This document provides an overview of a workshop on social styles and influencing difficult people. It discusses the four main social styles (Emotive, Reserved, Inquirer, Advocate) based on two dimensions of behavior: assertiveness and responsiveness. The workshop teaches participants to identify their own and others' social styles, discuss challenges of different styles, and practice "style flexing" to better influence those with different styles. The goal is to provide techniques for modifying one's own behavior to improve interactions and influence with others perceived as difficult.
This document provides an introduction and overview of the SOCIAL STYLES model. It discusses the objectives of understanding one's own social style and how it can help improve interactions with others. It defines key concepts like behavior, personality, assertiveness and responsiveness. It introduces the four social styles - analytical, driving, amiable and expressive - and how they are positioned based on levels of assertiveness and responsiveness. The document provides tools and exercises for participants to determine their own social style and develop strategies to improve effectiveness with others.
This document discusses social styles and the importance of understanding your own social style as well as others' styles. It identifies the four main social styles - amiable, driver, analytical, and expressive - which are determined by combinations of assertiveness and responsiveness. Understanding social styles allows for effective communication by adapting your style to fit others, leading to better relationships. Self-awareness of your style helps communicate well at work.
Global business expert Erik Vermeulen presented on Social Styles and how they affect responses to your website copy at Iran's Internet Marketing Strategies conference. January 2012. Contact Erik on erik@erikvermeulen.com for further details.
This document discusses social styles and how understanding different social styles can help improve interactions. It identifies four main social style categories: analytical, driver, amiable, and expressive. Each category is described in terms of common personality traits, motivations, and example careers. The document encourages taking a social styles survey to determine one's preferred style and provides exercises to help participants understand how to identify different styles and adapt teaching methods to cater to all styles.
This document discusses different personality styles and how to better understand relationships. It identifies four main styles: Driver, Expressive, Amiable, and Analytical. Each style has different traits in terms of assertiveness and responsiveness. Understanding one's own style and flexing to accommodate others' styles is key to building good relationships. People have backup styles that emerge under stress, and it's important to manage stress and avoid important decisions during backup states. Flexing one's behavior is recommended to improve relationships when they are not going well.
This document provides information on understanding behavioral styles and developing relationships. It discusses assessing one's own and others' behaviors, communicating effectively based on behavioral needs, and building on strengths. Various behavioral tendencies are described, such as assertiveness, responsiveness, social styles, and adaptive behaviors. Guidance is offered on adapting approaches based on different styles, including focusing discussions on specifics for analytical styles, jointly working to find common ground for amiable styles, and demonstrating helpfulness for expressive styles.
This document provides an introduction and overview of the SOCIAL STYLES model. It discusses the objectives of understanding one's own social style and how it can help improve interactions with others. It defines key concepts like behavior, personality, assertiveness and responsiveness. It introduces the four social styles - analytical, driving, amiable and expressive - and how they are positioned based on levels of assertiveness and responsiveness. The document provides tools and exercises for participants to determine their own social style and develop strategies to improve effectiveness with others.
This document discusses social styles and the importance of understanding your own social style as well as others' styles. It identifies the four main social styles - amiable, driver, analytical, and expressive - which are determined by combinations of assertiveness and responsiveness. Understanding social styles allows for effective communication by adapting your style to fit others, leading to better relationships. Self-awareness of your style helps communicate well at work.
Global business expert Erik Vermeulen presented on Social Styles and how they affect responses to your website copy at Iran's Internet Marketing Strategies conference. January 2012. Contact Erik on erik@erikvermeulen.com for further details.
This document discusses social styles and how understanding different social styles can help improve interactions. It identifies four main social style categories: analytical, driver, amiable, and expressive. Each category is described in terms of common personality traits, motivations, and example careers. The document encourages taking a social styles survey to determine one's preferred style and provides exercises to help participants understand how to identify different styles and adapt teaching methods to cater to all styles.
This document discusses different personality styles and how to better understand relationships. It identifies four main styles: Driver, Expressive, Amiable, and Analytical. Each style has different traits in terms of assertiveness and responsiveness. Understanding one's own style and flexing to accommodate others' styles is key to building good relationships. People have backup styles that emerge under stress, and it's important to manage stress and avoid important decisions during backup states. Flexing one's behavior is recommended to improve relationships when they are not going well.
