Chapter 2 Understanding ourselves and others

CHAPTER 2 UNDERSTANDING OURSELVES AND OTHERS 2.12.2

PERSONALITY BASICSBALANCE

CHAPTER 02 UNDERSTANDING OURSELVES AND OTHERS |ADVANCE ORGANIZER

FOLLOWING THIS LESSON, YOU WILL BE ABLE TO:

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• Define personality and its four behavior patterns• Recognize the differences between introverted and

extraverted behaviors• Recognize the differences between a sensing and intuitive

approach to managing information • Recognize the differences between a thinking and feeling

approach to making decisions


FOLLOWING THIS LESSON, YOU WILL BE ABLE TO:• Recognize the differences between a structured and flexible

approach to organizing work• Affirm your personal strengths and use them to your best

advantage in building a successful career• Reduce the negative effects that stress has on your behavior

and your work relationships • Flex your behavior to establish and maintain productive

work relationships


PERSONALITY BASICSFOUR PERSONALITY DIFFERENCESGETTING ENERGIZEDMANAGING INFORMATIONMAKING DECISIONSORGANIZING WORK

2.1

CHAPTER 02 UNDERSTANDING OURSELVES AND OTHERS |PERSONALITY BASICS | ADVANCE ORGANIZER

Personality: An individual’s distinctive pattern of thinking, feeling and acting• Helps you make decisions • You feel comfortable when acting in ways that

are in character, and uncomfortable when acting in ways counter to character

• Achieving success requires a best fit between demands of your career and key aspects of your personality

• No single personality is better than any other

FOUR PERSONALITY DIFFERENCES

CHAPTER 02 UNDERSTANDING OURSELVES AND OTHERS |PERSONALITY BASICS | FOUR PERSONALITY DIFFERENCES

To make your personality work for you, be willing to:• Know and accept yourself• Accept and appreciate differences in others• Cultivate your strengths• Do things that may not come naturally to you

WORDS OF WISDOM


You can understand personality by looking at four key behavior patterns:1. How people get energized2. How people manage information3. How people make decisions4. How people organize work

THE FOUR BEHAVIOR PATTERNS OF PERSONALITY


1.GETTING ENERGIZED INTROVERTED? OR EXTRAVERTED?

2.MANAGING INFORMATIONSENSING? OR INTUITIVE?

3.MAKING DECISIONSTHINKING? OR FEELING?

4.ORGANIZING WORKSTRUCTURED? OR FLEXIBLE?

THE FOUR BEHAVIOR PATTERNS OF PERSONALITY


TRULY KNOWING YOUR PERSONALITY IS KEY• Achieved through personal observation and experience• Results in a combination of mental understanding along

with a “gut feeling” that just makes sense


PERSONALITY PREFERENCES

Preferences: Personality tendencies• Evaluate your primary tendency within each of the four

behavior patterns. Strong tendencies will be easier to identify than less-dominant tendencies.• Two ways to figure out where you fall on the spectrum:

1. Identify which preferences are least like you or most uncomfortable for you

2. Follow your energy


PERSONALITY PREFERENCES

What is meant by the phrase “getting energized”?• Feeling completely at ease versus feeling on edge• Acting completely natural versus acting in a forced way• Having your body completely relaxed versus your

muscles being tense and rigid

GETTING ENERGIZED

CHAPTER 02 UNDERSTANDING OURSELVES AND OTHERS |PERSONALITY BASICS | GETTING ENERGIZED

People have a preference for one of two behaviors in getting energized:

GETTING ENERGIZED


INTROVERTED BEHAVIOR EXTRAVERTED BEHAVIOR

People who tend to be introverted:• Energize from within themselves• Prefer calm, quiet environments

allowing them to concentrate • Dislike noisy, crowded, fast-paced

situations• Make sense of the world with a

“think-then-do” processIntroverted Personality Preferences: Situations that require directing attention internally

INTROVERTED BEHAVIOR


EXTRAVERTED BEHAVIOR


People who tend to be extraverted:• Energize from the outside world• Learn and work in active

environments that allow interaction and socialization with others• Dislike having to sit quietly and listen• Make sense of the world with a

“do-then-think” processExtraverted Personality Preferences: Situations that require directing attention externally

• Salon professionals who interact successfully with both personality styles will have an advantage• By understanding the way you and others behave, you

might avoid conflicts and work productively together


INTROVERTED AND EXTRAVERTED PERSONALITY PREFERENCES AT WORK

Activities suited for INTROVERTED preference:

Activities suited for EXTRAVERTED preference:

• Using new technologies• Working individually with clients

and co-workers• Creating schedules• Writing management guidelines

or policies

• Managing employees• Talking to community groups• Building retail displays


INTROVERTED AND EXTRAVERTEDPERSONALITY PREFERENCES AT WORK

To grow professionally…INTROVERTEDstyles should attempt to:

To grow professionally…EXTRAVERTED styles should attempt to:

• Speak up more often• Act spontaneously• Initiate interactions with

other people• Project confidence• Assert themselves

• Allocate time for reflection• Work more methodically• Improve their listening skills• Share the spotlight with others



INTROVERTEDPreferred Work Dynamics

EXTRAVERTED Preferred Work Dynamics

• Time for one-to-one interactions• Interruptions and surprises kept

to a minimum• Quiet workspace• Orderly environment• Reward for precision• Opportunities to think through

work requests• Limited changes in work

expectations

• Fast-paced schedules• Variety in work tasks• Opportunity for social interactions• Whirlwind environment• Reward for volume of work• Need for quick response and

interaction• Periodic changes of work

expectations



What is managing information? • Directing our attention, gathering facts and transforming

them into thoughts and ideas• People have one of two behavior preferences for

managing information

MANAGING INFORMATION

CHAPTER 02 UNDERSTANDING OURSELVES AND OTHERS |PERSONALITY BASICS | MANAGING INFORMATION

SENSING BEHAVIOR INTUITIVE BEHAVIOR

SENSING BEHAVIOR


Sensing Personality Preference: Best-suited for focusing attention on the literal details of the present situation • Concerned with “How can I make practical

use of this information right now?”• Has keen awareness about how things work• Searches for up-to-the-minute, factual data • Uses five senses when gathering information• Believes common sense and hard work are

keys to success

INTUITIVE BEHAVIOR


Intuitive Personality Preference: Best-suited for situations that require focusing attention on the meaning behind the facts, the way ideas connect and the future use of these ideas• Concerned with the question, “How else can

I use this information?”• Generates original solutions to challenging

problems• Pays attention to insights that detect what is

missing in the information• Creates conclusions, propositions and plans

that project into the future

MANAGING INFORMATION


Sensing and intuitive approaches for managing information are equally reliable and complement one another• Sensing types tend to be preoccupied with the present• Intuitive types are inclined to leap into the future

TOGETHERThese contrasting approaches to managing information guarantee sufficient attention to what is and what can be

• Comparing your style with the style of other salon professionals and clients, you can better understand your own behavior and why you might get into clashes with others• Sensing and intuitive approaches are equally reliable and

valuable; they complement one another


SENSING AND INTUITIVE PERSONALITY PREFERENCES AT WORK

SENSING preferences show up in:

INTUITIVE preferences show up in:

• Telling it like it is• Strictly following step-by-step

procedures• Working hard• Being reliable• Constantly fixing what’s not

working in the salon

• Recognizing cutting-edge trends• Being creative and resourceful• Approaching problems insightfully• Dealing easily with change



SENSING Preferred Work Dynamics

INTUITIVE Preferred Work Dynamics

• Work involves useful products, hands-on services

• Skill efficiency valued• Standard ways to solve problems• Down-to-earth environment• Predictability in work schedules• Reliance on tried-and-true

methods• Concrete employee evaluations

• Work has a creative aspect to it• Artistic and innovative talents

valued• Novel approaches to solutions

encouraged• Imaginative, creative environment• Variability in work schedules• Freedom to experiment with new

methods• Customized employee evaluations



Two equally valuable, yet contrasting approaches to decision-making are:

Understanding the nature of these approaches will helpin productively interacting and working with others and achieving career success

MAKING DECISIONS

CHAPTER 02 UNDERSTANDING OURSELVES AND OTHERS |PERSONALITY BASICS | MAKING DECISIONS

THINKING BEHAVIOR FEELING BEHAVIOR

Thinking Personality Preference: Best-suited for situations that require making important decisions by weighing evidence objectively and determining most logical choice• Looks at all sides, pays attention to fine

distinctions, pinpointing what is wrong with any argument—getting right to the core of the issue

