This document outlines the objectives and content of a session on understanding and using social styles. The objectives are to:
1) Gain an understanding of the social style model
2) Determine one's own social style through a self-assessment
3) Learn how one's own behavior is viewed by others and how to interact effectively with different styles
The document introduces key concepts like behaviors, personality, the four social styles according to levels of assertiveness and responsiveness, and strategies for improving interactions and versatility. Self-assessments are used to determine one's own social style and versatility. Activities are designed to help participants apply the concepts.
This document discusses behavioral styles and how understanding one's own style and the styles of others can improve communication and relationships. It identifies four main styles: Doves (relationship-oriented), Eagles (results-oriented), Owls (detail-oriented), and Peacocks (socially-oriented). The objectives are to discover one's own style, learn how to adjust style when working with others, understand commonalities within styles and how styles influence actions. It provides descriptions of how each style behaves in stressful situations and what each style needs, as well as tips on identifying styles, listening, adjusting style, and improving communication.
The document discusses effective communication. It defines communication and describes the communication process. It lists qualities of effective communication such as being clear, concise, and credible. Barriers to communication include language differences, attitudes, and lack of interest. The document provides tips for planning messages, such as considering the purpose and audience, and techniques for effective speaking including clarity, eye contact, and varying tone and pitch.
This document outlines different types of nonverbal communication including gestures, proxemics, haptics, chronemics, paralanguage, colors, flowers, and facial expressions. It discusses how elements like tone of voice, personal space, touch, time, and appearance can convey messages and influence how information is received, with important cultural and gender influences. Nonverbal cues like gestures are also described in categories such as emphasizing, regulating, illustrating, and emblems.
The document discusses communication and listening. It defines communication as the process of sending and receiving verbal and non-verbal messages to achieve understanding. It notes that 55% of communication impact comes from body language. The document then discusses listening, defining it as absorbing words and meanings. It describes types of listening including active listening and passive listening. It outlines barriers to effective listening and techniques for overcoming them such as maintaining eye contact and asking open-ended questions. Finally, it provides tips for listening including creating an atmosphere with few distractions and monitoring body language.
This document discusses nonverbal communication. It defines nonverbal communication and lists four types: personal, cultural, universal, and unrelated. It identifies seven aspects of nonverbal behavior: body movement, physical characteristics, touching behavior, vocal qualities (paralanguage), space (proximity), artifacts, and environment. The document emphasizes that nonverbal communication provides additional context to the verbal message and can reveal a sender's true feelings.
This document discusses non-verbal communication and cultural differences in gestures. It notes that 55% of communication is non-verbal, including body language, paralanguage, and space language. Humans can produce over 700,000 signs with their face and body. Gestures and postures can vary significantly between cultures. For example, the "OK" sign means different things in different countries. The document emphasizes that non-verbal communication is important for conveying emotions and beliefs beyond words.
This document discusses behavioral styles and how understanding one's own style and the styles of others can improve communication and relationships. It identifies four main styles: Doves (relationship-oriented), Eagles (results-oriented), Owls (detail-oriented), and Peacocks (socially-oriented). The objectives are to discover one's own style, learn how to adjust style when working with others, understand commonalities within styles and how styles influence actions. It provides descriptions of how each style behaves in stressful situations and what each style needs, as well as tips on identifying styles, listening, adjusting style, and improving communication.
The document discusses effective communication. It defines communication and describes the communication process. It lists qualities of effective communication such as being clear, concise, and credible. Barriers to communication include language differences, attitudes, and lack of interest. The document provides tips for planning messages, such as considering the purpose and audience, and techniques for effective speaking including clarity, eye contact, and varying tone and pitch.
This document outlines different types of nonverbal communication including gestures, proxemics, haptics, chronemics, paralanguage, colors, flowers, and facial expressions. It discusses how elements like tone of voice, personal space, touch, time, and appearance can convey messages and influence how information is received, with important cultural and gender influences. Nonverbal cues like gestures are also described in categories such as emphasizing, regulating, illustrating, and emblems.
The document discusses communication and listening. It defines communication as the process of sending and receiving verbal and non-verbal messages to achieve understanding. It notes that 55% of communication impact comes from body language. The document then discusses listening, defining it as absorbing words and meanings. It describes types of listening including active listening and passive listening. It outlines barriers to effective listening and techniques for overcoming them such as maintaining eye contact and asking open-ended questions. Finally, it provides tips for listening including creating an atmosphere with few distractions and monitoring body language.
This document discusses nonverbal communication. It defines nonverbal communication and lists four types: personal, cultural, universal, and unrelated. It identifies seven aspects of nonverbal behavior: body movement, physical characteristics, touching behavior, vocal qualities (paralanguage), space (proximity), artifacts, and environment. The document emphasizes that nonverbal communication provides additional context to the verbal message and can reveal a sender's true feelings.
This document discusses non-verbal communication and cultural differences in gestures. It notes that 55% of communication is non-verbal, including body language, paralanguage, and space language. Humans can produce over 700,000 signs with their face and body. Gestures and postures can vary significantly between cultures. For example, the "OK" sign means different things in different countries. The document emphasizes that non-verbal communication is important for conveying emotions and beliefs beyond words.
This document defines and provides examples of different forms of non-verbal communication, including kinesics, proxemics, chronemics, and paralinguistics. Kinesics includes body language and gestures like facial expressions and eye contact that convey specific meanings. Proxemics refers to the study of space in communication and the cultural norms around personal distances. Chronemics examines how the use of time communicates meanings between cultures. Paralinguistics studies non-verbal clues like volume, speed, and tone of voice.
This document contains the slides from a presentation on communication skills and self-esteem given by V. Vijayamohan. The presentation covers topics such as defining communication, facts about communication, common communication problems, effective communication processes, and connecting with listeners. It provides examples and tips on active listening, answering questions, empathy, marketing oneself, and communicating with subordinates.
Hi this is John Smith from ABC Company. I was hoping to speak with Mr X regarding
some new productivity tools we have developed. Could you please let him know I am calling?
This document discusses body language and non-verbal communication. It states that non-verbal communication accounts for 65% of social communication. It describes different aspects of body language including posture, gestures, facial expressions and personal appearance. Poor posture can indicate low spirits while good posture conveys confidence. Gestures help clarify and reinforce verbal messages. Certain gestures and mannerisms can signal emotions like boredom, impatience or indecision. Overall body language provides important cues about a person's attitudes, feelings and level of comfort.
This document provides guidance on building rapport with customers by phone. It emphasizes analyzing the customer's communication style, introducing yourself even on transfers, responding with empathy to complaints, using an appropriate calm tone, and following call procedures like opening and closing properly. Key recommendations include empathizing with the customer, not sounding rushed or disengaged, and using polite words and a friendly tone to resolve issues and make customers feel happy.