This document provides information on understanding behavioral styles and developing relationships. It discusses assessing one's own and others' behaviors, communicating effectively based on behavioral needs, and building on strengths. Various behavioral tendencies are described, such as assertiveness, responsiveness, social styles, and adaptive behaviors. Guidance is offered on adapting approaches based on different styles, including focusing discussions on specifics for analytical styles, jointly working to find common ground for amiable styles, and demonstrating helpfulness for expressive styles.
A quick overview of the effective Social Styles model. Increase group performance by learning how to deal with Analysers, Drivers, Amiables and Expressives.
This document discusses social styles and gender differences in communication. It introduces four social styles - analytical, amiable, driver, and expressive - which are based on levels of assertiveness and responsiveness. Each person has a dominant style that can be flexed to communicate more effectively with others. The document also explores existing research on gender differences in areas like the use of talk, humor, conflict resolution, interruptions, and gossip, noting these as cultural differences rather than hard rules. Understanding social styles and gender differences can help improve communication skills.
The document discusses personal communication styles and how to identify them. It identifies four main styles: Driver, Expressive, Amiable, and Analytical. Each style has different levels of assertiveness and responsiveness. Under stress, people may adopt "backup" styles that are different from their primary style. Understanding different styles helps build good relationships and allows people to adapt when interacting with others of different styles.
Universal self perception social style & versatility profileAzvantageLLC
The Universal SOCIAL STYLE Self-Perception Profile uses a self-completed online questionnaire to measure a person’s own view of his or her SOCIAL STYLE and Versatility. An electronic profile is immediately generated that explains the results and provides guidance about effectively applying SOCIAL STYLE. The Improving Personal Effectiveness with Versatility (IPEV) Concepts Guide is included with the profile.
1. Communication styles refer to patterns of behavior that others can observe in how people communicate. Understanding one's own style and the styles of others can improve self-awareness, relationships, and team effectiveness.
2. There are four main communication styles based on two dimensions: dominance (assertiveness) and sociability (expressiveness). The four styles are emotive, director, reflective, and supportive.
3. Being able to flex one's natural communication style to match others' styles, known as style flexing, can help build rapport and constructive relationships. Style flexing should be done sincerely rather than rigidly conforming to a label.
Managerial self perception social style & versatility profileAzvantageLLC
The Managerial SOCIAL STYLE&; Self-Perception Profile measures the manager’s SOCIAL STYLE & Versatility using self-completed online questionnaires. This report is unique to managers and is written from a manager’s perspective and is scored against managerial norms.
This document discusses personal styles and how to identify them. It describes four main styles: Drivers, Expressives, Amiables, and Analyticals. Each style has tendencies in terms of assertiveness and responsiveness. The document provides tips on how to identify a person's style based on observable behaviors. It also discusses how styles behave under stress and tips for flexing your own style to build better relationships with others who have different styles. Flexing involves tailoring your behavior to better fit with others' styles through identifying styles, planning changes, applying those changes, and evaluating the process and outcome. The document provides specific suggestions for how each style can flex to the other styles.
The document discusses how understanding communication styles using the SOCIAL STYLE model can enhance negotiations based on the principles from the book Getting to Yes. It describes how SOCIAL STYLE helps negotiators understand their own and others' communication preferences, allowing them to focus on interests rather than positions. It provides examples of how different social styles may behave in negotiations and stresses the importance of versatility, empathy, listening and relationship building for achieving mutually beneficial outcomes.
This document discusses different social styles - the driver, expressive, amiable, and analytical - and provides tips for selling to each style. The driver is task-oriented and likes challenges, so presentations should be short, clear, and to the point. The expressive is intuitive and likes to talk, so open-ended questions should be asked. The amiable values relationships, so a personal approach focusing on understanding feelings works best. The analytical prefers facts and logic, so detailed presentations with visual aids and summary closes are recommended when selling to this style.
The document provides an overview of various models for understanding people's styles, including Social Styles, Myers-Briggs Type Indicator (MBTI), DISC behavioral styles, Herrmann Brain Dominance Instrument (HBDI) thinking styles, and Neuro-Linguistic Programming (NLP) representational systems. It describes each model's categories and applications for improving communication and relationships. The document also references research supporting the models and provides contact information for additional resources.