• Decides with head; finds it difficult to pay attention to matters of the heart

• Trusts intellect to guide important life choices

THINKING BEHAVIOR


Feeling Personality Preference: Best-suited for situations that involve weighing the impact of decisions upon others and choosing according to a value-oriented standard• Cannot factor out personal side of an issue• Decides with heart and finds it difficult to

limit judgment to cold, hard facts• Focuses on harmony; collaborative,

considerate and supportive

FEELING BEHAVIOR


MAKING DECISIONS


THINKING BEHAVIOR FEELING BEHAVIOR• Searches for correct answer• Is brief and to the point• Is impersonal• From the head• Communicated formally

• Seeks an agreeable solution for everyone

• Is expressive and tactful• Is sensitive and responsive• From the heart• Discusses and shares

• Ability to make decisions and act on them is fundamental to any work environment• Understanding the two decision-making preferences will

help you work successfully


THINKING AND FEELING PERSONALITY PREFERENCES AT WORK

THINKINGpreferences are displayed by:

FEELINGpreferences are displayed by:

• Organizing workspace• Offering suggestions for evaluating

employee performance• Suggesting guidelines• Working methodically

• Building relationships• Working in teams• Sharing control• Negotiating and resolving people

problems• Finding ways to avoid or reduce

conflict



To grow professionally…THINKINGstyles should attempt to:

To grow professionally…FEELINGstyles should attempt to:

• Understand the impact of decisions on other people

• Talk to learn about other people’s feelings

• Be less skeptical• Look for the good in any situation

before pointing out what is wrong

• Be more direct• Stop taking responsibility for the

well-being of others• Speak out even when what they

have to say is unpopular



THINKINGPreferred Work Dynamics

FEELINGPreferred Work Dynamics

• Critiquing business systems• Managing incompetence• Providing accurate feedback• Conducting task analyses• Interpreting sales data• Keeping financial records• Evaluating products and services

• Building teams• Motivating employees• Relating responsively• Mentoring others• Building trust• Cultivating loyalty• Showing appreciation for effort



Two preferences for organizing work:

Structured and flexible orientations can be seen in every environment—home, school, sports, social settings and the workplace

ORGANIZING WORK

CHAPTER 02 UNDERSTANDING OURSELVES AND OTHERS |PERSONALITY BASICS | ORGANIZING WORK

STRUCTURED BEHAVIOR FLEXIBLE BEHAVIOR

STRUCTURED BEHAVIOR


Structured Personality Preference: Best-suited for situations that require predictability, order, standard routines, and adherence to timeframes• Goes by the motto “Work first and

relax later”• Prefers a step-by-step approach• Makes detailed plans• Finishes tasks on time• Keeps everything in proper place• Finishes one task before going on to

the next

FLEXIBLE BEHAVIOR


Flexible Personality Preference: Best-suited for assessing options and changing course to achieve better results• Goes by the motto “Go with the flow”• Responds and adapts to unique nuances• Prefers variety to routine• Enjoys the unexpected• Deals with change easily and calmly

STRUCTURED preferences are displayed by:

FLEXIBLE preferences are displayed by:

• Being punctual, methodical, well-organized and keeping workspace neat and clean

• Losing motivation when decisions are changed

• Being least productive when tasks are unplanned and unregulated

• Managing and taking advantage of unforeseen events

• Re-evaluating plans regularly and working in “spurts”

• Accommodating uncertainty• Developing daily routines taking

advantage of a wide range of talent


STRUCTURED AND FLEXIBLE PERSONALITY PREFERENCES AT WORK

To grow professionally…STRUCTURED styles should attempt to:

To grow professionally…FLEXIBLE styles should attempt to:

• Turn some control over to others• Learn to manage changes• “Go with the flow” a little more• Recognize that a plan is a proposed

course of action that can and should be altered

• Pay more attention to being on time

• Resist taking shortcuts• Spend more time planning and

monitoring results carefully• Recognize limits of improvisation



STRUCTURED Preferred Work Dynamics

FLEXIBLE Preferred Work Dynamics

• Explicitly defined task assignments• Predictable routines• Clearly defined goal orientation• Regular work schedules• Reward for completing work

on time• Firm timelines for work completion

• Interactive, changing task assignments

• Variable routines• Generally defined process

orientation• Adjustable work schedules• Reward for producing

exemplary work• Periodically adjusted timelines



BALANCEPERSONAL STRENGTHSSTRESS RESPONSEFLEX STRATEGIES

2.2

CHAPTER 02 UNDERSTANDING OURSELVES AND OTHERS |BALANCE | ADVANCE ORGANIZER

Personality is nature’s way of giving direction and purpose to your behavior

Recognize and take advantage of your preferences• Know the difference between your strengths and