This document provides an overview of non-verbal communication. It discusses the types of non-verbal communication including kinesics, proxemics, paralanguage, artifacts, chronemics, and tactilics. Some key points made are that over 65% of social meaning is communicated non-verbally and that tone, pitch, volume, and other paralinguistic features convey 93% of a message's effect. Specific examples of non-verbal behaviors are also examined, such as facial expressions, gestures, body language, personal space and its implications. Overall, the document aims to introduce various aspects of non-verbal signals and cues in social interactions.
This document discusses nonverbal communication (NVC), which includes body motions, vocal qualities, personal space management, and self-presentation. It notes that over 90% of communication is nonverbal. Body motions include eye contact, facial expressions, gestures, and posture. Vocal qualities include pitch, volume, rate, and quality. Self-presentation involves clothing, grooming, touch, and time management. Personal space or proxemics refers to the distances people maintain between themselves and others in social interactions. The document provides examples and cultural differences for many nonverbal communication channels.
This document provides information about body language and its importance in business communication. It discusses that body language is non-verbal communication through body movements and gestures, and that people remember visual cues more than words. Some key points made include:
- Facial expressions and body language can communicate attitudes and emotions more clearly than words.
- Nonverbal cues like body language and facial expressions are often believed over contradictory verbal communication.
- Common body language signals and their potential interpretations are described, like crossed arms indicating defensiveness.
- Guidelines for effective body language include making eye contact, nodding, relaxing shoulders, and using hand gestures confidently.
Empathizing for greater customer satisfactionAbhishek Mitra
Ā
In this presentation, I have explained why empathising is necessary for improved customer service. Not only that, the presentation also highlights various ways by which we can induct it into our customer service reps.
Self-confidence is essential for success and helps people believe in their abilities to overcome challenges. Body language gives clues about a person's confidence level. Adopting confident body language such as standing up straight, making eye contact, walking quickly, and smiling can help improve self-confidence and effectiveness in relationships. The document provides tips for displaying open, relaxed body language to convey trustworthiness and confidence.
what is non-verbal communication ?
categories of non-verbal communication
relation between verbal & non-verbal communication
importance of non verbal communication
elements & code of non-verbal communication
how to improve non-verbal communication
This document discusses communication skills and nonverbal communication. It defines communication and its components. It then describes the different types of communication, focusing on nonverbal communication which accounts for 70% of communication. The document outlines various components of nonverbal communication including body language, facial expressions, gestures, eye contact, posture, distance, and tone of voice. It provides examples of interpreting some nonverbal cues and behaviors that should be avoided.
This document discusses the importance of business attire and provides guidelines for different levels of business dress, from casual to formal. It explains that business attire is the clothing worn in professional settings and can vary depending on factors like the office environment or type of meeting. The document then outlines appropriate clothing options and considerations for different dress codes, ranging from casual clothing suitable for informal offices to formal business wear reserved for important events. It concludes by providing some tips, such as paying attention to how others in the desired position dress and ensuring attire is appropriate to the setting.
The document provides office etiquette tips for recent graduates, including tips for personal etiquette, cell phone etiquette, email etiquette, social networking etiquette. Some key points include: when meeting someone, always rise, smile, and make eye contact; shake hands firmly but not too hard; professional ringtones and avoiding cell phone use in meetings; keeping emails brief, professional, and avoiding gossip; and being careful when posting on social media since employers monitor profiles. The conclusion emphasizes appearing confident externally even when feeling nervous internally, asking questions when unsure, and being calm and collected in any situation.
Este documento trata sobre la calidad del servicio. En menos de 3 oraciones:
1) Define la calidad del servicio como el grado en que el servicio satisface las necesidades del consumidor y exceder sus expectativas.
2) Explica que la percepciĆ³n de la calidad del servicio depende del cliente, no del proveedor, y que es importante obtener retroalimentaciĆ³n de los clientes.
3) Describe tres sistemas bĆ”sicos para la prestaciĆ³n de servicios que involucran interacciones entre personas, productos o ambos.
The document provides tips for successful telephone selling including having a positive mental attitude and preparation. It emphasizes focusing on benefits for the customer by using statements about making or saving money, saving time, or reducing effort. It also recommends using affirmative words on the telephone and not wasting time by calling back potential customers. Both advantages like flexibility and disadvantages like impersonal nature of telephone calls are noted. Clear speech and using word pictures to replace visual cues are also suggested.
Communication skills & selling skillsAafreen Ahmed
Ā
This document discusses communication skills and selling skills. It defines communication and outlines the communication process. It describes elements of non-verbal and verbal communication. The document then discusses advanced communication skills, including how the brain processes information and forms internal maps. It also outlines basic and advanced communication skills. The document then defines selling and describes the steps in the selling process. It discusses types and methods of selling. It outlines selling skills required at different stages of the sales process and how to handle objections and close sales. The document concludes by discussing providing after-sales service, making suggestions to customers, and building long-term customer relationships.
What to prepare before selection- my recruitment checklistMeda Corovei
Ā
The document outlines a recruitment checklist with sections on planning, promotion, selection, and induction. It includes questions to determine if profiles, HR plans, promotion materials, and selection materials are ready. Promotion channels like websites, newspapers, and meetings are identified. Selection stages and materials like application forms, interviews, and assessments are listed. Finally, induction trainings, period, and first meeting are addressed.
The document discusses several aspects of American society and government including:
1) The presidents live in the White House which was built between 1792-1800 and designed by James Hoban. The first president to live there was John Adams.
2) America has a written language used for government laws, taxes, and newspapers as well as books for fun and stories.
3) The US has an upper, middle, and lower social class with the middle class being the largest. The lower class is also quite large.
4) Today food comes from grocery stores stocked with products from around the world like fruits, vegetables, meats, dairy, and bread.
This document defines and provides examples of different forms of non-verbal communication, including kinesics, proxemics, chronemics, and paralinguistics. Kinesics includes body language and gestures like facial expressions and eye contact that convey specific meanings. Proxemics refers to the study of space in communication and the cultural norms around personal distances. Chronemics examines how the use of time communicates meanings between cultures. Paralinguistics studies non-verbal clues like volume, speed, and tone of voice.
This document contains the slides from a presentation on communication skills and self-esteem given by V. Vijayamohan. The presentation covers topics such as defining communication, facts about communication, common communication problems, effective communication processes, and connecting with listeners. It provides examples and tips on active listening, answering questions, empathy, marketing oneself, and communicating with subordinates.