This document discusses adapting your sales style to different social styles. It introduces the four social styles - analytical, expressive, amiable, and driver. For each style, it provides characteristics and recommendations on how to best adapt your selling approach to be most effective. The goal is to establish rapport, decrease tension, and be seen positively by understanding and meeting the different needs of each social style. It encourages salespeople to utilize these principles to improve their close ratios and become better at adapting their style.
Each of the four unique DiSC styles responds differently when faced with conflict.
The better you know how your employees or coworkers will respond to conflict, the better prepared you will be to resolve it.
The document discusses communication styles, describing them as the interaction between individuals through their behaviors. It identifies two dimensions that define an individual's communication style: dominance, referring to their tendency to take charge or be assertive, and sociability, referring to their tendency to seek social relationships and enjoy interactions. The document presents models that place people on continua for dominance and sociability, describing the tendencies of those who are low or high on each dimension. It then provides descriptions of four common communication styles - supportive, director, emotive, and reflective - based on an individual's placement on the dominance and sociability continua.
Diversity is a critical issue for organizations. To devalue and exclude employees because they are different is to also place limitations on their contributions and ability to grow. At its best, diversity is a business strategy that has been shown to increase an organization’s ability to achieve better bottom-line performance and sustain its growth and prosperity.
This presentation will guide you to achieve greater self-awareness, to develop more effective interpersonal relations, to develop greater sensitivity to and tolerance for other’s styles
This document provides an overview of negotiation strategies and techniques. It discusses key factors such as understanding your best alternative, building rapport, exploring the other party's interests, and using tactics like anchoring. The document also covers gender differences in negotiation, advanced tactics like managing time pressure, and emphasizes the importance of practice to improve negotiation skills.
In this presentation, Birgit introduces the topic of communication styles, while putting it into context of our profession. She will show how you can identify our own style and that of others and how that helps to be heard by various stakeholders during the process. She will explain the different communication and behavioral needs, and why you need to be able to flex our own style to that of others: this helps you to avoid conflicts, it increases your impact on projects, and it will also contribute to a prosperous work environment.
60 minutes session
The document provides an overview of the Dynamic Communication seminar which teaches behavioral styles using the DISC model. It describes the four factors of DISC - Dominance, Influence, Steadiness, Compliance - and how understanding one's own style and adapting to others' styles improves communication, understanding, and relationships. Case studies are presented to have participants practice recognizing styles based on behaviors and preferences described.
The document discusses best practices for conducting effective focus groups. It emphasizes the importance of managing both the task/content of the focus group as well as relationships with respondents. Some key points covered include creating a safe environment, keeping respondents focused, understanding different communication and relationship styles, using techniques to keep the group engaged for the full session, and strategies for summarizing and clarifying responses.
This abridged version, made up of select slides from my other presentations, was specially made for the executives of LIC, Hyderabad Division. You are requested to view the full versions of the other presentations, available here.
This document discusses improving personal effectiveness in a corporate environment. It covers various temperament types and how to make the most of one's temperament. It also discusses effective communication, emotional intelligence, time management, managing stress, workplace etiquette, and developing emotional skills. The overall message is that personal effectiveness starts from within by knowing oneself and one's strengths, building relationships, and following through on commitments.
A quick overview of the effective Social Styles model. Increase group performance by learning how to deal with Analysers, Drivers, Amiables and Expressives.
This document discusses social styles and gender differences in communication. It introduces four social styles - analytical, amiable, driver, and expressive - which are based on levels of assertiveness and responsiveness. Each person has a dominant style that can be flexed to communicate more effectively with others. The document also explores existing research on gender differences in areas like the use of talk, humor, conflict resolution, interruptions, and gossip, noting these as cultural differences rather than hard rules. Understanding social styles and gender differences can help improve communication skills.
The document discusses personal communication styles and how to identify them. It identifies four main styles: Driver, Expressive, Amiable, and Analytical. Each style has different levels of assertiveness and responsiveness. Under stress, people may adopt "backup" styles that are different from their primary style. Understanding different styles helps build good relationships and allows people to adapt when interacting with others of different styles.
