhelming with details. Appeal to their independence needs; reinforce the Driver s preference for acting in a forthright manner. Summarise content quickly, then let the Driver choose a course of action. Getting commitment Ask for the decision directly, don t beat around the bush. Put your request in clear, factual terms. Offer options and alternatives, if possible. Be prepared to negotiate patient numbers or indications. Drivers sometimes attach conditions to prescribing. Offer the Driver time to consider the options. Handling Challenges Anticipate challenges in advance; come prepared with facts, examples, and clinical papers, to answer these challenges. Probe beyond initial challenges to get the facts; then respond to challenges based on the Driver s values and priorities. In response to challenges to be reassured, these people: 1. Want facts, evidence. 2. Prefer an answer now, not later. 3. Expect answers that take into account their ideas, objectives and conclusions. Follow up Set up a communication arrangement with the Driver which allows for quick exchange of information about queries. Make sure there are no surprises.

10 Some Classic Do s and Don ts when dealing with the Driving Style You will have difficulty with this style if you: Waste their time Are vague and rambling Get too personal or try to get too close Are disorganised Stray from the purpose of the conversation Ask irrelevant questions Make wild claims Try to control the conversation Try to chit-chat at length Instead you should aim to: Get down to business quickly Be specific in questioning Use time efficiently Provide alternatives for them to choose from Be factual and succinct Talk about results and outcomes Avoid too much detail When business is finished go!

11 Strategies for Influencing the Analytical Style Getting an meeting Making an meeting not keen on spec conversations. If you write, send a business like letter which provides; o idea / service information which addresses details and specifics o details about yourself and your company o reference to factual third party success Follow up the letter with a phone conversation in which you confirm expectations about the duration and outcome of the first conversation. Opening the conversation Do not underestimate the need to provide background information about you, your company and your expertise. Approach this person in an advisory capacity; acknowledge the Analytical s expert status. Show evidence that you have done your homework on the person s situation and possible needs. Offer evidence of situations where your problem solving resulted in a solution to a particular patient problem. Be conscious of how you are using the Analytical s time. Questioning to uncover what they really want Ask specific fact-finding questions. Question the Analytical in an organised systematic manner, leading to a comprehensive exchange of information. Attempt to balance the factual information by encouraging the Analytical to discuss ideas and feelings. Be thorough and unhurried. Be prepared to listen to more than you want to know. Indicate to the Analytical that you are in alignment with their thinking and can support their prescribing aims. Keep in mind that a comprehensive discovery process with Analyticals will pay off when you need to justify your recommendations and handle challenges.

12 Matching Make sure your presentation includes the strongest possible justification to prescribe. Clearly present all numbers and how they were arrived at. Make your presentation organised, systematic and precise. If you cannot answer a specific question, offer to find out the answer and get back to the Analytical with it. Be reserved but not cold; decisive but not aggressive. Limit use of emotional appeals or who else is doing it as evidence. Recommend a specific course of action. Give the person the opportunity to review all papers related to usage or prescribing. Getting commitment Ask for the decision directly, but in a low key way. Expect to negotiate number of patients or extent of usage; think through and be ready with the details. Pay special attention to cost issues. Work for a commitment now to avoid the Analytical s tendency to delay or to ask for more data later. Handling Challenges When answering challenges, respond to the Analytical s principles and objectivity. In response to the challenges to be reassured these people; 1. Expect facts, evidence. 2. Assume you have the right to come back later with answers. 3. Expect answers that coincide with their principles and thinking. Follow up Maintain periodic, regular contact with the analytical person, checking to see that the idea is performing satisfactorily.

13 Some Classic Do s and Don ts when dealing with the Analytical Style You will have difficulty with this style if you: Are disorganised and casual Are late Provide personal incentives Push or coax Use testimonials or opinions Are flippant or gimmicky Instead you should aim to: Be well prepared Get straight down to business Listen carefully Be specific and logical when presenting the product Be persistent and thorough when questioning Be formal and unemotional when challenging Give them time to put their point of view

14 Strategies for Influencing the Expressive Style Getting an meeting Either on spec or by meeting. A phone conversation in hospital will also be effective. If you phone, make it open and friendly, stressing quick benefits, personal services, your experience and your company s experience with its products / services. If you decide to write a letter, make it short, personal, telling; o who you are o how you know the person o what you re interested in talking about Opening the conversation Quickly describe the purpose of your conversation and establish sociability. You must earn the right to develop a business relationship with the Expressive. Share stories about people you both know. Share information the Expressive will perceive as exclusive. Share your feelings and enthusiasm for the Expressive s ideas and goals. Once the Expressive has confidence in your competence, take time to develop an open and trusting personal relationship. Questioning to uncover what they really want Matching Begin by finding out the Expressive s vision of the ideal outcome. Identify other people who should contribute to any decision process. Listen, and then respond with plenty of verbal and non verbal feedback that supports the Expressive s outcomes. Question carefully for the critical information you ll need Keep discussion focused and moving toward a result. If the Expressive shows limited interest in specifics, summarise, what has been discussed and begin to suggest ways to move the vision towards reality. Provide specific solutions to the Expressive s ideas. Build confidence that you have the necessary facts, but don t overwhelm the Expressive with details.

15 Don t rush the discussion. Spend time developing ways to introduce products or implement ideas. Appeal to personal needs. Getting commitment Try to get commitments to action in some tangible form. When you have enough information about needs and have tested the appropriateness of the recommendation, assume the sale and ask for usage in a casual, informal way. When the opportunity presents itself, offer something value-added, or other incentives to encourage the usage. Don t confuse the issue with options. Get a definite commitment; be sure the Expressive understands the decision to prescribe. Save the details until you have a firm commitment. The Expressive believes it is the Representative s job to handle details. Handling Challenges Describe what others have done to get over the hurdle. Respond to the Expressive s enthusiasm for his / her goals. Deal with how the idea recommendation meets with this Doctor s opinions. Restate benefits that focus on the satisfaction prescribing this idea will bring. In response to the challenges to be reassured these people; 1. Want to feel confident that you, and the organisation, are competent. 2. Prefer not to wait for an answer. 3. Expect answers that respond to their vision, opinions and personal stake in the positive decision. Follow up As soon as the decision to prescribe is made, reaffirm your personal relationship with the Doctor. A social situation such as lunch can be a very effective opportunity for following up on business with this person. Work towards becoming an ongoing resource to the person s practice. In case of any complaints or dissatisfaction, handle it yourself. Never refer them to another in your organisation without the Expressive s consent.

16 Some Classic Do s and Don ts when dealing with the Expressive Style You will have difficulty with this style if you: Control the conversation and keep strictly to business Are impatient or controlled Input too much detail into your presentation Don t tie them down there and then in the close Socialise too much Patronise or dig your heels in Instead you should aim to: Expect some element of socialising before the business Talk about opinions and other people Give your ideas about using the product Be enthusiastic and energetic Be fast paced Offer incentives

17 Learning Log What have I learned in the previous session that will help me with my persons? What specifically will I do differently? How will I know it has made a difference? (What will I see / hear / feel?)

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