DELEGATE WORKBOOK COMMUNICATION SKILLS TRAINING

DELEGATE WORKBOOK

Delegate Name_________________________________________

Date of Training__________________________

COMMUNICATION SKILLS TRAINING

Branch Development (v7) of 40 07/10/2020


Contents Communication overview ............................................................................................................................................. 5

Aims of the training ...................................................................................................................................................... 5

Objectives of the training ............................................................................................................................................. 5

What happens when Communication goes wrong? .................................................................................................... 6

What is Communication? ............................................................................................................................................. 7

Types of Communication .............................................................................................................................................. 7

Mirroring ....................................................................................................................................................................... 9

Barriers to Communication ........................................................................................................................................ 10

Fill in the gaps ............................................................................................................................................................. 11

How to break down barriers ....................................................................................................................................... 12

Greeting ...................................................................................................................................................................... 14

Obtaining information ................................................................................................................................................ 15

Listening actively ........................................................................................................................................................ 17

Discussing suitable options ......................................................................................................................................... 19

Explaining benefits...................................................................................................................................................... 19

Next Steps ................................................................................................................................................................... 20

What to do and why ................................................................................................................................................... 21

Strengths and weaknesses ......................................................................................................................................... 23

Getting it right ............................................................................................................................................................ 24

Summary ..................................................................................................................................................................... 25

What happens NEXT? ................................................................................................................................................. 25

Objective setting ......................................................................................................................................................... 26

Appendix ..................................................................................................................................................................... 27

Self assessment questionnaire ................................................................................................................................... 30

References .................................................................................................................................................................. 40


Communication overview Communication is a skill and like all skills it needs to be practised. How we communicate with our clients can have a direct impact on us and them. This training has been introduced to look at how our business communicates with clients and how we communicate with each other. The purpose of the training is to identify good and bad communication and understand how this affects the business, as well as identify our own strengths and weakness and ways that we can improve our own communication with our clients and each other. This training will also introduce guidelines that will help us have a more consistent approach to communication

Aims of the training The aim of this session is to demonstrate how important communication is within our business and how important it is to get this right. To understand what the consequences are if we get communication wrong and ways we can improve our communication with clients.

Objectives of the training By the end of this course you will be able to:

• Explain what communication is • List a number of potential barriers and explain how we can break these barriers down • Demonstrate the principles of how GOLDEN can be used as part of arranging a funeral • Explain why communication is important and what happens if communication goes wrong • Explain what the next steps in this learning journey are and what is expected of you


What happens when Communication goes wrong? Whilst watching/listening write down what went wrong, what went well, how would you feel or respond if this happened to you, is there anything you would change?


What is Communication? Communication is the process of conveying information between two or more people. Successful communication is when the sender and the receiver both understand the key message that the sender is trying to get across. To improve communication we have to have the right Communication Skills. These skills are the tools we have to remove the barriers to effective communication. You might experience only one of these barriers at a time, or you might find yourself facing one barrier after the next, either way you need to ensure that you are able to recognise and remove each of these barriers for optimum results Communication isn’t limited to face-to-face conversation, it applies to any exchange of information.

Types of Communication Let’s have a look at the four main types of communication and how you might see them in the workplace. Verbal Communication This type of communication is exactly what it sounds like: verbal conversation that includes sounds, words, and language. Verbal communication is said to be the most effective way to express emotions, feelings, opinions, and needs. If used correctly, words can help you be very straightforward and concise while leaving little room for question or assumption. Examples from your role of verbal communication: Nonverbal Communication Nonverbal communication happens when messages are sent and received without words. It typically applies to body language, tone of voice, inflection, facial responses, and other gestures. It also includes creative or aesthetic means of communication such as dance, painting, and pottery. Make a list of other Non-Verbal Communication and examples from your role:


Written Communication Written communication is any message sent through written words or text. This form is unique because, unlike verbal or nonverbal communication, written communication can be edited and changed before messages are sent. Written communication also encompasses components of visual communication when sent through electronic means, such as phones or computers. Examples of written communication include memos, emails, letters, reports, articles or blog post, social media posts, and print advertising. What examples of written communication can you think of in your role? Visual Communication Visual communications involves sending and receiving a message with the help of visual aids. While visual communication encompasses some written communication, it mostly refers to symbols, images, and video. Movies, TV shows, video, and plays are all visual communication as receivers need to watch them to receive their messages. Icons and emojis are also considered visual communication. The most common form of visual communication, though, is the internet, which sends us messages using a combination of text, colours, images, symbols, and design. What means of visual communication do we have with the clients?