Universal self perception social style & versatility profileAzvantageLLC
The Universal SOCIAL STYLE Self-Perception Profile uses a self-completed online questionnaire to measure a person’s own view of his or her SOCIAL STYLE and Versatility. An electronic profile is immediately generated that explains the results and provides guidance about effectively applying SOCIAL STYLE. The Improving Personal Effectiveness with Versatility (IPEV) Concepts Guide is included with the profile.
1. Communication styles refer to patterns of behavior that others can observe in how people communicate. Understanding one's own style and the styles of others can improve self-awareness, relationships, and team effectiveness.
2. There are four main communication styles based on two dimensions: dominance (assertiveness) and sociability (expressiveness). The four styles are emotive, director, reflective, and supportive.
3. Being able to flex one's natural communication style to match others' styles, known as style flexing, can help build rapport and constructive relationships. Style flexing should be done sincerely rather than rigidly conforming to a label.
Managerial self perception social style & versatility profileAzvantageLLC
The Managerial SOCIAL STYLE&; Self-Perception Profile measures the manager’s SOCIAL STYLE & Versatility using self-completed online questionnaires. This report is unique to managers and is written from a manager’s perspective and is scored against managerial norms.
This document discusses personal styles and how to identify them. It describes four main styles: Drivers, Expressives, Amiables, and Analyticals. Each style has tendencies in terms of assertiveness and responsiveness. The document provides tips on how to identify a person's style based on observable behaviors. It also discusses how styles behave under stress and tips for flexing your own style to build better relationships with others who have different styles. Flexing involves tailoring your behavior to better fit with others' styles through identifying styles, planning changes, applying those changes, and evaluating the process and outcome. The document provides specific suggestions for how each style can flex to the other styles.
The document discusses how understanding communication styles using the SOCIAL STYLE model can enhance negotiations based on the principles from the book Getting to Yes. It describes how SOCIAL STYLE helps negotiators understand their own and others' communication preferences, allowing them to focus on interests rather than positions. It provides examples of how different social styles may behave in negotiations and stresses the importance of versatility, empathy, listening and relationship building for achieving mutually beneficial outcomes.
This document discusses different social styles - the driver, expressive, amiable, and analytical - and provides tips for selling to each style. The driver is task-oriented and likes challenges, so presentations should be short, clear, and to the point. The expressive is intuitive and likes to talk, so open-ended questions should be asked. The amiable values relationships, so a personal approach focusing on understanding feelings works best. The analytical prefers facts and logic, so detailed presentations with visual aids and summary closes are recommended when selling to this style.
The document provides an overview of various models for understanding people's styles, including Social Styles, Myers-Briggs Type Indicator (MBTI), DISC behavioral styles, Herrmann Brain Dominance Instrument (HBDI) thinking styles, and Neuro-Linguistic Programming (NLP) representational systems. It describes each model's categories and applications for improving communication and relationships. The document also references research supporting the models and provides contact information for additional resources.
This document discusses adapting your sales style to different social styles. It introduces the four social styles - analytical, expressive, amiable, and driver. For each style, it provides characteristics and recommendations on how to best adapt your selling approach to be most effective. The goal is to establish rapport, decrease tension, and be seen positively by understanding and meeting the different needs of each social style. It encourages salespeople to utilize these principles to improve their close ratios and become better at adapting their style.
Each of the four unique DiSC styles responds differently when faced with conflict.
The better you know how your employees or coworkers will respond to conflict, the better prepared you will be to resolve it.
The document discusses communication styles, describing them as the interaction between individuals through their behaviors. It identifies two dimensions that define an individual's communication style: dominance, referring to their tendency to take charge or be assertive, and sociability, referring to their tendency to seek social relationships and enjoy interactions. The document presents models that place people on continua for dominance and sociability, describing the tendencies of those who are low or high on each dimension. It then provides descriptions of four common communication styles - supportive, director, emotive, and reflective - based on an individual's placement on the dominance and sociability continua.
Diversity is a critical issue for organizations. To devalue and exclude employees because they are different is to also place limitations on their contributions and ability to grow. At its best, diversity is a business strategy that has been shown to increase an organization’s ability to achieve better bottom-line performance and sustain its growth and prosperity.
