© TRACOM Corporation. All Rights Reserved.


And We Know It Works


What is SOCIAL

STYLE?

A model for understanding people’s

behavioral styles and using this

information to interact more effectively

with others.

Determined by observable behaviors

that are habitual for people.


Why is SOCIAL STYLE

Valuable?

Knowing how people typically behave

allows you to predict their behavior in

future situations.

Helps you build better relationships by

working with others in their preferred

ways.


Gain a working understanding of the

SOCIAL STYLE Model™

Learn Your SOCIAL STYLE

Increase your understanding of your

behavior and how Customers tend to view

people with your Style

Learn some ways to use your SOCIAL

STYLE in order to be more productive

when working with your Customers

Objectives


Definitions

Behavior — What you say (verbal) and do (non-verbal)

Interpersonal Behavior — What you say and do when interacting with one or more people

SOCIAL STYLE — A particular pattern of actions that others can observe and agree upon for describing one’s behavior

Personality — The combination of ideas, values, hopes, dreams, attitudes, abilities, as well as the behavior that others can observe that encompasses everything a person is


“Say and Do” Behavior


Assertiveness

Assertiveness — A dimension of behavior that measures the

degree to which others perceive a person as tending to ask or

tell during interactions.


Assertive

Behaviors


Responsiveness

Responsiveness — A dimension of behavior

that measures the degree to which others

perceive a person as tending to control or

display their feelings and emotions during

interactions.


Responsive

Behaviors


SOCIAL STYLE Model TM


Read About Your Style

Analytical Style

Page 16

Driving Style

Page 13

Expressive Style

Page 14 Amiable Style


Key Characteristics Definitions

Style Need — The general goal of each Style, indicated by the

observed behaviors associated with that particular SOCIAL

STYLE Position.

Style Orientation — The typical behavior of each SOCIAL

STYLE, used to obtain the Style Need.

Style Growth Action — Behaviors that are infrequently used in

favor of the more preferred behaviors of each Style; viewed by

others as the greatest weakness of that particular Style. Not

taking our Style Growth Action can lead to unproductive

relationships.


Key Characteristics of STYLE


Slower-paced, slower to act

Makes strong efforts to organize

Shows less concern for relationships

Works in an historical time frame

Takes action cautiously

Tends to avoid personal involvement

Style Highlights

Faster-paced

Makes efforts to control

Less concerned for caution in relationships

Works in the present time frame

Tends to direct the actions of others

Tends to avoid inaction

Faster-paced

Makes efforts to involve

Shows less concern for routine

Works in the future time frame

Tends to act impulsively

Tends to avoid isolation

Slower-paced

Makes efforts to relate

Shows less concern for effecting change

Works in the present time frame

Shows supportive action

Tends to avoid conflict

Driving Style

Expressive Style

Analytical Style

Amiable Style


There is no best SOCIAL STYLE position

Your Style is not your whole personality

Your Style Profile represents a theme in

your performance

Your Style has growth actions

Your challenge: Take the initiative to

establish and build effective relationships

with your customers and prospects

Key Reminders


Tension — A force which stimulates activity.

Tension Productivity Model


Toxic Relationships


Backup Behavior — An

exaggerated form of Style

behaviors used by a

person to reduce tension

within the relationship that

caused the tension.

Backup Behavior


Versatility — An overall measure of the effect your Image,

Presentation, Competence, and Feedback have on others

Versatility


Improving Your Effectiveness with

Others

Do Something for Your Customers: Take action to allow

your customers to behave in ways consistent with their Style Orientation

during the Sales Process.

Know Your Customers: Observe your customers’ behaviors to

learn their Style and associated behavioral preferences

Control Yourself: Take action to ensure that your Style

preferences do not interfere with your interpersonal effectiveness.

Know Yourself: Know the impression you make on your

customers and prospects, and how your behavioral preferences can

cause tension for them.


Six Rules for Observing Others’ Style

1. Avoid jumping to conclusions about another person’s Style. It takes multiple observations, made over a period of time, and under a variety of circumstances to reveal a pattern.

2. Remain objective. Your personal feelings about someone can only hinder the accuracy and objectivity of your observations. Forget how you feel and concentrate on observing their “say and do” behaviors.

3. Avoid making “like and dislike” judgments about the behaviors that you observe. Stay objective.

4. Separate Style clues from assigned authority or roles. Avoid stereotyping.

5. Moderate stress clarifies Style. When people become uncomfortable with the level of tension they are feeling, they typically rely on patterns of behavior or their Style that have worked well in the past.

6. Get out of the way. It is difficult to objectively observe the behavior of others when you are part of the action. Give them a chance to show their Style by watching how they interact with others when you are not personally involved.

Content for this page was provided by TRACOM Group. Copyright © 2010 by TRACOM Corporation.


Observable Behaviors


Virtual Strategies • Expressive Style

– Emails tend to be lengthy • More personal in their salutation

• Messages may tend to be wordy and disorganized

• Requests may be non-specific or unclear

• Tend to leave out details, background info, timeframes, etc

• Frequently send multiple emails to give more data or because they

have another idea about their earlier request.

– Phone calls and messages • Messages and conversations tend to be longer and delivered with

more energy and excitement and fun

• Fast-pace and animated tone and personable

• Opinions and Stories

– Virtual Meetings • Can try to dominate the conversation, energize and add fun

• May lead the discussion off track because of their spontaneity

• Opinions and Stories


Virtual Strategies

• Driving Style – Emails tend to be very brief and pointed

• Minimal to no salutation

• Key message is up front

• Direct statements with little to no context

– Phone calls and messages • Brief and to the point…messages may be cryptic

• If you ask too many questions they can become impatient

• Fast-paced, not a lot of tonal variation

– Virtual Meetings • Can try to dominate the conversation

• Fast paced, not a lot of tonal variation

• Tasks and data oriented

• May lead the discussion to outcomes they want to achieve


Virtual Strategies

• Amiable Style – Emails tend to be lengthy and personable

• Friendly and personable salutations

• Emoticons and exclamation marks frequently added

• In-direct statements presented as requests…”Would you….”

• Wordy messages

– Phone calls and messages • Wordy messages or statements with inflection and personable tone

• Tend to be indirect in making their points.

• Agreeable

– Virtual Meetings • Can defer to others or withdraw form the conversation

• Quieter, seeks consensus, avoid direct confrontation


Virtual Strategies

• Analytical Style – Emails tend to be detailed and specific

• Minimal salutation

• Message is more formal and organized and can be lengthy as they

seek to provide information they consider important

• Tend to ask for assistance rather than directly request it

– Phone calls and messages • Frequently leave detailed messages

• Slower paced and focus on task, efficient

• Likely to withhold participation until they have heard others

– Virtual Meetings • Will be cautious is sharing ideas and issues

• May need to directly ask them to participate and share


Purpose: This exercise gives you skill practice in developing

strategies for more effective customer interactions.

Scenario:

You are a wholesale tour operator aimed to renegotiate and

improve your 2017 rates, commission structure, and incentive

packages with a key vendor. You’ve established that your key

vendor contact is Analytical STYLE.

Directions

Read the handout: “Brainstorming Effective Customer Interactions.”

Shout out some ideas that might be effective when dealing with your

Analytical STYLE contact.

Brainstorming Effective Customer

Interactions


Thank You

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