Mirroring We all do it. It’s called limbic synchrony, and it’s hardwired into the human brain. Babies do it even before birth; their heartbeats and body functions take on a rhythm that matches those of their mothers. As adults, we do it when we are talking with someone we like, are interested in, or agree with. We subconsciously switch our body posture to match that of the other person – mirroring that person’s nonverbal behaviour and signalling that we are connected and engaged. When done with intent, mirroring can be an important part of developing business relationships. An effective way to build rapport (or to increase a person’s comfort when they are resistant) is to utilize this technique. Mirroring starts by observing a person’s body posture and then subtly letting your body reflect his position. If his arms are crossed, then slowly begin to cross your arms. If he leans back, you do the same. In my work as an executive coach, I have even mirrored clients’ breathing patterns – inhaling and exhaling in sync with their rhythm. It’s a proven method. In a recent experiment, volunteers were (ostensibly) asked for their opinions about a series of advertisements. A member of a research team mirrored half the participants, taking care not to be too obvious. A few minutes later, the researcher “accidentally” dropped six pens on the floor. Participants who had been mimicked were two to three times more likely to pick up the pens. The study concluded that mimicry had not only increased good will toward the researcher (in a matter of minutes), but also prompted an increased social orientation in general. When using mirroring in a business setting, you will know that you have developed mutual rapport if your partner begins to mirror you in return. Change your arm position and see if she will match your movement into the new posture. The neuroscience behind limbic synchrony has everything to do with the discovery of mirror neurons and how empathy develops in the brain. In the late 1980s, researchers at the University of Parma in Italy found that the brain cells of macaque monkey fired in the same way whether they were making a particular motion (like reaching for a peanut) or watching another monkey or human make that movement. In terms of motor cell activity, the monkey’s brain could not tell the difference between actually doing something and seeing it done. The scientists named those brain cells "mirror neurons.” In human beings, it was found that mirror neurons not only simulate actions, they also reflect intentions and feelings. As such, they play a key role in our ability to socialize and empathize with others. Before the discovery of mirror neurons scientists generally believed that we used analytical thought processes to interpret and predict other people’s motives and actions. Now, however, many have come to believe that we understand each other not by analysis, but through emotion. By reading body language signals (especially facial expressions) and automatically interpreting the emotion behind them, we get an intuitive sense of the world around us – without having to think about it (Goman, 2011)


Barriers to Communication List as many barriers as you can below:


Fill in the gaps Use the following words or phrases to fill in the gaps in these sentences: Disorganised, confuse the message, preconceived ideas, missed information or incorrect information being gathered, misunderstood, too fast, lose the interest of the audience, poor verbal language, noise or chatter, contains errors, not offering our full range of product and services, pre-occupied, body language, lengthy, misinterpreted 1. If the message is ____________________, or too much information is offered ________________________________, you can _______________________ _____________; remember that sometimes “less is more”. 2. If the message __________________ or _____________________ it is likely to be_______________________________ or _____________________________ 3. Use of _______________________________________ and __________________________________________________ can also ____________________ 4. A distracting environment; such as ______________________________ or being ________________________________ by incoming Emails, makes it hard for you to hear and listen resulting in ________________________________________________________________________________ 5. Having _____________________________________ of what the client wants and __________________________________________________________ ______________ ___will result in the client having what you think they want rather than what they actually want/need


How to break down barriers


Greeting

Obtaining information Listening actively Discussing suitable options Explaining benefits Next steps


Greeting

Write your greeting that you will use in different situations


Obtaining information

Question type Description Advantages Disadvantages

Closed Usually are answered

with a one word answer

Good to qualify your understanding, Concluding

or confirming a decision

Can close a conversation down when used

incorrectly, very narrow scope

Open

Questions that do not give a simple one word

answer and often lead to further discussion

Can find out more detail, Good for finding out

opinion or feeling

If not specific enough can go off topic, can lead to

over long discussions, ‘why’ questions can appear

threatening

Directed

Sets of questions that narrow down options. These can be open or

closed to get to the end result

Can direct conversation to very specific details,

ensures you stay on topic

Can mean other issues that client wants to discuss are

ignored or forgotten.