This presentation will guide you to achieve greater self-awareness, to develop more effective interpersonal relations, to develop greater sensitivity to and tolerance for other’s styles
This document provides an overview of negotiation strategies and techniques. It discusses key factors such as understanding your best alternative, building rapport, exploring the other party's interests, and using tactics like anchoring. The document also covers gender differences in negotiation, advanced tactics like managing time pressure, and emphasizes the importance of practice to improve negotiation skills.
In this presentation, Birgit introduces the topic of communication styles, while putting it into context of our profession. She will show how you can identify our own style and that of others and how that helps to be heard by various stakeholders during the process. She will explain the different communication and behavioral needs, and why you need to be able to flex our own style to that of others: this helps you to avoid conflicts, it increases your impact on projects, and it will also contribute to a prosperous work environment.
60 minutes session
The document provides an overview of the Dynamic Communication seminar which teaches behavioral styles using the DISC model. It describes the four factors of DISC - Dominance, Influence, Steadiness, Compliance - and how understanding one's own style and adapting to others' styles improves communication, understanding, and relationships. Case studies are presented to have participants practice recognizing styles based on behaviors and preferences described.
The document discusses best practices for conducting effective focus groups. It emphasizes the importance of managing both the task/content of the focus group as well as relationships with respondents. Some key points covered include creating a safe environment, keeping respondents focused, understanding different communication and relationship styles, using techniques to keep the group engaged for the full session, and strategies for summarizing and clarifying responses.
This abridged version, made up of select slides from my other presentations, was specially made for the executives of LIC, Hyderabad Division. You are requested to view the full versions of the other presentations, available here.
This document discusses improving personal effectiveness in a corporate environment. It covers various temperament types and how to make the most of one's temperament. It also discusses effective communication, emotional intelligence, time management, managing stress, workplace etiquette, and developing emotional skills. The overall message is that personal effectiveness starts from within by knowing oneself and one's strengths, building relationships, and following through on commitments.
Active Listening, Questioning Skills & Coaching ConversationsMostafa Ewees
The document discusses active listening skills, questioning techniques, and the GROW coaching model. It defines active listening as focusing attention on the speaker to improve understanding. The 4 steps of active listening are outlined. Open, closed, and probing questions are defined and their uses explained. The GROW model is introduced as a structure for coaching conversations, with the stages of Goal, Reality, Options, and Wrap-up described. Activities to practice these skills are proposed.
This document provides a behavioral style report for William Bell based on his scores on tests measuring Ego Drive and Empathy. William's primary behavioral style is Performer, as he scored high on both Ego Drive and Empathy. Performers are persuasive, creative leaders who influence others through action-oriented solutions. While William is outgoing and enjoys relationships, he could improve by asking more questions to understand others' needs and slowing down his pace to not overwhelm more methodical styles like Thinkers. The report provides tips on how William can adapt his natural Performer style to communicate effectively with the other styles.
The document provides an overview of successful negotiating techniques. It begins by defining negotiation and outlining the key elements of successful negotiation, including trust, communication, understanding people's emotions, and assessing bargaining power. It then describes 8 steps to successful negotiating, preparing to negotiate by understanding yourself and others, and focusing on interests rather than positions. The document concludes by discussing strategies for handling difficult negotiations, such as dealing with objections and saying no.
HRDQ-U Webinar - How You Come Across to Others - 2018-12-17HRDQ-U
This document outlines a training session on influence styles. It will explore why influence is an important skill, define influence style, and review four common styles: openly aggressive, concealed aggressive, passive, and assertive. For each style, the document describes indicators like thoughts, emotions, verbal and nonverbal behavior, costs and benefits. It emphasizes that no one exhibits only one style and influence involves understanding others' perspectives. The goal is to help participants recognize styles and work towards assertive, win-win communication.
The document discusses the importance of interpersonal skills in the modern workplace. It notes that today's work requires strong networking abilities as family structures change, coworkers rotate frequently, and hierarchies flatten. Developing interpersonal skills like communication, empathy, self-awareness, and conflict management is essential for effective teamwork and career success. The document provides tips for improving skills like assertive communication, active listening, and resolving conflicts constructively.
