Who are you?

(see page 12 or 54)

Which of these four quadrants best describes your personality? Although you will probably see words in each
quadrant that you relate to, pick the list that best represents you in your professional role.

The four personality Quadrants

1 ■ Loyal 2 ■ Outgoing
■ Cooperative ■ Enthusiastic
■ Supportive ■ Influential
■ Sensitive ■ Playful
■ Patient ■ Spontaneous
■ Reliable ■ Ambitious

3 ■

■
Analytical
Thorough
4 ■

■
Independent
Candid
■ Serious ■ Decisive
■ Methodical ■ Practical
■ Precise ■ Efficient
■ Deliberate ■ Determined

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overvieW of soCial sTyles

There are four basic behavior styles determined along two dimensions: ask versus tell and relationship versus task.
Each sector of the grid below represents a different personality type.

The Personality Grid

Illustrative

Acquiesce Attack
relationship

feeler entertainer
■ loyal ■ outgoing
■ Cooperative ■ enthusiastic
■ supportive ■ Influential
■ sensitive ■ Playful
■ Patient ■ spontaneous
■ Reliable ■ Ambitious

ask Tell

Thinker Controller
■ Analytical ■ Independent
■ thorough ■ Candid
■ serious ■ Decisive
■ Methodical ■ Practical
■ Precise ■ efficient
■ Deliberate ■ Determined

Task
Avoid Autocrat

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a Primer oN The CoNTroller

Controllers tend to issue directives, among the other characteristics below.

social style overview

also Known as: Driver you at your Best you at your Worst
■ efficient ■ Harsh
Key Characteristics:
■ Independent ■ focused ■ Controlling
■ Candid ■ Goal-oriented ■ short-sighted
■ Decisive
■ Realistic ■ Abrasive
■ Practical
■ efficient
■ Independent ■ Pushy

■ Determined ■ Determined ■ Power-seeking

Primary reaction to stress: Autocratic famous Controllers: Henry ford, Barbara

Walters, Malcolm X, Charles lindbergh,
measures Personal success By: Results teddy Roosevelt, Mike Wallace

how to identify Controllers

verbal Clues: Non-verbal Clues:

Uses commands rather than questions. Moves quickly.
speaks fast. leans forward when making a point.
speaks directly and succinctly. Very task-oriented.
Not apt to tell stories. Disciplined about time.

Not very talkative. often prefers working alone

or directing others.
focuses on facts and data.
exerts pressure for decisions.

Controls facial expressions.

Uses direct eye contact.

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a Primer oN The eNTerTaiNer

Entertainers tend to be more emotional in nature, among the other characteristics below.

social style overview: entertainer

also Known as: expressive you at your Best you at your Worst
■ Ambitious ■ overbearing
Key Characteristics:
■ outgoing ■ enthusiastic ■ Unrealistic
■ enthusiastic ■ Visionary ■ egotistical
■ Influential
■ fun-loving ■ Undisciplined
■ Playful
■ spontaneous
■ friendly ■ Manipulative

■ Ambitious ■ Influential ■ Hasty

Primary reaction to stress: Attacking famous entertainers: Muhammad Ali, Bill

Clinton, Madonna, Pablo Picasso, oprah
measures Personal success By: Applause Winfrey

how to identify entertainers

verbal Clues: Non-verbal Clues:

Uses commands rather than questions. Uses motions and gestures.

speaks fast. full of energy.

speaks loudly. leans forward when trying to persuade.

tells jokes and stories. Willing to take risks.

Wanders from the topic. Apt to make quick decisions.

shows a range of vocal inflection and
tone.
strongly expresses opinions.
Dislikes monotony and routine.
less disciplined about time.
People-oriented.

Makes eye contact.

