Learn about the 4 behavioural styles (Driver, Influencer, Relater and Analyser). Emphasis on how to delegate.

1. The Relater

2. DESCRIPTORS
Passive
Amiable
Steady
Predictable
Relaxed
Understanding
Friendly
Systematic
Good Listener
Sincere
Team Player
Patient
Complacent
Stable
Outstanding Characteristics of the Relater
VALUE TO THE TEAM
Need to serve – helpful
Loyal
Dependable team worker
Great Listener
Logical thinker
Good at calming others
Will finish tasks
IDEAL ENVIRONMENT
Established standards and
methods
Personal attention and
recognition
Stable, predictable environments
Relationships are valued
Allows time for change
THE RELATER WANTS…
Logical reasons for change
Harmony – happy work life
Proven procedures
A road map to follow
Appreciation
Recognition for loyalty & service
To know you care

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 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 Bill Gates
The Driver “D”
 Have an inherent need to direct
 Forceful extroverts -
comfortable with risk
 Enjoy a challenge and have a
desire to win
 Task-orientated and want
results
 Place value on time
 Initiate activity
 Challenge the status quo
Donald Trump

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 = Good
2 = Fair
3 = Poor
Use this chart to identify the best way to
delegate effectively.
“D” – Results “I” – The Experience “S” – Security “C” - Information
BSM = 3 BSM = 1 BSM = 1 BSM = 2
Be direct and to the point.
Skip the small talk.
Allow them time to speak
in an informal setting.
Explain what is expected
of 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.
Pay attention to body
language – they might say
“fine” even though it is
not the case.
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
Decision making can be
slow – give deadlines
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.