Leading Questions that lead you to uncover an end goal

Get the answer you want but person feels they have

had a choice, draw conversation to conclusion

Can be seen as manipulative

Rhetorical

Questions that are asked to keep the enquirer engaged, but do not

require a specific response

May get verbal nods or confirmations

May make the client feel like they should answer even though you are not

expecting them to

Exploratory Questions that uncover

information

You will uncover other issues or decisions to be

made

May come across as pushy or intrusive


What questions might you ask clients?


Listening actively

Listening skills are really important, particularly in one-to-ones. As a manager, your team want to know you are engaged and interested in their work and their wellbeing, so they’ll be looking to see how well you listen.

1. Pay attention – notice how the speaker looks, their tone, pitch and talking speed (when appropriate mirror their body language and tone to encourage rapport).

2. Actually listen – show you are listening. Face the speaker and maintain eye contact (if culturally appropriate), lean forward, nod, make encouraging noises.

3. Get clarity – make sure you understand and reassure by paraphrasing and reflecting the facts and feelings you hear, for example “You don’t have enough information and you’re frustrated?” or “So what you’re saying is…” or “Are you saying that there are problems with the way we are using the system because there’s not enough training?”

4. Silence is OK – don’t be afraid of silence. It can encourage the speaker to go deeper into the subject, so don’t rush to interject as soon as someone pauses, or speak over them.

Fill in the blanks in these sentences using the given words:

Key words, attention, notes, relevant, eye contact, distracting thoughts, summarise, interrupt, direct yourself, repeat

1. Maintain ______________ with the speaker 2. ______________________ towards the speaker 3. Pay ______________ to what's being said 4. Put aside ______________________________________ 5. Make ______________ 6. ______________ back key points – ___________________ 7. Don’t ____________________________ 8. Ask ____________________ questions 9. Listen for ______________ the client may say


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Discussing suitable options

Explaining benefits Features & Benefits What is a feature? A feature is a fact or something about the product – for example we provide services such as Legal services advice and funeral notices at no extra cost. What is a benefit? A benefit is what the feature will mean to the client or potential client – for example the client can get advice on legal matters after the funeral at no cost.

What are some of the features and benefits we offer?

What tools do you have available to you to present options to the client?


Next Steps

What are the most important elements of Next Steps?


What to do and why Fill in the WHY spaces based on information in the video

Emailing clients

What to do? Why?

Where possible always take an email address, including on a First Call

Use email for communication where possible and appropriate

Follow up phone calls with an email where possible

Keep a regular check on your inbox and if you need a little bit of time to gather information make sure you reply with a short email to the client as soon as possible to manage the client expectations

Contact the client at the earliest opportunity when a deceased has been brought into care, unless specifically requested otherwise

Emailing others

What to do? Why?

Ensure local ministers, doctors etc. have your branch email address and communicate via email

Email internal departments (local branches, admin team, diary manager etc.) instead of phoning

Keep a regular check on your inbox and if you need a little bit of time to gather information make sure you reply with a short email to the client as soon as possible to manage the client expectations


Calling Clients

What to do? Why?

Contact the client at the earliest opportunity when a deceased has been brought into care, unless specifically requested otherwise

Arrange scheduled appointments where possible, ensuring the client is clear on the date and time of your agreed call back

Be proactive and keep in regular contact with your clients

If the client does not answer then always leave an answerphone message

Explain to the client the benefits of Funeral Notices

Talk to the client about the www.dignityfunerals.com website

Ensure clients are aware of how they can pay

Recap information at the end of every call to ensure it’s understood

Leave a gap between calls

http://www.dignityfunerals.com/


Strengths and weaknesses

Strengths

Weaknesses

Communication is a fundamental part of our job and we need to be able to identify our weaknesses and build on these, there are a number of training resources available on the Learning Zone and G2G communication.

It is important that you take responsibility for your own learning as well as attending training courses provided by the company to ensure that you continue to improve. If you have identified any weaknesses, how are you going to improve these?


Getting it right

Listen to/watch examples and make notes on what you think was done well and how you could implement it in your communication style


Summary

• Effective communication is a skill that needs continuous focus as it is a skill that can be learnt and developed over time and it is also a skill that can be lost if not enough attention is paid to it and bad habits are allowed to sneak in.