Hi this is John Smith from ABC Company. I was hoping to speak with Mr X regarding
some new productivity tools we have developed. Could you please let him know I am calling?
This document discusses body language and non-verbal communication. It states that non-verbal communication accounts for 65% of social communication. It describes different aspects of body language including posture, gestures, facial expressions and personal appearance. Poor posture can indicate low spirits while good posture conveys confidence. Gestures help clarify and reinforce verbal messages. Certain gestures and mannerisms can signal emotions like boredom, impatience or indecision. Overall body language provides important cues about a person's attitudes, feelings and level of comfort.
This document provides guidance on building rapport with customers by phone. It emphasizes analyzing the customer's communication style, introducing yourself even on transfers, responding with empathy to complaints, using an appropriate calm tone, and following call procedures like opening and closing properly. Key recommendations include empathizing with the customer, not sounding rushed or disengaged, and using polite words and a friendly tone to resolve issues and make customers feel happy.
This document provides an overview of non-verbal communication. It discusses the types of non-verbal communication including kinesics, proxemics, paralanguage, artifacts, chronemics, and tactilics. Some key points made are that over 65% of social meaning is communicated non-verbally and that tone, pitch, volume, and other paralinguistic features convey 93% of a message's effect. Specific examples of non-verbal behaviors are also examined, such as facial expressions, gestures, body language, personal space and its implications. Overall, the document aims to introduce various aspects of non-verbal signals and cues in social interactions.
This document discusses nonverbal communication (NVC), which includes body motions, vocal qualities, personal space management, and self-presentation. It notes that over 90% of communication is nonverbal. Body motions include eye contact, facial expressions, gestures, and posture. Vocal qualities include pitch, volume, rate, and quality. Self-presentation involves clothing, grooming, touch, and time management. Personal space or proxemics refers to the distances people maintain between themselves and others in social interactions. The document provides examples and cultural differences for many nonverbal communication channels.
This document provides information about body language and its importance in business communication. It discusses that body language is non-verbal communication through body movements and gestures, and that people remember visual cues more than words. Some key points made include:
- Facial expressions and body language can communicate attitudes and emotions more clearly than words.
- Nonverbal cues like body language and facial expressions are often believed over contradictory verbal communication.
- Common body language signals and their potential interpretations are described, like crossed arms indicating defensiveness.
- Guidelines for effective body language include making eye contact, nodding, relaxing shoulders, and using hand gestures confidently.
Empathizing for greater customer satisfactionAbhishek Mitra
Ā
In this presentation, I have explained why empathising is necessary for improved customer service. Not only that, the presentation also highlights various ways by which we can induct it into our customer service reps.
Self-confidence is essential for success and helps people believe in their abilities to overcome challenges. Body language gives clues about a person's confidence level. Adopting confident body language such as standing up straight, making eye contact, walking quickly, and smiling can help improve self-confidence and effectiveness in relationships. The document provides tips for displaying open, relaxed body language to convey trustworthiness and confidence.
what is non-verbal communication ?
categories of non-verbal communication
relation between verbal & non-verbal communication
importance of non verbal communication
elements & code of non-verbal communication
how to improve non-verbal communication
This document discusses communication skills and nonverbal communication. It defines communication and its components. It then describes the different types of communication, focusing on nonverbal communication which accounts for 70% of communication. The document outlines various components of nonverbal communication including body language, facial expressions, gestures, eye contact, posture, distance, and tone of voice. It provides examples of interpreting some nonverbal cues and behaviors that should be avoided.
This document discusses the importance of business attire and provides guidelines for different levels of business dress, from casual to formal. It explains that business attire is the clothing worn in professional settings and can vary depending on factors like the office environment or type of meeting. The document then outlines appropriate clothing options and considerations for different dress codes, ranging from casual clothing suitable for informal offices to formal business wear reserved for important events. It concludes by providing some tips, such as paying attention to how others in the desired position dress and ensuring attire is appropriate to the setting.
The document provides office etiquette tips for recent graduates, including tips for personal etiquette, cell phone etiquette, email etiquette, social networking etiquette. Some key points include: when meeting someone, always rise, smile, and make eye contact; shake hands firmly but not too hard; professional ringtones and avoiding cell phone use in meetings; keeping emails brief, professional, and avoiding gossip; and being careful when posting on social media since employers monitor profiles. The conclusion emphasizes appearing confident externally even when feeling nervous internally, asking questions when unsure, and being calm and collected in any situation.
Este documento trata sobre la calidad del servicio. En menos de 3 oraciones:
1) Define la calidad del servicio como el grado en que el servicio satisface las necesidades del consumidor y exceder sus expectativas.
2) Explica que la percepciĆ³n de la calidad del servicio depende del cliente, no del proveedor, y que es importante obtener retroalimentaciĆ³n de los clientes.
3) Describe tres sistemas bĆ”sicos para la prestaciĆ³n de servicios que involucran interacciones entre personas, productos o ambos.
The document provides tips for successful telephone selling including having a positive mental attitude and preparation. It emphasizes focusing on benefits for the customer by using statements about making or saving money, saving time, or reducing effort. It also recommends using affirmative words on the telephone and not wasting time by calling back potential customers. Both advantages like flexibility and disadvantages like impersonal nature of telephone calls are noted. Clear speech and using word pictures to replace visual cues are also suggested.
Communication skills & selling skillsAafreen Ahmed
Ā
This document discusses communication skills and selling skills. It defines communication and outlines the communication process. It describes elements of non-verbal and verbal communication. The document then discusses advanced communication skills, including how the brain processes information and forms internal maps. It also outlines basic and advanced communication skills. The document then defines selling and describes the steps in the selling process. It discusses types and methods of selling. It outlines selling skills required at different stages of the sales process and how to handle objections and close sales. The document concludes by discussing providing after-sales service, making suggestions to customers, and building long-term customer relationships.
What to prepare before selection- my recruitment checklistMeda Corovei
Ā
The document outlines a recruitment checklist with sections on planning, promotion, selection, and induction. It includes questions to determine if profiles, HR plans, promotion materials, and selection materials are ready. Promotion channels like websites, newspapers, and meetings are identified. Selection stages and materials like application forms, interviews, and assessments are listed. Finally, induction trainings, period, and first meeting are addressed.
The document discusses several aspects of American society and government including:
1) The presidents live in the White House which was built between 1792-1800 and designed by James Hoban. The first president to live there was John Adams.
2) America has a written language used for government laws, taxes, and newspapers as well as books for fun and stories.
3) The US has an upper, middle, and lower social class with the middle class being the largest. The lower class is also quite large.
4) Today food comes from grocery stores stocked with products from around the world like fruits, vegetables, meats, dairy, and bread.