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26
a Primer oN The feeler

Like entertainers, feelers are also more emotionally-driven, among the other characteristics below.

social style overview: feeler

also Known as: Amiable you at your Best you at your Worst
■ loyal ■ Conforming
Key Characteristics:
■ loyal ■ supportive ■ Needy
■ Cooperative ■ Respectful ■ Unsure
■ supportive
■ Dependable ■ Dependent
■ sensitive
■ Patient
■ Agreeable ■ Awkward

■ Reliable ■ Perceptive ■ easily Manipulated

Primary reaction to stress: Acquiescing famous entertainers: Princess Diana, Gerald

ford, Mary tyler Moore, Ronald Reagan
measures Personal success By: Attention

how to identify entertainers

verbal Clues: Non-verbal Clues:

speaks slowly. slow to make decisions.

speaks softly. Moves slowly.

Asks others for their opinions. People- and team-oriented.

tends to be quiet in group settings. leans backward even when making a

offers compromises or synthesizes
others’ ideas.
tentatively offers suggestions.
point.
More apt to remember personal
information and details about others.
Prefers 1:1 interactions or small group
settings.

flexible about time.

Relaxed posture.

Responds to the feelings of others.

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a Primer oN The ThiNKer

Thinkers tend to be rationally-minded, in addition to the other characteristics below.

social style overview

Also Known As: Analytical you at your Best you at your Worst
Key Characteristics: ■ Logical ■ Critical
■ Analytical
■ Thorough ■ Indecisive
■ Thorough
■ Perfectionist ■ Old-Fashioned
■ Serious
■ Disciplined ■ Hard to Please
■ Methodical
■ Deliberate ■ Moralistic
■ Precise
■ Organized ■ Unemotional
■ Deliberate

Primary Reaction to Stress: Avoidance Famous Controllers: George H.W.

Measures Personal Success By: Activity Bush, Albert einstein, Alan Greenspan,
Woodrow Wilson

how to identify Thinkers

verbal Clues: Non-verbal Clues:

Speaks slowly. Leans backward when talking.

Speaks softly. Likes to work alone.

“Ask-oriented” even when giving Slow to make decisions.
directions.
Moves slowly.
Careful in choosing words.
Carefully researches and examines all
May stop mid-sentence, then begin a opinions.
new sentence that they believe makes
more sense. Focused on details.

Qualifies ideas with facts and data. Disciplined about time.

Little inflection in voice and tone.
Not apt to tell stories.
Fact- and task-oriented.
Appears serious and detached from
feelings.
Responds to the feelings of others.

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CusTomer serviCe By PersoNaliTy TyPe

Every personality has its unique strengths and shortcomings. By becoming self-aware and understanding who
you are, you can utilize your traits to create the best customer experiences.

Customer service by Personality Type

relationship-oriented

feeler
strengths:
Your slower-paced, cooperative
nature is ideal for understanding
customers and their needs.
Keep in mind:
Remember what your goals are,
where you stand, and what you are
setting out to accomplish. Don’t
get caught up in the customer’s
emotions—keep a clear head and
remember your next steps.
entertainer
strengths:
Your high energy and quick actions
are perfect for engaging with
customers on a personal level.
Keep in mind:
Listen more, and when others start
to speak, don’t raise your voice to
talk over them. Your customer is
important—share the limelight with
them.

ask Tell

Thinker
strengths:
Your systematic fact gathering and
cautious decision-making are great
for analysis and issue resolution.
Keep in mind:
How you say it is just as important
as what you say—don’t forget
to position the solution for the
customer’s benefit and use positive
language. Don’t lead with the
negative.
Controller
strengths:
Your fast-paced, goal-oriented
approach is perfect for solving
problems.
Keep in mind:
Make sure to slow down and
listen to your customers’ ideas,
suggestions, and requests. Listen
actively until you understand why
their problems are important to them,
and remember to incorporate your
customer’s needs into your solution.

Task-oriented

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verBal Clues To ideNTify CusTomer
PersoNaliTy TyPe
For every customer personality type you interact with, there are some verbal clues that can help identify the
customer personality type—the first step in offering personality-based service to customers.

how to identify Controllers how to identify Thinkers

verbal Clues: verbal Clues:

Uses commands rather than questions. Speaks slowly.

speaks fast. Speaks softly.

speaks directly and succinctly. “Ask-oriented” even when giving directions.