The document discusses important communication skills that leaders should practice in an organization. It emphasizes active listening skills such as focusing on understanding others rather than just hearing, paraphrasing to provide feedback, and asking open-ended questions. Leaders should also provide clear and varied communication through appropriate eye contact, gestures, posture, proximity and vocal tones. Regularly checking for understanding from others and speaking with clarity are also important skills.
This document discusses developing effective communication skills. It covers basic communication principles like ensuring the message is received clearly. It discusses the communication trilogy of giving and gathering good information and building trust. It also covers developing assertive communication skills, active listening skills, and handling feedback and criticism constructively. The overall message is that effective communication is key to building productive relationships and avoiding issues like reduced productivity or damaged reputations.
This document provides an overview of personal development and related topics. It discusses the importance of personal development as a lifelong process to assess skills, set goals, and maximize potential. Key points include:
- Personal development benefits the individual, their academics, social skills, and professional career.
- Effective goal setting involves writing goals down, making them visible, breaking them down into steps, developing a plan, and keeping perspective when challenges arise.
- Impression management is the process of controlling information to influence how others perceive you, through techniques like suppressing emotions and conforming to social norms.
- Communication skills like active listening, effective questioning, giving and receiving feedback, and assertive communication are important for personal
Creating Resilient Nonprofit Staff from the Inside/OutBeth Kanter
The document provides an agenda and materials for a staff training workshop on developing resilience from the inside out. The workshop covers topics like self-awareness, social styles, listening skills, empowering questions, and peer coaching. Participants learn about their own communication styles, practice reflective listening techniques, and do role plays asking empowering questions and coaching peers. The goal is for staff to gain insights into how to better communicate, support each other, and build resilience both individually and collectively.
This document summarizes a sales skills symposium and workshop on assertiveness. It defines assertiveness as being self-assured without aggression. The workshop objectives are to introduce assertive skills and techniques, provide practice and feedback, and develop action plans. It discusses the continuum of human behavior and contrasts passive, aggressive, and assertive behaviors and communication styles. Examples and guidelines are provided for assertive techniques like broken record, agreeing with others, direct communication, and using "I" statements. Case studies and practice scenarios allow participants to apply these skills. The document concludes with action planning to adopt a more assertive personality.
Shawn Kesling's DISC personality profile indicates a primary Dominant style with secondary Inspiring and Supportive traits, known as a D/IS blend. Some key points:
- Shawn is driven to motivate and influence others toward accomplishing goals.
- Strengths include high energy, cooperation, vision, handling multiple tasks and people, and making decisions.
- Potential blind spots could include a lack of detailed planning, lack of tact at times, ignoring others' opinions when trying to influence them, and acting before thinking things through.
- In communication, Shawn tends to get to the point quickly and persuasively while also enjoying discussion of ideas, but may grow impatient if not moving
Interpersonal skills & entrepreneur by muhammad shahbaz atishM Shahbaz Atish
Interpersonal Skills presented by Muhammad shahbaz Atish
Interpersonal Skills is intended to provide the basis for class discussion and relatively effective and ineffective situation of a management and personality developments . This slide can be use in modules on decision making, relationship of management, learning and performance.
The skills used by a person to properly interact with others. In the business domain,
the term generally refers to an employee's ability to get along with others while getting the job done.
Interpersonal skills include everything from communication and listening skills to attitude and deportment.
Good interpersonal skills are a requirement for many positions in an organization.
COMMUNICATION IN THE WORKPLACE - BASIC CVQ SKILLSShashiDwarkah1
The document provides information about a training on effective communication in the workplace. It introduces the two facilitators, Brenda Watkins and Celeste Fenton, and provides details about their educational and professional backgrounds. It then outlines the agenda for the training, which covers developing awareness of personal communication styles, listening skills, expressing oneself clearly, and understanding the impact of emotions. The training aims to help participants improve their communication abilities and resolve issues around interpersonal interactions.
Becoming transformational leaders requires consistent examination of how to become your best self. Learn collaborative communication techniques, gain perspective of peers on your engagement skills and strengthening your emotional intelligence to better engage team members and excel in the workplace.