This document provides an overview of various aspects of life in the United States, including food supply, social structure, government, religion, arts, technology, and written language. Piggly Wiggly supermarkets and other food sources provide a stable food supply. The government is led by the President who lives in the White House. The US has a diverse range of religions due to its diverse population. Arts are celebrated through venues like the Guggenheim Museum and Broadway theaters. Technology includes devices like the iPad and Xbox, and written language incorporates many languages from around the world.
The government was created in 1789 based on the principle of federalism where power is shared between the federal government and state governments. Since the Civil War, the powers of the federal government have generally expanded.
The document discusses several British holidays including Christmas, New Year's Day, Valentine's Day, Mother's Day, and Easter. For Christmas, people decorate trees, cook special dishes, send postcards, buy gifts, and celebrate with parties. Valentine's Day involves sending cards without signing them so people have to guess who they are from. For Mother's Day, people congratulate and give flowers and small gifts to mothers and other women. Easter includes giving eggs, going to church, cooking special meals, and having guests over.
How the Dodd-Frank Act Affects Practice in IdahoWendy Couture
Ā
The document discusses how the Dodd-Frank Act affects securities law practice in Idaho, including changes to the definition of accredited investor, exemptions for certain securities offerings, and a new "bad actor" disqualification preventing some with criminal histories from participating in private offerings. It also covers how the Act regulates financial professionals and affects public companies in certain areas like executive compensation and mine safety disclosures.
Beelden uit de workshop ZELFDISCIPLINE, gebaseerd om het boek "Niet lullen maar poetsen" door Wim Stuyck.
Meer info over zelfdisicpline op www.wimstuyck.com
This document provides an overview of Apple Inc. including its history, products, vision, and mission. It discusses Apple's founding in 1976, its major products like the Mac, iPad, iPod, and iPhone. It also outlines Apple's vision to provide the best personal computing experience and its mission to be above systems and structures. The document performs a SWOT analysis of Apple's strengths in quality products and loyal customer base as well as weaknesses in high prices. It analyzes competition and substitutes using Porter's Five Forces model.
Martin Lauritsen is a Danish business professional with a Master's degree in International Marketing. He has work experience in consulting, IT support, sales, and project management. He is fluent in Danish, English, and has a basic understanding of German. In his free time, he enjoys outdoor activities like kite surfing and skiing.
The document outlines a programming session that includes discussing Movi's algorithm, having a daily scrum meeting to check in, and going to the office for the session.
This document outlines a student's 14-week plan to complete an advanced media studies portfolio. It includes weekly progress updates summarizing tasks completed and plans for the following week. The portfolio involves creating newspaper advertisements, analyzing local newspapers, designing a newspaper, and evaluating the process. The student took time to thoroughly plan and research each task before implementation to ensure successful completion of the portfolio.
The document introduces 10 products from Thailand being sold by "Supernatural". The items include magnets, key chains of elephants and Karen dolls, aroma flowers, boxes, trays, local clothes, purses and silver bookmarks - all showcasing elements of Thai culture like rice fields, silver handicrafts, flowers, elephants as symbols of Thailand, and styles from different regions. The seller hopes customers learn more about Thailand through these authentic handicrafts and enjoy the products.
Avik Enterprises is a supplier of customized corporate gifts that offers a large range of products including mugs, clocks, water bottles, gift sets, pens, t-shirts, backpacks and leather accessories. The company specializes in screen printing, embroidery, laser engraving and assembles watches in-house. Avik Enterprises aims to satisfy customers with high quality gifts and prompt delivery.
Improving personal effectiveness with versatility concepts guide and self per...AzvantageLLC
Ā
TRACOMās Sales SOCIAL STYLEĀ® Concepts Guide and Questionnaires offer a quick and easy introduction to interpersonal effectiveness at work. They help build self-awareness of behavior and an understanding of the importance of improving workplace relationships to increase productivity.
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 Slide Contains brief introduction on etiquettes along with various types of etiquettes including major one's
So one can understand fully about one's major aspect of personality.
Linkage Summit for Leading Diversity 2011
Track 6: Iām a Diversity Champion: Strategies for Extending Your Leadership Clout
Wednesday, April 6, 2011: 8:30 ā 10:30am
Presented by
Tracy Brown / Diversity Trends LLC
www.DiversityTrends.com
Safety interventions and culture change are quickly becoming two of the most important aspects of Safety Management, yet the research behind and skills needed to drive these principles is often misunderstood. This interactive workshop will teach a Human Factors approach to both interventions and culture and the participants will leave with a research proven strategy to drive intervention in their own organizations.
This document discusses personality and different models for understanding personality:
1. It defines personality and describes enduring traits that describe individual behavior.
2. It introduces the Myers-Briggs Type Indicator, which classifies people into 16 types based on preferences of extraversion/introversion, sensing/intuition, thinking/feeling, and judging/perceiving.
3. It also discusses the Big Five model of personality dimensions: extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience.
When you have recieved your Puzzle DISC report, use this material to reflect on the results. If you want to try out the free Puzzle DISC just visit my LinkedIn profile - Anders Jansson
The document provides information about the DISC behavioral assessment. It discusses the four DISC dimensions of behavior: Dominance (D), Influence (I), Steadiness (S), and Conscientiousness (C). It then provides a summary of the individual's natural and adaptive behavioral styles, including scores on each of the four DISC dimensions. The individual's natural style indicates a preference for following procedures, adhering to standards, and maintaining a controlled pace, while their adaptive style involves slightly more interaction and flexibility in their approach.
This document summarizes key concepts around personality and emotions from Chapter 4 of the textbook. It defines personality and lists several personality traits and models, including the Myers-Briggs Type Indicator and Big Five model. It also discusses major personality attributes that influence organizational behavior, such as locus of control, Machiavellianism, self-esteem, and risk-taking tendencies. Additionally, the document covers emotions in the workplace, including theories like Affective Events Theory, and how gender, jobs, and emotional intelligence can impact emotions at work.
The document discusses effective communication. It defines communication and effective communication, then lists some key aspects of effective communication including listening, clarifying, and responding effectively. It notes that communication skills can be improved through learning and practice. The document also discusses common problems in companies that arise from poor communication, like mistakes from misunderstandings. It provides objectives for a training program to help individuals acquire communication and interpersonal skills. It covers communication models like the Johari Window and channels of communication including verbal and non-verbal. It also discusses communication styles based on assertiveness and responsiveness, including analytical, driver, amiable, and expressive styles. The document aims to help participants communicate more effectively with staff, customers, and management through the
The document discusses three skills that are important for an effective executive:
1. Conceptual skills - The ability to understand complex situations and see the big picture. This includes skills like strategic thinking, problem solving, and decision making.