Not apt to tell stories. Careful in choosing words.

Not very talkative. May stop mid-sentence, then begin a new sentence
that they believe makes more sense.
focuses on facts and data.
Qualifies ideas with facts and data.

Little inflection in voice and tone.

Not apt to tell stories.

Fact- and task-oriented.

how to identify feelers how to identify entertainers

verbal Clues: verbal Clues:

speaks slowly. Uses commands rather than questions.

speaks softly. speaks fast.

Asks others for their opinions. speaks loudly.

tends to be quiet in group settings. tells jokes and stories.

offers compromises or synthesizes others’ ideas. Wanders from the topic.

tentatively offers suggestions. shows a range of vocal inflection and tone.

strongly expresses opinions.

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hoW should you eNGaGe WiTh your CusTomer?

Just as your own personality style causes you to interact with others in a certain way, customer personality styles
affect how they communicate and receive information as well. Therefore, it is important to consider how the
customer is communicating—it will tell you a lot about how they want to be supported.

feeler entertainer
empathy-oriented social-oriented
“I need to feel good “Let’s have some
about my next steps.” laughs while we fix
the problem.”

Character Traits: Remember To: Character Traits: Remember To:

■ Cooperative ■ Invite their ■ Outgoing ■ Maintain an
■ Sensitive opinion ■ Enthusiastic informal tone
■ Patient ■ Provide ■ Spontaneous ■ Mention personal

assurance information
■ Show personal ■ Focus first on

involvement the “big picture”

Thinker Controller
Process-oriented results-oriented
“Take the time to fully “Let’s cut to the chase.”
explain the what and
the why.”

Character Traits: Remember To: Character Traits: Remember To:

■ Analytical ■Do not interrupt ■ Independent ■ Directly address
■ Thorough ■Explain ■ Candid issue
■ Serious processes ■ Determined ■ Speed up pace

■ Slow down of conversation

conversation ■ Provide clear

timeline for result

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Guide To iNTeraCTiNG WiTh oTher
PersoNaliTy TyPes
Guide to interacting with other Personality Types
Instead of delivering a one-size-fits-all experience, use this guide to alter your behavior in a way that matches
customer personality type.

Personality
Controller Thinker entertainer feeler
Type

Controller ■ Listen before you ■ Allow time to gain ■ Don’t dictate ■ Show empathy
speak answers ■ Be less abrupt ■ Don’t leap straight
■ Take time to ■ Give the reasoning ■ Lighten up to the business
understand the behind your ■ Don’t take yourself ■ Soften your
other point of view thoughts too seriously language
■ Be willing to be ■ Explain things ■ Respond to his or ■ Give reassurance
flexible clearly her humor ■ Think of the person
■ Someone’s got ■ Accept silence as part of the
to take charge ■ Be patient solution
■ Accept that
someone else might
be right

Thinker ■ Keep it short ■ Keep to the point ■ Pick up the pace ■ A solution is not
■ Don’t overload with ■ Have an agenda ■ Use dynamic words always needed
information ■ Set timeframes ■ Give the top line ■ Appreciate their
■ Meet deadlines ■ Keep the big picture ■ Be willing to move input
■ Show action being in mind from your original ■ Don’t overchallenge
taken ■ Don’t get sucked plans his or her viewpoint
■ Be prepared to “run into details ■ Keep an open mind ■ Encourage
with it” questions
■ It’s not just about
process,
show some passion

entertainer ■ Show commitment ■ Stick to the rules ■ Don’t hog the ■ Tone it down
toward the goal and procedures limelight ■ Ask about him or
■ Take things seriously ■ Be organized ■ Let him or her speak her
■ Be realistic ■ Have a clear plan of ■ Don’t try to ■ Think before you
■ Involve them in action outshine him or her speak
decisions ■ Do what you say ■ Don’t compete for ■ Consider his or her
■ Get the job done you will attention feelings
■ Show awareness of ■ Keep to the job at ■ Involve him or her in
the task hand the task