• Remember that due to the complexity of the communication process you should always consider that there may be more than one barrier to eliminate should you find you are not getting the results that you require.

• The benefits of getting it right include giving yourself more time and being more in control

of your day to day activities as well as ensuring our clients have all the information they need when they need it

• YOU are the most important person when it comes to communication, follow the GOLDEN rule, recognise barriers and remove as many as possible

• Keep up to date with G2G communication and take ownership of your own learning

What happens NEXT?

Please look in the Branch training section of the intranet for the e-learning and self study workbook. Your BDM will be in touch to arrange a follow up visit giving you enough time to complete these two activities first.

Really take the time to explore this subject and become familiar with what is being asked of you. The activities in the self study will help you identify any areas you might need more help with and your BDM can assist during their follow up visit.

• E-Learning

• Self - Study

• BDM Follow up


Objective setting What 3 things are you going to do differently when answering the telephone from now on?


Appendix Great Emails

Email is an essential tool, providing an easy and quick way of communicating, particularly with more than one person at the same time. Email also offers a way of recording information simply and quickly. It is often appropriate to use email along with other methods for example, a conversation may be supported later by an email to record the key actions and decisions. Are your emails effective? Check out our top tips for great emails:

Wait! Before you press send, ask yourself…

1. Is this message suitable for email, or could I better communicate the information with a phone call or face-to-face meeting?

2. What is my purpose for sending this email? 3. Is it easy to read? Have I used correct grammar and punctuation? Have I divided my thoughts

into paragraphs? 4. Are important items, such as deadlines, highlighted? 5. Have I provided enough context for the recipients to easily understand or follow the thread of

the message?

• Be careful – emails shouldn’t replace having a conversation with a colleague, particularly if they are based in the same building, when conducting complex negotiations or difficult discussions such as performance or disciplinary matters. So before you start – ask yourself if email is the right tool for your message?

• Be clear – make sure your subject line is short and to the point and reflects what the email is about.

• First things first – put the most important piece of information first, then expand and clarify. If your email is too long, people may just skim read it, so keep to the point.

• Who’s who – who are you sending it to? Will your recipients be clear what they need to do? If you don’t need someone to respond, put them in the CC box, but otherwise make it clear what you are expecting people to do as a result of your message.

• Proofread – always proofread your email before sending it. It can look unprofessional if it is full of mistakes.

• Avoid ‘reply all’ – unless there is a real need to engage everyone in your response. Also avoid using the high importance marker unless it really is urgent.

• Check the trail – before you forward any email check the email trail. It can be very embarrassing if you forward an email trail that was intended for someone else only.

• Going away? When you are due to be away on leave or other absences, use the ‘out of office’ facility so that people who send you emails will know they will not get a response until your return. You can set up your out of office in advance, with different internal and external messages.


Inbound telephone call

• Client has called you, therefore it is a convenient time for them and they will be open to conversation.

• They know who they are calling and may feel safer to give out personal information. • You will have to start your fact finding from scratch as you will have no idea what the client is

looking for. • You will be able to listen actively to the clients requirements first hand, and use your expertise to

guide and advise the client right there on the first contact. Outbound telephone call

• You have called the client, therefore it may not be a convenient time for them and they may not be willing or able to give you their full attention.

• They may have an element of doubt because they have received an incoming call and may feel less inclined to give out personal information.

• You will need to ensure that you are talking to the enquirer before proceeding with any questioning around requirement.

• If you use the name of the colleague that they spoke to when they made the initial enquiry this will give them piece of mind that you are following up on their own expression for help.

• You may already have some information to use as a starting point from the enquiry handover, but further questioning will help you understand the client’s needs.

• You might have to para-phrase when confirming your understanding of the information captured on the original enquiry call.


GOOD ETIQUETTE GUIDE

• Standard call greeting stating – Good morning/afternoon, xxx funeral directors, xxx speaking, how may I help you?