your limitations• Recognize less-preferred behaviors and accept them as

viable alternatives• Learn to flex your behavior to make these

alternatives work in the right circumstances

BALANCE

CHAPTER 02 UNDERSTANDING OURSELVES AND OTHERS |BALANCE

Habits that help you make the most of your life:•Make you more efficient because they focus your

attention and energy• Trigger emotions and beliefs that positively affect the

way you feel and act• Use your most-developed strengths as “home base” as

you expand your capacity to deal with life’s challenges• Use your preferred style and recognize when to

strategize and stretch yourself in ways that meet the challenges of your career

PERSONAL STRENGTHS

CHAPTER 02 UNDERSTANDING OURSELVES AND OTHERS |BALANCE | PERSONAL STRENGTHS

People’s pre-programmed, biological responses to dangerous physical, psychological or emotional situations; also known as “fight-or-flight”• Heart rate increases• Blood pressure increases• Breathing quickens• Eyesight sharpens• Skin becomes sweaty and cold• Movements quicken

STRESS RESPONSE

CHAPTER 02 UNDERSTANDING OURSELVES AND OTHERS |BALANCE | STRESS RESPONSE

According to the U.S. Department of Labor, the workplace is the greatest single source of stress• Stress response results when pressures at work

are extreme and demands are beyond our ability to cope effectively• Work stress can have negative effects on health and well-

being over an extended period of time

STRESS RESPONSE


In the grip: A state in which people act in ways that are out of their normal character• Occurs when stress reaches an unmanageable level• Induces individuals to shift into their less-preferred ways

of thinking and acting• Produces behaviors that are often immature and childish

STRESS RESPONSE


Coping with difficult situations and managing your stress response• Know your preferences• Pay attention to instances when you are acting in ways

that are out of character• Find ways of thinking and behaving that add to your

ability to act responsibly

STRESS RESPONSE


Flexing: The ability to adjust your behavior to better interact and communicate with clientsFlex strategies involve three important decisions:1. Identifying a client’s most obvious behaviors2. Tuning in to how the client will be most comfortable

interacting and communicating3. Adapting your approach to meet these needs

FLEX STRATEGIES

CHAPTER 02 UNDERSTANDING OURSELVES AND OTHERS |BALANCE | FLEX STRATEGIES

• Most demanding when working with people who think and behave in ways that are different from your own• Dealing with differences helps us grow personally and

professionally• Demonstrating a broader range of adaptive behaviors

in our interactions with others is the measure of a true professional• Flexing also involves being aware of and adapting to

external factors, such as a client experiencing a loss or tragedy

FLEX STRATEGIES


If you observe that the client: Use flex strategies that result in:• Sits rather than moves• Is quiet and reserved• Prefers to listen• Is deliberate and cautious• Thinks before speaking

• Calm, quiet settings• One-on-one interactions• Minimal interruptions


RECOGNIZING CLIENT PREFERENCES IN THE SALON ENVIRONMENTINTROVERTED

If you observe that the client: Use flex strategies that result in:• Moves rather than sits• Talks about many interests• Thinks out loud• Approaches other people• Interrupts• Initiates action

• A lively, social setting• Encouraging talking• Lots of activity• Not being too quiet


RECOGNIZING CLIENT PREFERENCES IN THE SALON ENVIRONMENTEXTRAVERTED

If you observe that the client: Use flex strategies that result in:• Asks about cost and efficiency• Speaks simply and directly• Wants what is practical• Asks for step-by-step instructions• Wants precise, detailed

information• Talks about the present• Tries to be in control

• Smooth, efficient operations• Direct, realistic communication• Common-sense approach without

flowery embellishments• Details and instructions that are

available and willingly provided


RECOGNIZING CLIENT PREFERENCES IN THE SALON ENVIRONMENTSENSING

If you observe that the client: Use flex strategies that result in:• Asks about how salon service will

fit with client lifestyle and image• Wants the big picture, not details• Wants a creative outcome• Asks for options• Talks about the future