2. Human skills - Skills for motivating, communicating with, and developing people. This involves skills like leadership, team building, and coaching.
3. Technical skills - Expertise in a specific business function like finance, marketing, or operations. While not as important as conceptual and human skills, technical skills are still needed for credibility.
The FIRO-B assessment measures an individual's fundamental interpersonal needs and behaviors in inclusion, control, and affection. It was developed in the 1950s to help the US Navy understand interpersonal dynamics. The assessment examines both expressed behavior (how one interacts with others) and wanted behavior (how one wants others to interact with them). Scores indicate comfort levels with taking action, observing others first, or seeking balance. The highest and lowest scores reveal needs one is most willing or unwilling to sacrifice.
Managerial self perception social style & versatility profileAzvantageLLC
Ā
The Managerial SOCIAL STYLE&; Self-Perception Profile measures the managerās SOCIAL STYLE & Versatility using self-completed online questionnaires. This report is unique to managers and is written from a managerās perspective and is scored against managerial norms.
An Agile implementation might fail for several reasons:
1) Change is not the same as transformation - transformation requires committing to new outcomes, while change maintains the status quo.
2) Formal leaders may lose consistency in applying new collaborative processes.
3) Informal leaders acting as "laggards" could resist the changes required for Agile.
4) Pursuing total consensus slows decisions and prevents diversity of ideas.
This chapter discusses attitudes and job satisfaction. It defines attitudes as having three components - affective, cognitive, and behavioral. While attitudes often predict behaviors, the relationship is complex. Job satisfaction is defined as a positive feeling about one's job and is one of the major job attitudes measured, along with job involvement, organizational commitment, and perceived organizational support. The chapter examines causes and outcomes of job satisfaction and notes that satisfied employees are more productive, less likely to quit their jobs, and engage in fewer counterproductive behaviors. However, managers often overestimate satisfaction levels. Job satisfaction appears to be a relevant concept globally but Western workers report higher levels than Eastern workers.
The document discusses executive presence and what contributes to it. Executive presence is defined as an outward expression of power, authority, and reputation. It is developed through how one looks, acts, and interacts with others. Non-verbal communication such as body language accounts for 55% of impressions, while vocal tones account for 38%. Interpersonal skills are more important than technical skills, influencing reasons such as keeping a job, getting promoted, and winning clients. Executive presence relies on social intelligence, trust intelligence, engagement intelligence, and partnership intelligence factors.
Some key factors that can present obstacles to effective teamwork on safety include:
- Mental models and unshared assumptions that create misunderstandings or adversarial approaches
- Organizational structures and hierarchies that discourage open communication and participation across roles
- A focus on individual goals rather than shared visions and objectives for safety
- Unclear or inconsistent definitions of safety that lead to different priorities or approaches
- A lack of systems and processes for collaboration, shared learning and continuous improvement
Executive presence and assertiveness... a coffee break with Lorena VillanuevaLorena Villanueva
Ā
Lorena Villanueva is a Solutions Leader for Latin America at Genpact with over 17 years of experience. She gives presentations to share her experience developing executive presence and assertiveness skills in masculine business environments. The document outlines her views on assertiveness, including how to communicate it effectively in the workplace by focusing on leading, being proactive, and welcoming difficult conversations. It also defines executive presence as the ability to project confidence and poise under pressure, and lists seven key traits including composure, vision, charisma, and clarity.
1. The document discusses various topics relating to groups and work teams including definitions of groups, types of groups, reasons for forming groups, stages of group development, and properties of groups such as roles, norms, status, size, and cohesiveness.
2. Key group properties discussed are roles, norms, status, size and cohesiveness and how they impact group performance.
3. Factors that contribute to group cohesiveness and performance are discussed such as membership, work environment, organization, group development, and the nature of the task.
QA or the Highway - Component Testing: Bridging the gap between frontend appl...zjhamm304
Ā
These are the slides for the presentation, "Component Testing: Bridging the gap between frontend applications" that was presented at QA or the Highway 2024 in Columbus, OH by Zachary Hamm.
The Department of Veteran Affairs (VA) invited Taylor Paschal, Knowledge & Information Management Consultant at Enterprise Knowledge, to speak at a Knowledge Management Lunch and Learn hosted on June 12, 2024. All Office of Administration staff were invited to attend and received professional development credit for participating in the voluntary event.
The objectives of the Lunch and Learn presentation were to:
- Review what KM āisā and āisnātā
- Understand the value of KM and the benefits of engaging
- Define and reflect on your āwhatās in it for me?ā
- Share actionable ways you can participate in Knowledge - - Capture & Transfer
Must Know Postgres Extension for DBA and Developer during MigrationMydbops
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Mydbops Opensource Database Meetup 16
Topic: Must-Know PostgreSQL Extensions for Developers and DBAs During Migration
Speaker: Deepak Mahto, Founder of DataCloudGaze Consulting
Date & Time: 8th June | 10 AM - 1 PM IST
Venue: Bangalore International Centre, Bangalore
Abstract: Discover how PostgreSQL extensions can be your secret weapon! This talk explores how key extensions enhance database capabilities and streamline the migration process for users moving from other relational databases like Oracle.
Key Takeaways:
* Learn about crucial extensions like oracle_fdw, pgtt, and pg_audit that ease migration complexities.
* Gain valuable strategies for implementing these extensions in PostgreSQL to achieve license freedom.
* Discover how these key extensions can empower both developers and DBAs during the migration process.
* Don't miss this chance to gain practical knowledge from an industry expert and stay updated on the latest open-source database trends.
Mydbops Managed Services specializes in taking the pain out of database management while optimizing performance. Since 2015, we have been providing top-notch support and assistance for the top three open-source databases: MySQL, MongoDB, and PostgreSQL.
Our team offers a wide range of services, including assistance, support, consulting, 24/7 operations, and expertise in all relevant technologies. We help organizations improve their database's performance, scalability, efficiency, and availability.
Contact us: info@mydbops.com
Visit: https://www.mydbops.com/
Follow us on LinkedIn: https://in.linkedin.com/company/mydbops
For more details and updates, please follow up the below links.
Meetup Page : https://www.meetup.com/mydbops-databa...
āāTwitter: https://twitter.com/mydbopsofficial
Blogs: https://www.mydbops.com/blog/
ā
āFacebook(Meta): https://www.facebook.com/mydbops/
AppSec PNW: Android and iOS Application Security with MobSFAjin Abraham
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Mobile Security Framework - MobSF is a free and open source automated mobile application security testing environment designed to help security engineers, researchers, developers, and penetration testers to identify security vulnerabilities, malicious behaviours and privacy concerns in mobile applications using static and dynamic analysis. It supports all the popular mobile application binaries and source code formats built for Android and iOS devices. In addition to automated security assessment, it also offers an interactive testing environment to build and execute scenario based test/fuzz cases against the application.