• Ask for a name and contact number so you can build an immediate personal connection with the client (in case you get cut off)

• Understanding the difference between inbound and outbound calls and how this affects how we begin the calls

• Acknowledge the loss genuinely • Ask exploratory questions to gain an understanding of what the client wants and needs • Listen carefully, the client may not know exactly what it is that they want in full, but will be using

key words throughout the conversation that gives you a better insight as to their requirements • Based on the answers to your questions, and the keywords used by the client, you will be able to

discuss various options in an unbiased way and provide the client with solutions most suited to their needs

• Capturing and recording the information in the right way, always seeking permission from the client to make a follow up call or send emails

• Entering the information correctly into the enquiry system • As the funeral expert, you will be able to explain clearly to the client why you have recommended

the solution that you did • Next steps are a vital part to a good call. Not guiding clients towards their next move can leave the

client feeling unimportant • Always aim for the best outcome (see call outcomes list) seeing the client face to face means that

you can explain the benefits of the right service to them Concluding the call should include a recap of the actions that you have agreed with the client throughout. Confirm the final outcome and remind the client that they can come back to you regardless of any onward plans you have made, and that we are available to them 24 hours a day, every day of the year.


Self assessment questionnaire What's Your Style? Consider each of the following questions separately and circle the one letter (a, b, c, or d) that corresponds to the description that best fits you. If you have trouble selecting only one answer, ask yourself which response, at work, would be the most natural or likely for you to make.

After scoring your responses, you will notice you are not just one style, and neither is anyone else so you have to adjust your communication accordingly. It is important not to label someone because we are all different and complex so no one fits into a box. This tool, as with other tools, is meant to be a guide and to give you ideas but the best learning is through trial, error, reflection and trying again.

There are no right answers to these questions, so base your response on how you are today, not how you think you should be or would like to be in the future.

1. When talking to a customer or co-worker ...

a. I maintain eye contact the whole time. b. I alternate between looking at the person and looking down. c. I look around the room a good deal of the time. d. I try to maintain eye contact but look away from time to time.

2. If I have an important decision to make ...

a. I think it through completely before deciding. b. I go with my gut instincts. c. I consider the impact it will have on other people before deciding. d. I run it by someone whose opinion I respect before deciding.

3. My office or work area mostly has ...

a. Family photos and sentimental items displayed. b. Inspirational posters, awards, and art displayed. c. Graphs and charts displayed. d. Calendars and project outlines displayed.

4. If I am having a conflict with a co-worker or customer ...

a. I try to help the situation along by focusing on the positive. b. I stay calm and try to understand the cause of the conflict. c. I try to avoid discussing the issue causing the conflict. d. I confront it right away so that it can get resolved as soon as possible.

5. When I talk on the phone at work ...

a. I keep the conversation focused on the purpose of the call. b. I spend a few minutes chatting before getting down to business. c. I am in no hurry to get off the phone and don't mind chatting about personal things, the weather,

and so on. d. I try to keep the conversation as brief as possible.


6. If a co-worker is upset ... a. I ask if I can do anything to help. b. I leave him alone because I don't want to intrude on his privacy. c. I try to cheer him up and help him to see the bright side. d. I feel uncomfortable and hope he gets over it soon.

7. When I attend meetings at work ... a. I sit back and think about what is being said before offering my opinion. b. I put all my cards on the table so my opinion is well known. c. I express my opinion enthusiastically, but listen to other's ideas as well. d. I try to support the ideas of the other people in the meeting.

8. When I make a presentation in front of a group ...

a. I am entertaining and often humorous. b. I am clear and concise. c. I speak relatively quietly. d. I am direct, specific, and sometimes loud.

9. When a customer is explaining a problem to me ...

a. I try to understand and empathize with how she is feeling. b. I look for the specific facts pertaining to the situation. c. I listen carefully for the main issue so that I can find a solution. d. I use my body language and tone of voice to show her that I understand.

10. When I attend training programs or presentations ...

a. I get bored if the person moves too slowly. b. I try to be supportive of the speaker, knowing how hard the job is. c. I want it to be entertaining as well as informative. d. I look for the logic behind what the speaker is saying.

11. When I want to get my point across to customers or co-workers ... a. I listen to their point of view first and then express my ideas gently. b. I strongly state my opinion so that they know where I stand. c. I try to persuade them without being too forceful. d. I explain the thinking and logic behind what I am saying.

12. When I am late for a meeting or appointment ... a. I don't panic but call ahead to say that I will be a few minutes late. b. I feel bad about keeping the other person waiting. c. I get very upset and rush to get there as soon as possible. d. I apologize profusely once I arrive.