• Lots of visual images• Options and combinations• Evidence of creativity• Cutting-edge approaches

and images


RECOGNIZING CLIENT PREFERENCES IN THE SALON ENVIRONMENTINTUITIVE

If you observe that the client: Use flex strategies that result in:• Appears calm and detached• Asks for “proof”• Asks for pros and cons• Expresses disagreement and

dissatisfaction readily• Makes decisions easily• Makes decisions based on what is

correct and logical• Enjoys debating

• Concise communication• Logical approaches that are used

and explained• Evident facts and statistics• Minimal emotional displays


RECOGNIZING CLIENT PREFERENCES IN THE SALON ENVIRONMENTTHINKING

If you observe that the client: Use flex strategies that result in:• Shows warmth and cooperation• Gives long, expressive explanations• Talks about feelings and emotions,

people and positive relationships• Takes time making decisions• Makes decisions based on what is

“good” and socially acceptable• Agrees readily; does not openly

disagree

• Complete, embellished communication

• Cooperation among staff• Promoting relationships• Showing emotions of interest• Available opinions and

endorsements of respected people


RECOGNIZING CLIENT PREFERENCES IN THE SALON ENVIRONMENTFEELING

If you observe that the client: Use flex strategies that result in:• Is on time; shows frustration when

service is not on time• Plans ahead; initiates scheduling

appointments• Talks about end results• Shows appreciation for good

organization and orderliness• Shows frustration when changes

occur or the unexpected happens• Asks for essential information only

• A predictable environment• Area organized orderly and neatly• Schedules that are communicated

and adhered to• Client being alerted in advance if

changes must occur


RECOGNIZING CLIENT PREFERENCES IN THE SALON ENVIRONMENTSTRUCTURED

If you observe that the client: Use flex strategies that result in:• May be late; is not concerned if

service runs late• Asks for more information beyond

what is essential • Asks questions• Does several things at once• Postpones unpleasant tasks• May appear indecisive and

disorganized

• Accommodations to meet client needs and requests

• Information available and readily shared

• Encouraging client question• Not imposing order on clients


RECOGNIZING CLIENT PREFERENCES IN THE SALON ENVIRONMENTFLEXIBLE

LESSONS LEARNED People are different I have some strengths and I have some areas I have to

manage in my personality My strengths provide energy The areas I have to manage will take energy

CHAPTER 02 UNDERSTANDING OURSELVES AND OTHERS | LESSON LEARNER

LESSONS LEARNED By affirming my own strengths and working cooperatively

with individuals that have strengths that are different from mine, I can achieve higher levels of performance

By being able to identify personality differences in others, I can flex to establish common ground with people who have preferences that are different from my own

CHAPTER 02 UNDERSTANDING OURSELVES AND OTHERS | LESSON LEARNER

Apply your knowledge to resolve the situations or actions in the following scenarios

REAL WORLD SCENARIO

CHAPTER 02 UNDERSTANDING OURSELVES AND OTHERS | REAL WORLD SCENARIO

REAL WORLD SCENARIO1. As Mrs. Worthington leaves the salon after her manicure

and pedicure, she prebooks another appointment with Alisha in two weeks. Alisha is somewhat surprised, since it seemed that their relationship began on a shaky footing. Alisha is determined, however, to improve her rapport with Mrs. Worthington so that she will become a lifelong, loyal client. What can Alisha do to develop a long-term relationship with Mrs. Worthington and other difficult clients?


REAL WORLD SCENARIO


a. Alisha should reflect on which of her natural traits and personality preferences are most useful in building positive relationships and make a conscious effort to use them with her clientele. The energy and confidence Alisha gets when using these natural strengths will make it easier for her to adapt to individual client needs and personality differences as they arise.

REAL WORLD SCENARIO


b. Alisha should feel very lucky that Mrs. Worthington prebooked another appointment. The only way Alisha can keep Mrs. Worthington as a client is for her to identify which of her personality traits Mrs. Worthington doesn’t like and then do whatever it takes to make sure those traits do not come out in the salon.

REAL WORLD SCENARIO


c. Clients are so unpredictable that you never know how they will act from one visit to the next. The best thing Alisha can do is to work on her technical skills so she can deliver the best possible nail services and try to leave “personality” out of the picture.

REAL WORLD SCENARIO


d. The best approach is for Alisha to relax, be herself and not stress about individual clients. If Mrs. Worthington does not like Alisha as she is, she is free to choose another nail technician whenever she wants to. In the end, every salon professional will end up with a fair share of the salon clientele.