This talk covers:
Using MobSF for static analysis of mobile applications.
Interactive dynamic security assessment of Android and iOS applications.
Solving Mobile app CTF challenges.
Reverse engineering and runtime analysis of Mobile malware.
How to shift left and integrate MobSF/mobsfscan SAST and DAST in your build pipeline.
Connector Corner: Seamlessly power UiPath Apps, GenAI with prebuilt connectorsDianaGray10
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Join us to learn how UiPath Apps can directly and easily interact with prebuilt connectors via Integration Service--including Salesforce, ServiceNow, Open GenAI, and more.
The best part is you can achieve this without building a custom workflow! Say goodbye to the hassle of using separate automations to call APIs. By seamlessly integrating within App Studio, you can now easily streamline your workflow, while gaining direct access to our Connector Catalog of popular applications.
Weāll discuss and demo the benefits of UiPath Apps and connectors including:
Creating a compelling user experience for any software, without the limitations of APIs.
Accelerating the app creation process, saving time and effort
Enjoying high-performance CRUD (create, read, update, delete) operations, for
seamless data management.
Speakers:
Russell Alfeche, Technology Leader, RPA at qBotic and UiPath MVP
Charlie Greenberg, host
"Frontline Battles with DDoS: Best practices and Lessons Learned", Igor IvaniukFwdays
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At this talk we will discuss DDoS protection tools and best practices, discuss network architectures and what AWS has to offer. Also, we will look into one of the largest DDoS attacks on Ukrainian infrastructure that happened in February 2022. We'll see, what techniques helped to keep the web resources available for Ukrainians and how AWS improved DDoS protection for all customers based on Ukraine experience
"What does it really mean for your system to be available, or how to define w...Fwdays
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We will talk about system monitoring from a few different angles. We will start by covering the basics, then discuss SLOs, how to define them, and why understanding the business well is crucial for success in this exercise.
The Microsoft 365 Migration Tutorial For Beginner.pptxoperationspcvita
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This presentation will help you understand the power of Microsoft 365. However, we have mentioned every productivity app included in Office 365. Additionally, we have suggested the migration situation related to Office 365 and how we can help you.
You can also read: https://www.systoolsgroup.com/updates/office-365-tenant-to-tenant-migration-step-by-step-complete-guide/
LF Energy Webinar: Carbon Data Specifications: Mechanisms to Improve Data Acc...DanBrown980551
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This LF Energy webinar took place June 20, 2024. It featured:
-Alex Thornton, LF Energy
-Hallie Cramer, Google
-Daniel Roesler, UtilityAPI
-Henry Richardson, WattTime
In response to the urgency and scale required to effectively address climate change, open source solutions offer significant potential for driving innovation and progress. Currently, there is a growing demand for standardization and interoperability in energy data and modeling. Open source standards and specifications within the energy sector can also alleviate challenges associated with data fragmentation, transparency, and accessibility. At the same time, it is crucial to consider privacy and security concerns throughout the development of open source platforms.
This webinar will delve into the motivations behind establishing LF Energyās Carbon Data Specification Consortium. It will provide an overview of the draft specifications and the ongoing progress made by the respective working groups.
Three primary specifications will be discussed:
-Discovery and client registration, emphasizing transparent processes and secure and private access
-Customer data, centering around customer tariffs, bills, energy usage, and full consumption disclosure
-Power systems data, focusing on grid data, inclusive of transmission and distribution networks, generation, intergrid power flows, and market settlement data
Session 1 - Intro to Robotic Process Automation.pdfUiPathCommunity
Ā
š Check out our full 'Africa Series - Automation Student Developers (EN)' page to register for the full program:
https://bit.ly/Automation_Student_Kickstart
In this session, we shall introduce you to the world of automation, the UiPath Platform, and guide you on how to install and setup UiPath Studio on your Windows PC.
š Detailed agenda:
What is RPA? Benefits of RPA?
RPA Applications
The UiPath End-to-End Automation Platform
UiPath Studio CE Installation and Setup
š» Extra training through UiPath Academy:
Introduction to Automation
UiPath Business Automation Platform
Explore automation development with UiPath Studio
š Register here for our upcoming Session 2 on June 20: Introduction to UiPath Studio Fundamentals: https://community.uipath.com/events/details/uipath-lagos-presents-session-2-introduction-to-uipath-studio-fundamentals/
Lee Barnes - Path to Becoming an Effective Test Automation Engineer.pdfleebarnesutopia
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Soā¦ you want to become a Test Automation Engineer (or hire and develop one)? While thereās quite a bit of information available about important technical and tool skills to master, thereās not enough discussion around the path to becoming an effective Test Automation Engineer that knows how to add VALUE. In my experience this had led to a proliferation of engineers who are proficient with tools and building frameworks but have skill and knowledge gaps, especially in software testing, that reduce the value they deliver with test automation.
In this talk, Lee will share his lessons learned from over 30 years of working with, and mentoring, hundreds of Test Automation Engineers. Whether youāre looking to get started in test automation or just want to improve your trade, this talk will give you a solid foundation and roadmap for ensuring your test automation efforts continuously add value. This talk is equally valuable for both aspiring Test Automation Engineers and those managing them! All attendees will take away a set of key foundational knowledge and a high-level learning path for leveling up test automation skills and ensuring they add value to their organizations.
Getting the Most Out of ScyllaDB Monitoring: ShareChat's TipsScyllaDB
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ScyllaDB monitoring provides a lot of useful information. But sometimes itās not easy to find the root of the problem if something is wrong or even estimate the remaining capacity by the load on the cluster. This talk shares our team's practical tips on: 1) How to find the root of the problem by metrics if ScyllaDB is slow 2) How to interpret the load and plan capacity for the future 3) Compaction strategies and how to choose the right one 4) Important metrics which arenāt available in the default monitoring setup.