feeler ■ Don’t try to engage ■ Keep to the subject ■ Don’t drown him or ■ It’s not all about you
in small talk ■ Show enthusiasm her in ■ Keep a balanced
■ Be direct for the task the problems view
■ Be decisive ■ See things through ■ Show enthusiasm ■ Don’t worry about
■ Show confidence ■ Don’t let your heart for ideas things out
■ Don’t expect a rule ■ Be energetic of your control
reaction your head ■ Don’t take things ■ Separate fact and
■ Focus on the detail personally feelings
■ Don’t become ■ Don’t get distracted
overinvolved from
the task

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54
 Using Personality Profiles to Personalise Customer
Interactions
https://www.callcentrehelper.com/using-personality-profiles-to-personalise-customer-
interactions-38351.htm
Filed under - Call Centre Management

It’s a simple concept. Not all customers are the same. So, if you want to improve
customer service you need to start treating different customers differently.

Jill Dean highlights how personality profiles are used by companies, such as the
award-winning British Gas, as a way of delivering different styles of customer service.

The power of personality

Customers certainly won’t change to make your life easier, but you can change the
way you interact with them.

That’s the basis of the approach you can use to transform the customer experience.

We begin by identifying what we refer to as the four personality ‘drivers’. While, on a

day-to-day basis, individuals will react to situations in different ways driven by some or
all of them, it is likely that there will be one ‘driver’ that is more dominant. This primary
‘driver’ will colour the way that people behave in the majority of situations and is likely
to be the major determinant of how people are perceived by others.

Four different personality profiles

The best way to understand each one is to consider how they’re perceived at their
best (on a good day when all’s running to plan) and worst.

 Feeler: Considerate, loyal and sincere, which could be seen as indecisive and
over-involved at times.
 Entertainer: Charismatic, optimistic and humorous, which could sometimes
come across as self-centred and sarcastic.
 Controller: Business-like, direct, decisive, but could be seen as dictatorial and
intimidating.
 Thinker: Logical, detailed and calm, seen by some as unimaginative and
stubborn.

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Recognise and relate

When we introduce our clients to this insight for the first time, we aim to achieve two
things: self-realisation and mutual understanding of others. Without the former, the
latter’s not possible. It’s only when a mirror’s held up to your own behaviour that you
can begin to understand how others see you, and appreciate just how differently you
perceive things.

British Gas display the advisor’s personality profile on their desks

Which personality profile are you?

How can you find out which personality profile you are? Our approach is a quick test
to illustrate how each would respond to a given situation. Consider the following
scenario: An irate customer calls to find out when his delivery’s coming as it didn’t
arrive this morning as scheduled.

What’s your natural instinct?

a) Respond to his anger by apologising, hoping he’ll calm down.

b) Try to get to the bottom of the problem. You want to understand why this has
happened before you consider what to do next.
c) Let him get his rant over, then do what you can to lighten the mood.
d) Tell him to calm down. It’s not your fault.

If (a) then chances are you’re a Feeler, if (b) you’re likely to be a Thinker. If (c) is your
answer, you’re probably an Entertainer, and if (d) you’re more than likely to be a
Controller.

Dealing with different drivers

By understanding the qualities of the other ‘drivers’, it’s possible to identify wants,
needs, similarities, differences and where there might be potential conflict. This helps
us to drill down into what each customer wants from customer service.

All customers want advisors to take ownership of the query, listen to them and do
what they promise, but it’s the way that advisors tackle these that’s most important to
each individual’s experience.
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But how do you spot which ‘driver’ each caller is likely to be?