REAL WORLD SCENARIO


Answera. Alisha should reflect on which of her natural traits and

personality preferences are most useful in building positive relationships and make a conscious effort to use them with her clientele. The energy and confidence Alisha gets when using these natural strengths will make it easier for her to adapt to individual client needs and personality differences as they arise.

REAL WORLD SCENARIO2. Lesley and Claudette have worked together in the salon

for about six months. Lesley is usually very professional and has a reserved, gentle and pleasant demeanor. Her clients often comment that Lesley is a charming young woman and a good listener. One day, Claudette notices that Lesley is on edge, talking a mile a minute and even a little insulting to her clients. What, if anything, should Claudette do?


REAL WORLD SCENARIO


a. Lesley’s inconsistent behavior is a sign that she is not trustworthy. Claudette should distance herself from Lesley and should be very careful in any future interactions they may have.

REAL WORLD SCENARIO


b. Lesley’s behavior is unsafe for both clients and salon staff. Claudette should warn the salon owner that Lesley is acting strangely and suggest that Lesley may be on drugs or have a personality disorder.

REAL WORLD SCENARIO


c. Claudette should recognize that out-of-character behavior is a common result of stress. She should talk to Lesley privately, encourage her to talk about any problems she might be having and offer to help, if possible. A short break to compose herself and the offer of support should help Lesley go back to work with a calmer, more professional attitude.

REAL WORLD SCENARIO


d. Claudette doesn’t need to do anything. Lesley is probably just having a bad day and will snap out of it on her own very soon. Claudette should respect her friend’s privacy and leave her alone.

REAL WORLD SCENARIO


Answerc. Claudette should recognize that out-of-character

behavior is a common result of stress. She should talk to Lesley privately, encourage her to talk about any problems she might be having and offer to help, if possible. A short break to compose herself and the offer of support should help Lesley go back to work with a calmer, more professional attitude.

REAL WORLD SCENARIO3. Nina, a salon owner, is conducting a monthly staff

meeting. She reports that the salon’s client retention rate has been dropping over the past three months and is emphasizing the importance of flexing to raise the level of client satisfaction. Frank is a senior hair designer who doesn’t think he needs to do anything differently. Frank’s personality preferences are: extraverted, sensing, thinking, structured. Of the following approaches Nina could try, which would be most effective in convincing Frank to use flex strategies with his clients?


REAL WORLD SCENARIO


a. Encourage Frank to imagine how far his career will progress in 5 to 10 years if he can build a loyal clientele.

REAL WORLD SCENARIO


b. Show staff a training film that demonstrates effective flex strategies, give Frank a report that graphs his client retention results and goals, and ask if he would be willing to lead staff training in flexing.

REAL WORLD SCENARIO


c. Remind Frank that one-on-one client relationships are the key to success in the salon industry, and that salon work is much more interesting when a different approach is used with each and every client.

REAL WORLD SCENARIO


d. Tell Frank that she (Nina) would consider it a great personal favor if he would make an effort to use flex strategies, even if he is satisfied with his current performance. Also, ask Frank to do library research on flexing.

REAL WORLD SCENARIO


Answerb. Show staff a training film that demonstrates effective

flex strategies, give Frank a report that graphs his client retention results and goals, and ask if he would be willing to lead staff training in flexing.

REAL WORLD SCENARIO4. Serenity Salon and Day Spa provides a calming ambiance

where clients can relax and unwind during their salon service. The treatment and design areas are private to promote relaxation and are especially well suited for clients with an introverted personality preference. What would be a good approach for ensuring that new clients with an extraverted personality preference feel highly satisfied with their experience at Serenity?


REAL WORLD SCENARIO


a. Inform extraverted clients that they would probably be happier at a different salon. Honesty is always a good policy for winning over clients.

REAL WORLD SCENARIO


b. Meet with extraverted clients privately to explain in detail Serenity’s philosophy. Ask questions to be sure they completely understand how the salon operates before beginning their service.

REAL WORLD SCENARIO


c. Leave extraverted clients alone in the treatment or service area longer than is usual to give them enough time to relax and soak in the ambiance.

REAL WORLD SCENARIO


d. Introduce extraverted clients to several staff members while giving a tour of the salon.

REAL WORLD SCENARIO


Answerd. Introduce extraverted clients to several staff members

while giving a tour of the salon.

Documents

Chapter 2 Understanding ourselves and others