Welcome participants and stress the importance of active participation\n Briefly review the history of SOCIAL STYLE\n Cite the proven effectiveness of increased Versatility (e.g., Sales and Management studies)\n Additional information and statistics can be obtained from The SOCIAL STYLE Profile – Technical Report\n
Today, I want to use this time together to give you some tools that can help you to be more effective immediately and improve your long-term effectiveness. \n \nGoing through this session you will:\n• Gain a working understanding of the SOCIAL STYLE Model\n• Determine your SOCIAL STYLE based on completing a self-perception questionnaire \n• Increase your understanding of their behavior and how others tend to view people with your Style\n• Learn some ways to use your SOCIAL STYLE in order to be more productive with others \n\nIn our experience it’s critical that individuals understand their own behavior and how it affects others. So we’re going to do an exercise that will hopefully provide you with valuable insights about yourself. You’re each going to complete a self-profile of your SOCIAL STYLE. With that knowledge as a foundation, we’ll then look at how you can work more effectively with others.\n
Today, I want to use this time together to give you some tools that can help you to be more effective immediately and improve your long-term effectiveness. \n \nGoing through this session you will:\n• Gain a working understanding of the SOCIAL STYLE Model\n• Determine your SOCIAL STYLE based on completing a self-perception questionnaire \n• Increase your understanding of their behavior and how others tend to view people with your Style\n• Learn some ways to use your SOCIAL STYLE in order to be more productive with others \n\nIn our experience it’s critical that individuals understand their own behavior and how it affects others. So we’re going to do an exercise that will hopefully provide you with valuable insights about yourself. You’re each going to complete a self-profile of your SOCIAL STYLE. With that knowledge as a foundation, we’ll then look at how you can work more effectively with others.\n
Today, I want to use this time together to give you some tools that can help you to be more effective immediately and improve your long-term effectiveness. \n \nGoing through this session you will:\n• Gain a working understanding of the SOCIAL STYLE Model\n• Determine your SOCIAL STYLE based on completing a self-perception questionnaire \n• Increase your understanding of their behavior and how others tend to view people with your Style\n• Learn some ways to use your SOCIAL STYLE in order to be more productive with others \n\nIn our experience it’s critical that individuals understand their own behavior and how it affects others. So we’re going to do an exercise that will hopefully provide you with valuable insights about yourself. You’re each going to complete a self-profile of your SOCIAL STYLE. With that knowledge as a foundation, we’ll then look at how you can work more effectively with others.\n
Today, I want to use this time together to give you some tools that can help you to be more effective immediately and improve your long-term effectiveness. \n \nGoing through this session you will:\n• Gain a working understanding of the SOCIAL STYLE Model\n• Determine your SOCIAL STYLE based on completing a self-perception questionnaire \n• Increase your understanding of their behavior and how others tend to view people with your Style\n• Learn some ways to use your SOCIAL STYLE in order to be more productive with others \n\nIn our experience it’s critical that individuals understand their own behavior and how it affects others. So we’re going to do an exercise that will hopefully provide you with valuable insights about yourself. You’re each going to complete a self-profile of your SOCIAL STYLE. With that knowledge as a foundation, we’ll then look at how you can work more effectively with others.\n
So that we are all using terms that mean the same thing, here are some basic definitions as they are used in Style Awareness session.\nBehavior is what you say (verbal) and do (non-verbal).\nInterpersonal Behavior is what you say and do when interacting with one or more people.\nSOCIAL STYLE is a particular pattern of actions that others can observe and agree upon for describing one’s behavior.\nPersonality is the combination of ideas, values, hopes, dreams, attitudes, abilities, as well as the behavior that others can observe that encompasses everything a person is. \n\nEmphasize that SOCIAL STYLE and Personality are not the same thing. \n
So that we are all using terms that mean the same thing, here are some basic definitions as they are used in Style Awareness session.\nBehavior is what you say (verbal) and do (non-verbal).\nInterpersonal Behavior is what you say and do when interacting with one or more people.\nSOCIAL STYLE is a particular pattern of actions that others can observe and agree upon for describing one’s behavior.\nPersonality is the combination of ideas, values, hopes, dreams, attitudes, abilities, as well as the behavior that others can observe that encompasses everything a person is. \n\nEmphasize that SOCIAL STYLE and Personality are not the same thing. \n
So that we are all using terms that mean the same thing, here are some basic definitions as they are used in Style Awareness session.\nBehavior is what you say (verbal) and do (non-verbal).\nInterpersonal Behavior is what you say and do when interacting with one or more people.\nSOCIAL STYLE is a particular pattern of actions that others can observe and agree upon for describing one’s behavior.\nPersonality is the combination of ideas, values, hopes, dreams, attitudes, abilities, as well as the behavior that others can observe that encompasses everything a person is. \n\nEmphasize that SOCIAL STYLE and Personality are not the same thing. \n
So that we are all using terms that mean the same thing, here are some basic definitions as they are used in Style Awareness session.\nBehavior is what you say (verbal) and do (non-verbal).\nInterpersonal Behavior is what you say and do when interacting with one or more people.\nSOCIAL STYLE is a particular pattern of actions that others can observe and agree upon for describing one’s behavior.\nPersonality is the combination of ideas, values, hopes, dreams, attitudes, abilities, as well as the behavior that others can observe that encompasses everything a person is. \n\nEmphasize that SOCIAL STYLE and Personality are not the same thing. \n
“SOCIAL STYLE is determined by observable behaviors—that is, the actual things that we “say and do.” These are objective and quantifiable, and descriptions of them by different observers do not vary widely.”\n \nReview the different types of behavior shown on the slide and in the Self-Perception Guide.\n
“SOCIAL STYLE is determined by observable behaviors—that is, the actual things that we “say and do.” These are objective and quantifiable, and descriptions of them by different observers do not vary widely.”\n \nReview the different types of behavior shown on the slide and in the Self-Perception Guide.\n
“SOCIAL STYLE is determined by observable behaviors—that is, the actual things that we “say and do.” These are objective and quantifiable, and descriptions of them by different observers do not vary widely.”\n \nReview the different types of behavior shown on the slide and in the Self-Perception Guide.\n
“SOCIAL STYLE is determined by observable behaviors—that is, the actual things that we “say and do.” These are objective and quantifiable, and descriptions of them by different observers do not vary widely.”\n \nReview the different types of behavior shown on the slide and in the Self-Perception Guide.\n
“SOCIAL STYLE is determined by observable behaviors—that is, the actual things that we “say and do.” These are objective and quantifiable, and descriptions of them by different observers do not vary widely.”\n \nReview the different types of behavior shown on the slide and in the Self-Perception Guide.\n
“SOCIAL STYLE is determined by observable behaviors—that is, the actual things that we “say and do.” These are objective and quantifiable, and descriptions of them by different observers do not vary widely.”\n \nReview the different types of behavior shown on the slide and in the Self-Perception Guide.\n