What’s My Communication Style: How to Get Along with (Almost) AnyoneHRDQ-U
Effective communication is the very lifeblood of any organization. If communication is not clear and persuasive between managers and employees, and employees and customers, then other vital goals are forever out of reach. Say goodbye to your aspirations for successful leadership, teamwork, customer service, or even the ability to execute a coherent business strategy.
If you want to bring about meaningful improvements in communication skills, the best way to begin is to build a better understanding of personal communication styles and their effects on other people. What’s My Communication Style? is a proven training assessment that identifies an individual’s dominant communication style – Direct, Spirited, Considerate, or Systematic – and the communication behaviors that distinguish it.
Similar to Daley Social Styles ACMP Conference (20)
What’s My Communication Style: How to Get Along with (Almost) Anyone
Daley Social Styles ACMP Conference
1. 1
How to Influence Difficult People and Smile
While Doing It
Emotive
Reserved
Inquire Advocate
Objective
Precise
Thorough
Detailed
Rational
Controlled
Decisive
Tough
Candid
Efficient
Results-
oriented
Pragmatic
Supportive
Empathic
Loyal
Group-oriented
Team focus
Sharing
Creative
Enthusiastic
Humorous
Energetic
Focus on vision
Promoter
Relater
DirectorAnalyzer
Expresser
2. How to Influence Difficult
People and Smile While
Doing It!
Dee Daley , Atlanta, GA Independent Consultant
Please Don’t get comfy…You
will be moving soon
3. 3
Move To Your Assertiveness
Location
Inquire
Assertiveness Orientation
ASK TELL
Stand where you
feel you are on
the Assertiveness
orientation
continuum
5. About Dee …
Dee is NOT certified in:
A. Authentic Happiness
B. Six Sigma Black Belt
C. Scuba Diving
D. Prosci ADKAR
Dee did NOT work at:
A. GE
B. ATT
C. Home Depot
D. SunTrust Bank
5
7. For starters…
•Move fast and hit highlights.
•After session, see toolkit for details
•I am not a psychologist… I am a practitioner of this
information
•Be engaged...have fun!
7
8. References
8
Material is based on the work of Dr. David
Merrill and Roger H. Reid and Robert Bolton
& Dorothy Grover Bolton
9. what we are doing
1.
Overview
of Social
Styles
2.
Identify your
predominant
Social Style
3
Discuss
your issues
& /dislikes
of other
styles
4.
Learn how
to identify
the Social
Style of
others
5.
Practice
the skill of
style flexing
6.
Obtain your
Take Home
Tool Kit
9
10. 10
social styles
The name we give to the patterns of behaviors that others can observe
is Social Styles.
Your style is what others see, hear and observe when they interact
with you. ..the tip of the iceberg.
Behavior based theory – not a psychological profile
11. 11
What % of the people important to your success
are different than you?
12. 12
3 out of 4 people
differ from you…
• Plan differently
• Are motivated for different reasons
• Differ in willingness to take risks
• Make use of time differently
• Make decisions differently
• Handle stress differently
15. How to identify your social style?
15
Two behavioral variables or dimensions:
•Assertiveness (Action Orientation) the degree to which a
person's behaviors are seen by others as forceful or directive.
•Responsiveness (Emotion Orientation) the degree to which
a person's behaviors are seen by others as emotionally
controlled.
21. Social styles in a nutshell
• There are four social styles, none of which are better or
worse than any of the other styles
• US population is evenly divided among the styles
• We are all four style people
• Each of us has a dominant style
21
23. Identify Social styles: assertiveness
orientation
Left of the Line Behavior Right of the Line
Ask/Inquire More Ask versus Tell Tell/Advocate More
Lower Energy level Higher
Less Gestures More
Slower Pace of movement Quicker
Slower Speech speed Rapid
Talk less Amount of talking Talk more
Softer Speech volume Louder
More Deliberate Decision making Quicker
Less direct, less
forceful
Expressing opinions More direct and
forceful
Lean back Posture Lean toward people
23
24. Identify social styles: responsiveness
orientation
Below the Line Behavior Above the Line
More reserved Emote Emote more than others
Less disclosing Express feeling More open
Less Facial expressions More
Ideas, things and tasks Focus People
More formal Dress More casual
Alone Working preference With others
Less comfortable Small talk Comfortable, use more
antidotes and stories
Structured Use of time Less structured in use of
time
Controlled Gestures Animated
24
25. 25
Which style is best for
business success?