13. I set goals and objectives at work that ... a. I think I can realistically attain. b. I feel are challenging and would be exciting to achieve. c. I need to achieve as part of a bigger objective. d. Will make me feel good when I achieve them.


14. When explaining a problem to a co-worker whom I need help from ... a. I explain the problem in as much detail as possible. b. I sometimes exaggerate to make my point. c. I try to explain how the problem makes me feel. d. I explain how I would like the problem to be solved.

15. If customers or co-Workers are late for a meeting with me in my office ...

a. I keep myself busy by making phone calls or working until they arrive. b. I assume they were delayed a bit and don't get upset. c. I call to make sure that I have the correct information (date, time, and so on). d. I get upset that the person is wasting my time.

16. When I am behind on a project and feel pressure to get it done ... a. I make a list of everything I need to do, in what order, by when. b. I block out everything else and focus 100 percent on the work I need to do. c. I become anxious and have a hard time focusing on my work. d. I set a date to get the project done by and go for it.

17. When I feel verbally attacked by a customer or a co-worker ...

a. I tell her to stop it. b. I feel hurt but usually don't say anything about it to her. c. I ignore her anger and try to focus on the facts of the situation. d. I let her know in strong terms that 1 don't like her behaviour.

18. When I see a co-worker or customer whom I like and haven't seen recently ... a. I give him a friendly hug. b. I greet him but don't shake his hand. c. I give him a firm but quick handshake. d. I give him an enthusiastic handshake that lasts a few moments.

Scoring the questionnaire Once you have finished the questionnaire, review the following scoring sheet (shown on the next page). You will be scoring yourself on four specific working styles. They are:

Driver (DR)

Expressive (EX)

Amiable (AM)

Analytical (A)

Transfer your answers from the questionnaire to the scoring sheet and then count up the number of times you circled each style. Enter these scores at the bottom of the scoring sheet. The style where you scored the most points is your primary working style.

The four terms (Driver, Expressive, Amiable, and Analytical) were originally coined by Dr. David Merrill, founder of Tracom Consulting Group. If you are interested in reading more about the research done by Dr. Merrill and his associates, read Personal Styles and Effective Performance: Make your Style Work for You by Dr. David Merrill and Roger Reid (Radnor, PA.: Chilton, 1981


Scoring Form

1 7 13

a Driver a Analytical a Analytical b Amiable b Driver b Expressive c Analytical c Expressive c Driver d Expressive d Amiable d Amiable

2 8 14

a Analytical a Expressive a Analytical b Driver b Analytical b Expressive c Amiable c Amiable c Amiable d Expressive d Driver d Driver

3 9 15

a Amiable a Amiable a Expressive b Expressive b Analytical b Amiable c Analytical c Driver c Analytical d Driver d Expressive d Driver

4 10 16

a Expressive a Driver a Analytical b Amiable b Amiable b Driver c Analytical c Expressive c Amiable d Driver d Analytical d Expressive

5 11 17

a Driver a Amiable a Driver b Expressive b Driver b Amiable c Amiable c Expressive c Analytical d Analytical d Analytical d Expressive 6 12 18 a Amiable a Analytical a Amiable b Analytical b Amiable b Analytical c Expressive c Driver c Driver d Driver d Expressive d Expressive

Total Analytical Score

Total Driver Score Total Expressive

Score Total Amiable Score


Peter Urs Bender's Guide to Strengths and Weaknesses of Personality Types

Each communication/personality type has different strengths & weaknesses. Here are some things to watch for in yourself, and in the people you work with.

Type Strengths Potential Weaknesses

Analytical Thinking Excludes feelings from decisions

Thorough Goes too far; perfectionist

Disciplined Too rigid or demanding of self/others

Amiable Supportive Tends to conform to wishes of others

Patient No time boundaries; things do not get done

Diplomatic Not assertive or directive

Driver Independent Has trouble operating with others

Decisive Does not take time to consider other perspectives

Determined Domineering; too focused on doing it "my way"

Expressive Good communicator Talks too much

Enthusiastic Comes on too strong

Imaginative Dreamer; unrealistic


The Analytical The Analytical is polite but reserved, logical, fact- and task-oriented. This person’s focus is on precision and perfection. Other strengths include persistence, diligence, caution, and a systematic approach.

