This post is part 7 of our 8 part series on increasing Client Engagement from our Client Relationship Performance in the New Behavioral Economy White Paper. The insights will demonstrate in practical terms how to apply predictive behavioral insights to tailor client communication and provide unique client experiences.
Behavioral Insight 7: The Team Adapts to Different Communication Styles
Earlier in this series, Chris mentioned that now that Frank Butler had become a client, he wanted the Coddington client service team to start interacting with him. So Chris asked us for the scripts of how each team member should communicate with Frank. Chris also mentioned that he had recently taken on Craig Moon as a client, and Craig had a Stability Need communication style. Craig would be served by the same team as Frank Butler. So, Chris could see that it was imperative that his team keep focused on the differences. (Click here to read the previous posts in this series).
It was encouraging that Chris could now see the benefit of adopting a behavioral approach to client engagement. We said that the first step to rolling this methodology out across the client base was for each team member to be aware of his or her own natural DNA communication style. Otherwise, how would the team member know how to adapt to each client? So you can see below the scripts for how Chris and each of his team members would communicate with Frank Butler and Craig Moon.
What you can see from these scripts is that because Chris is also a Goal Setter, he should have no problem serving Frank. There will be instant connection and respect. However, the biggest adapting challenge will be for Sarah, who has a Stability Need. Sarah will need to toughen up and learn to be more direct when dealing with Frank and accept that he may be cold at times. The relationship would be helped if Frank knows to be calmer with Sarah and respect that she will be providing him with a very reliable service.
Dealing with Craig Moon is the opposite. Chris will have to substantially adapt his communication style to serve Craig successfully over a long period. The challenge for Chris will be when Craig calls up at a pressured moment for Chris. Chris may unconsciously not give Craig enough time and warmth. After a while Craig will think Chris is not approachable, and the risk is that when an intimate discussion is needed, Craig will go elsewhere. The saving grace can be Sarah, who must be regularly interfaced with Craig at the front end of any interaction as she can provide the warmth needed. This is more food for thought that Chris needs to consider in managing his client service approach. Chris is now seeing that his whole business is being driven by behavior.
What are your thoughts? For additional information on increasing engagement of others, visit our Communication DNA Website.
To Learn More, read the full Client Relationship Performance in the New Behavioral Economy White Paper.