Behavioural assessment information based on the 4 styles (Driver, Influencer, Relator, Analyser). Learn about the Driver.

1. The Driver

2. DESCRIPTORS
Direct
Forceful
Innovative
Blunt
Bold
Domineering
Aggressive
Problem solver
Persistent
Inquisitive
Impatient
Risk taker
Self-starter
Outstanding Characteristics of the Driver
VALUE TO THE TEAM
Bottom-line organizer
Self Starter
Forward focus
Challenge orientated
Competitive
Drives action
Challenges the status quo
Innovative
IDEAL ENVIRONMENT
Freedom from controls,
supervision and detail
Measure results – not process
Innovative and futuristic
Welcome expression of ideas
and viewpoints
Provide prestige, position and
titles
Provide them with a vehicle to
obtain money and material
things that indicate successTHE DRIVER WANTS…
To control their own destiny
Power and Authority
Opportunity for advancement
Freedom from supervision and
details
Focus on efficiency
Varied work activities
A challenge

3. What are the other behavioural styles?
The Influencer “I”
 Optimistic, enthusiastic
extrovert
 Creative problem solver
 Articulate communicator
 Networker who values
relationships
 Enjoys public recognition of
their ability
 Great motivators who enjoy
diversity
The Relater “S”
 Sincere introverts – value
loyalty
 Patient and relaxed
 Dependable, logical and
methodical
 People-orientated and like to
finish what they start
 Place value on relationships
 Great at diffusing conflict
situations
The Analyser “C”
 Data gatherers who pay
attention to detail
 Conscientious, objective
thinkers with high standards
 Task orientated introverts that
value quality
 Goes by the book – follows the
rules
 May appear critical of others
 Perfectionists
Oprah Winfrey Martin Luther King Bill Gates

4. How to delegate more effectively
Read the person you are dealing with:
Extroverted Introverted
Friendly = I Cooperative = S
Direct = D Analytical = C
Behavioural Style Match (BSM)
1 = Excellent
2 = Good
3 = Fair
4 = Poor
Use this chart to identify the best way to
delegate effectively.
“D” – Results “I” – The Experience “S” – Security “C” - Information
BSM = 1 BSM = 2 BSM = 3 BSM = 4
Be direct and to the point.
Skip the small talk.
Allow them time to speak
in an informal setting.
Slow down to prevent
intimidating them.
Keep meetings formal and
leave emotion out of it
Ask for a solution to a
problem. If the idea is
theirs they are more likely
to ‘buy in’.
Get agreement to
priorities, feedback and
deadlines. Check in often.
Explain what is expected
from them and avoid
confrontation
Get to the point. Be logical
and systematic. They
respond well to an
organized approach
Give them the result you
want – but let them chose
how to achieve it.
Ask “what”, “when”,
“where”, “how”. Get
commitment
Pay attention to body
language – they might say
“fine” even though it is
not the case.
Use precise language and
give as much factual
detail as possible
Write what you agreed to
down.
Ask them to summarise
what was discussed to
ensure they understood.
Most change is scary for
them show your support
with regular discussions
Agree to feedback
sessions then let them get
on with it.