Here are a few pointers on what they might say, and how to tailor your approach to
the different ‘drivers’:

Feelers: Be Friendly and Fair

A Feeler might begin a complaint by saying how upset they are or by saying how a
fault on the company’s part has affected them, their family or friends. The best way to
serve them, particularly if you’re a Controller whose first instinct is to resolve the call
quickly, is to show some understanding and offer moral as well as material support.
Often all they want is to be treated fairly. A Thinker, by contrast, could find common
ground with a Feeler by giving them space to explain their personal experience.

 They say: “My daughter’s so disappointed. Everything was supposed to be

ready and wrapped for her birthday.”
 You say: “I’m really sorry that this has made life difficult. I’ll personally look into
that for you.”
 Don’t say: “So your point is…?”

Entertainers: Engage and Enthuse

An Entertainer is likely to start their call with a light-hearted chat about… well,
whatever’s on their mind at that precise moment – most likely, themselves! A Thinker
taking their call would probably be more inclined to get an in-depth understanding of
their issue rather than make small talk. However, humour them – responding to the
caller’s need for ‘banter’ and reassurance they’re dealing with a real person will
increase rapport. A Controller dealing with this type of customer should avoid pushing
the caller to ‘get to the point’…

 They say: “New Year was amazing! Glad I’ve got the next few days off to
recover.”
 You say: “Sounds like a blast! Seeing as you’ll be at home for the next couple of
days, I’ll see if we can squeeze in that delivery for you…”
 Don’t say: “I’m struggling to understand the precise nature of your enquiry.”

Controllers: Cut to the Chase

Controllers are likely to be (very) direct, and get to the point as quickly as possible.
They give, and like to receive, short, sharp soundbites of information. They value
proactivity, solutions and options. When dealing with them, make sure you get right to
the point and, even if you don’t know an answer, tell them you’ll find out. Thinkers,
please spare them the detail. Feelers, don’t take their brusque manner as aggression
directed at you.

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54
  They say: “I need the package on Monday.”
 You say: “The quickest solution is to book the delivery in ASAP. That way
there’s a better chance you’ll get the package on Monday morning, weather
permitting. Would you like me to sort that out for you now?”
 Don’t say: “It’s possible, but it all depends when the courier gets to you. I’ve
heard snow’s on its way, so don’t hold your breath. I don’t know the exact time.
Probably Monday in the early afternoon, but don’t quote me on that.”

Thinkers: Tell Them the Detail

A Thinker is almost certain to offer an in-depth account of their issue. When dealing
with them, make sure you take on board everything they’re saying and have all the
information you need to deal with their questions. And yes, there will be questions, so
don’t rush them! Give them space to absorb, analyse and ensure you explain the nitty-
gritty. Controllers, try not to get frustrated. Entertainers, don’t make light of their
queries.

 They say: “Just so I understand, can you run through what happens now?”
 You say: “To summarise: you’re scheduled to receive your order within three
working days of placing it. You’ll get email confirmation when it’s been
dispatched. In the event that there’s any delay in shipping we’ll advise you of an
alternative dispatch date as soon as we can.”
 Don’t say: “Don’t worry. You’ll get your order.”

Get some perspective

Jill Dean

One size never fits all, especially where customers are concerned. However, by
adopting an approach (such as the one outlined above) that’s designed to be more
inclusive of their different needs, advisors can and will deliver a much more positive
experience. Even when customers don’t get exactly what they want from a call, if they
feel they’ve been listened to, that the advisor’s understood where they’re coming from,
and done everything possible, they’ll look upon your business in a favourable light.

Companies operating across a number of diverse sectors – utilities, finance,

automotive, travel and transport – have successfully used this approach to
behavioural change to achieve immediate, yet lasting, results and measurable return
on investment. Our clients have seen increases in employee engagement, net
promoter scores and first time call resolutions, as well as significant reductions in
average call times.

Jill Dean is Chief Executive Officer of Power Train

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Published On: 30th Jan 2013 - Last modified: 22nd Mar 2017
Read more about - Call Centre Management

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