Weaknesses involve being withdrawn, boring, quiet, reclusive, and even s u l l e n at times. If he or she seems indecisive, it’s because of a need to assess all the data. Perfectionism can be a fault if the Analytical pushes it too far. This person is definitely not a risk-taker.

The Analytical needs to be right, and won’t openly discuss ideas until confident in a decision. His or her pleasure is accuracy. Pain is to be wrong and criticized.

Wants to know how things work Wants to be accurate, have accuracy with others Values numbers, stats, ideas Loves details Fears being embarrassed or losing face Often introverted and hide feelings

When communicating with an Analytical:

Be systematic, thorough, deliberate, and precise Focus on the task Be prepared to answer many “how” questions Provide analysis and facts Don’t get too personal Recognize and acknowledge the need to be accurate and logical Don’t rush unnecessarily Expect to repeat yourself Allow time for evaluation Use lots of evidence Compliment the

precision and accuracy of the completed work. Portrait of an Analytical’s office The first thing you notice will probably be the glasses. The Analytical will have worn out his or her eyes from constantly reading everything. On the wall you may see a framed degree, but the chief decoration will be charts, figures, and graphs of every kind. The analytical is not very friendly, will often greet you sceptically, and doesn’t want to share much – especially anything personal. There will be no flowers or plant; for the Analytical, they belong in greenhouses. On the desk will be only business-related information, and that will be carefully arranged. It’s not a power office, but it definitely will be functional. As for colour, black and white will do nicely.

Symbol: Owl.


The Amiable Devoted, consistent, dependable, and loyal,the Amiable is a hard worker and will persevere long after others have given up. He or she is a team player, cooperative and easy to get along with, trustful, sensitive and a good listener. Working in groups with cooperative individuals, the Amiable tries to avoid confrontation. He or she enjoys company, performs best in a stable environment, and often has a stabilizing effect on others.

Weaknesses include indecision and an inability to take risks. Amiables are often too focused on others, conforming, quiet, and passive. They often won’t speak up for themselves, are too compliant and nice, and often painstakingly slow to make decisions.

The Amiable’s pleasure is stability and cooperation. His or her pain is change and chaos.

Wants to know “why” why am I doing this Wants to build relationships Loves to give support to others Values suggestions for others Fears losing trust or having disagreements Tend to display emotions. Often introverts thought

When communicating with an Amiable:

Be relaxed and agreeable Maintain the status quo Be logical and systematic Create a plan with written guidelines Be prepared to answer “why” questions Be predictable Agree clearly and often Use the word “we” Don’t push, Don’t rush Compliment him or her as a team player; Be a good listener

Portrait of an Amiable’s office The first thing you will notice will be pictures of loved ones on the desk: husband, wife, family, favourite pets. They’ll be in a candid style, and the Amiable loves to talk about them. On the walls will be colourful photos of landscapes, waterfalls, birds, and sunsets. You’ll find flowers or plants that are growing well and office colours that are harmonious and restful. The person will almost certainly be dressed in colours that match. Furniture will be fashionable, but not overwhelming. Files are present, but usually kept out of the way. If you’re a little late, the Amiable won’t mind. If you have the Amiable in your company, he or she will stay with you. The Amiable likes company, newsletters, picnics, gatherings, and retirement parties.

Symbol: Dove.


The Driver The Driver is a high achiever – a mover and shaker who is definitely not averse to risk. The individual is extroverted, strong-willed, direct, practical, organized, forceful, and decisive. Look for someone who tells it the way it is and is very persuasive. Watch out or you’ll be worn down and bowled over. A driver is task- rather than relationship-oriented and wants immediate results.

This individual is not concerned with how something is done, but what is being done, and what results can be expected. “What” is his or her battle cry. “What’s going on? What’s being done about it? What you should do is …!”

The Driver can be stubborn, domineering, impatient, insensitive, and short- tempered, with little time for formalities or niceties. He or she can also be demanding, opinionated, controlling, and uncompromising – or even overbearing, cold, and harsh.

The Driver’s pleasure is power, control, and respect. His or her pain is loss of respect, lack of results, and the feeling that he or she is being taken advantage of.