Source: Bolten and Bolten Social Style Management Style, Developing Productive Work Relationships
26. 26
Which style is best for
business success?
Different management styles can produce the same favorable results
Source: Bolten and Bolten Social Style Management Style, Developing Productive Work Relationships
27. 27
What correlates with business success ?
Versatility: The extra
dimension
The ability to modify/flex
your style to opposite
styles when some tension
may exist.
28. 1.
Overview
of Social
Styles
2.
Identify your
predominant
Social Style
3
Discuss
your issues
& /dislikes
of other
styles
4.
Learn how
to identify
the Social
Style of
others
5.
Practice
the skill of
style flexing
6.
Obtain your
Take Home
Tool Kit
A gift you can “open” immediately
28
29. 29
Style flexing
Style flex is the temporary adjustment of a few of your behaviors to
make the interaction more comfortable for the other person.
When is it important to style flex ?
30. How to style flex
30
1. Know your dominant style
2. Identify style of other person
3. Identify what behaviors you
will add and subtract
4. Develop your style flex plan
31. 31
A Key to Success- Flex Your Style When you wish to
influence others in who you find difficult
Emotive
Reserved
Ask
DAN
Analyzer
Expresser
Style Flex Plan
Emotive
Reserved
Ask Tell
Relater
Director
Objective of
the meeting
Your Style
Their Style
Assertiveness
Dimension
_________Increase
_________Decrease
_________Same
Responsiveness
Dimension
_________Increase
_________Decrease
_________Same
32. 32
Increase Assertive Dimension
Body:
Erect or lean forward
Increase frequency of eye contact
Voice/Words:
Speak and decide more quickly
More conviction in your delivery
Style flex preparation
Remember the toolkit
Decrease Assertive Dimension
Body:
Lean back
Exhibit less energy
Do not invade their personal space
Less frequency of eye contact
Voice/Words:
Decrease volume/intensity of speech
Listen more
Be less direct
Increase Emotion Dimension
Body:
Use more gestures-make them flowing
Less stiff/relax posture
Respond to feelings with your body language
Voice/Words:
Chit chat
Touch base personally
Respond to feelings
Decrease Emotion Dimension
Body:
Restrain gestures
Be formal
Limit gestures
Voice/Words:
Task oriented/limit chit- chat
Get to the point/stick to it
33. 33
A Key to Success- Flex Your Style When you wish to
influence others in who you find difficult
Emotive
Reserved
Advocat
e/Tell
Ask
DAN
DEE
Analyzer
Expresser
Flex example
Emotive
Reserved
Ask Advocate
Dan
Dee
34. 34
Flexing role play
Scenario:
The project sponsor continues to not be available to the
team. You have met with her previously to gain her
agreement that she will be an active sponsor, However,
she continues to not be available when needed and has
told you she is content with the project’s progress and
does not feel she needs to be heavily engaged.
35. 35
Your Turn To Plan Your Flex
Select a Partner and Share:
1. Identify a person that you find difficult
2. Identify style of other person
3. Identify what behaviors you will add and subtract
4. Discuss your flex plan
Time Per Partner: ____________
Switch Partners
37. 37
How will this help you and your teams
influence better?
What will you do differently?
37
Thank You
Have a safe trip home
deedaley@Yahoo.com
38. ¾’s of the People with Whom You Work:
•Work differently from you when in groups
•Plan differently when with others
•Are motivated for different reasons
•Differ in willingness to take risks
•Make use of time differently
•Make decisions differently
•Manage accounts differently
39. Social Styles: Typical Reactions to
Stress
Over-
comprimising
Avoids
confrontation
Perfectionist
Opinionated
Over-committed
Rigid
Unrelenting
Data driven
Domineering
Impatient
Attack
ADVOCATE
RESERVED
EMOTIVE
INQUIRE
RELATER
ANALYZER
EXPRESSER
DIRECTOR
STRESS REACTIONS