Wants to know “what” what will this do for me Wants to save time Values results Loves being in control, in charge, doing it his way Fears giving up control. Often extroverted but do not show emotions

When communicating with a Driver:

Focus on the task; Talk about expected results Be businesslike and factual Provide concise, precise, and organized information Discuss and answer “what” questions Argue facts, not feelings Don’t waste time; Don’t argue details Provide options.

Portrait of a Driver’s office Of course, it must be the corner office with two windows, but the Driver never looks at the view. Pictures on the wall are of battlefields, maps, and boats. The Driver is a multi-tasked person and can sign letters, hold interviews, and talk on the phone simultaneously. Office furniture contributes to the impression of power and control, and is the most expensive and incredible available.

The office may also contain flowers and plants, even exotic ones like orchids (carefully chose to contribute to the impression of power), but the Driver never looks after them. There’s an assistant to do that. On the desk are often family portraits, but never candid shots. They are formal portraits showing everyone in his or her proper role, frozen forever as the Driver sees them. The office will probably be decorated by an interior designer to create the feeling of power, and the colours of the office will be strong power colours. Curt and tough, straight to business. That’s the Driver at work in his or her den. Don’t waste time. Get straight to the point!

Symbol: Eagle.


The Expressive The Expressive, a verbally adept personality, is engaging, accommodating, supportive of others, persuasive, socially adept, and relationship- rather than task-oriented. He or she loves to be one of the gang, and is always ready for something new and exciting, especially if the gang is ready to participate. Additional strengths include enthusiasm, diplomatic skills, and the ability to inspire others.

Weaknesses involve impatience, a tendency to generalize, verbal assaults, and sometimes irrational behaviour. The Expressive can also be egotistical, manipulative, undisciplined, reactive, unorganized, and abrasive.

The Expressive readily exchanges information and life experiences. His or her main need is to be appreciated and accepted. The Expressive’s pleasure is recognition and approval. His or her pain is isolation and lack of attention.

Wants to know “who” who else is involved Values appreciation, applause a pat on the back Loves social situations and parties Likes to inspire others Fear being rejected.

When communicating with an Expressive:

Focus on developing a relationship Try to show how your ideas will improve his or her image Be enthusiastic, open, and responsive Relate to the need to share information, stories, and experience Be forthcoming and willing to talk Ask and answer “who” questions Remember to be warm and approachable at all times Work to minimize his or her direct involvement with details or personal conflicts.

Portrait of an Expressive’s office In short, it’s a mess. The Expressive loves favourite sayings and has them plastered on the wall or sitting on the desk. Files are never in a filing cabinet. Rather, they’re piled all over the office in stacks. But don’t be misled. The Expressive knows exactly where everything is and can find virtually anything by its location. Office colours will probably be loud and lively. If there are flowers or plants, they’re likely dead – either talked to death or lacking water. The Expressive’s greatest reward is personal acknowledgment from others, and examples of this will be displayed. The Expressive is an excitable dreamer, with lots of ideas and projects, but without the time to follow them up.

Symbol: Peacock.


Adjusting to Other Communication Styles Communicating with a Driver/Action oriented person: Focus on the result first; state the conclusion at the outset.

State your best recommendation; do not offer many alternatives.

Be as brief as possible.

Emphasize the practicality of your ideas.

Use visual aids. Communicating with a Process/Analytical oriented person:

Be precise; state the facts.

Organize your discussions in a logical order:

Background

Present situation

Outcome

Break down your recommendations.

Include options and alternatives with pros and cons.

Do not rush a process-oriented person.

Outline your proposal. Communicating with a People /Amiable oriented person:

Allow for small talk; do not start the discussion right away.

Stress the relationship between your proposal and the people concerned.

Show how the ideas worked well in the past.

Indicate support from well-respected people.

Use an informal writing style. Communicating with an Idea/Expressive oriented person:

Allow enough time for discussion.

Do not get impatient when he or she goes off on tangents.

Try to relate the discussed topic to a broader concept or idea.

Stress the uniqueness of the idea or topic at hand.

Emphasize future value or relate the impact of the idea to the future.

If writing, try to stress the key concepts that underlie your recommendation at the outset. Start with an overall statement and work toward the particulars.


References

Goman, C K. (2011). The art and science of mirroring. Available: https://www.forbes.com/sites/carolkinseygoman/2011/05/31/the-art-and-science-of-mirroring/#3698eca21318. Last accessed 06/10/2020.

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