“SOCIAL STYLE is determined by observable behaviors—that is, the actual things that we “say and do.” These are objective and quantifiable, and descriptions of them by different observers do not vary widely.”\n \nReview the different types of behavior shown on the slide and in the Self-Perception Guide.\n
Now, let’s walk through the SOCIAL STYLE model because it sets the stage for our discussion of improving your interpersonal effectiveness.\n \nThere are three parts to the SOCIAL STYLE Model. The first is known as the Assertiveness scale and it refers to whether a person tends to ask or tell in their interactions with others. Those that tell more than others fall on the right half of the scale with those that ask on the left. \n \nIn this context, assertiveness is not related to what you might consider assertiveness training such as being forceful. Rather it’s simply whether a person tends to ask more or tell more in their interactions with others. \n
The second scale is the Responsiveness scale. This measures how a person displays their emotions and feelings when working with others. The top end is for those that tend to control their emotions, while the bottom end is for those that show their feelings or emote.\n \n
By putting the Assertiveness and Responsiveness dimensions together we end up with the SOCIAL STYLE Model. The model is comprised of four quadrants and four distinct SOCIAL STYLES. \n\nStarting in the upper right, people who are Control Responsive and Tell Assertive are the Driving style. \n\nPeople who are Tell Assertive and Emote Responsive have an Expressive Style. \n\nThe Amiable Style people are Ask Assertive and Emote Responsive and the Analytical Style people are Control Responsive and Ask Assertive. \n\nAt this point, it’s important to note that there is no good or bad style. \n
By putting the Assertiveness and Responsiveness dimensions together we end up with the SOCIAL STYLE Model. The model is comprised of four quadrants and four distinct SOCIAL STYLES. \n\nStarting in the upper right, people who are Control Responsive and Tell Assertive are the Driving style. \n\nPeople who are Tell Assertive and Emote Responsive have an Expressive Style. \n\nThe Amiable Style people are Ask Assertive and Emote Responsive and the Analytical Style people are Control Responsive and Ask Assertive. \n\nAt this point, it’s important to note that there is no good or bad style. \n
By putting the Assertiveness and Responsiveness dimensions together we end up with the SOCIAL STYLE Model. The model is comprised of four quadrants and four distinct SOCIAL STYLES. \n\nStarting in the upper right, people who are Control Responsive and Tell Assertive are the Driving style. \n\nPeople who are Tell Assertive and Emote Responsive have an Expressive Style. \n\nThe Amiable Style people are Ask Assertive and Emote Responsive and the Analytical Style people are Control Responsive and Ask Assertive. \n\nAt this point, it’s important to note that there is no good or bad style. \n
By putting the Assertiveness and Responsiveness dimensions together we end up with the SOCIAL STYLE Model. The model is comprised of four quadrants and four distinct SOCIAL STYLES. \n\nStarting in the upper right, people who are Control Responsive and Tell Assertive are the Driving style. \n\nPeople who are Tell Assertive and Emote Responsive have an Expressive Style. \n\nThe Amiable Style people are Ask Assertive and Emote Responsive and the Analytical Style people are Control Responsive and Ask Assertive. \n\nAt this point, it’s important to note that there is no good or bad style. \n
Now before we see how to deal with each Style, let’s find out what Style each of you are. \n\nLet’s score your own questionnaires. (FOLLOW BULLETS)\n(After scoring is complete, ask the following question.)\nAnyone surprised? Any questions or concerns? \n\n(SHOW OF HANDS FOR EACH STYLE)\n\nThe SOCIAL STYLE Self-Perception Profile reflects how you see yourself. Keep in mind, that others may see you differently. To identify the extent of any differences, a Multi-Rater Profile, which allows others to complete a similar questionnaire about you, is required. TRACOM’s research indicates that as many as 50% of those who complete Self-Perception Questionnaires differ in their perceptions from their reference groups (such as co-workers) who complete a Multi-Rater Profile about them.\n\nThe format of this session didn’t allow for a full multi-rater profile, but if anybody is interested in completing one, give me your card or send me an e-mail and I’ll arrange for you to complete an online profile. \n
Discuss Key Reminders per bullet points. Ask if there are any questions.\n\nYour challenge: Take the initiative to establish and build effective relationships with others.\n
Discuss Key Reminders per bullet points. Ask if there are any questions.\n\nYour challenge: Take the initiative to establish and build effective relationships with others.\n
Discuss Key Reminders per bullet points. Ask if there are any questions.\n\nYour challenge: Take the initiative to establish and build effective relationships with others.\n
Discuss Key Reminders per bullet points. Ask if there are any questions.\n\nYour challenge: Take the initiative to establish and build effective relationships with others.\n
Discuss Key Reminders per bullet points. Ask if there are any questions.\n\nYour challenge: Take the initiative to establish and build effective relationships with others.\n
Now, let’s look at the things you can do to improve the effectiveness of your interactions with others. There are four steps. \nKnow Yourself: Know the impression you make on others, and how your behavioral preferences can cause tension for others\nControl Yourself: Take action to ensure that your Style preferences do not interfere with your interpersonal effectiveness \nKnow Others: Observe others' behaviors to learn their Style and associated behavioral preferences \nDo Something For Others: Take action to accommodate the other person’s Style to help make interpersonal communication effective for them\n
Now, let’s look at the things you can do to improve the effectiveness of your interactions with others. There are four steps. \nKnow Yourself: Know the impression you make on others, and how your behavioral preferences can cause tension for others\nControl Yourself: Take action to ensure that your Style preferences do not interfere with your interpersonal effectiveness \nKnow Others: Observe others' behaviors to learn their Style and associated behavioral preferences \nDo Something For Others: Take action to accommodate the other person’s Style to help make interpersonal communication effective for them\n
Now, let’s look at the things you can do to improve the effectiveness of your interactions with others. There are four steps. \nKnow Yourself: Know the impression you make on others, and how your behavioral preferences can cause tension for others\nControl Yourself: Take action to ensure that your Style preferences do not interfere with your interpersonal effectiveness \nKnow Others: Observe others' behaviors to learn their Style and associated behavioral preferences \nDo Something For Others: Take action to accommodate the other person’s Style to help make interpersonal communication effective for them\n
Now, let’s look at the things you can do to improve the effectiveness of your interactions with others. There are four steps. \nKnow Yourself: Know the impression you make on others, and how your behavioral preferences can cause tension for others\nControl Yourself: Take action to ensure that your Style preferences do not interfere with your interpersonal effectiveness \nKnow Others: Observe others' behaviors to learn their Style and associated behavioral preferences \nDo Something For Others: Take action to accommodate the other person’s Style to help make interpersonal communication effective for them\n
While identifying your SOCIAL STYLE can help you understand your behavioral preferences, by itself, knowing your Style doesn’t necessarily help you be more effective. As I’ve said, there is no good or bad Style. What is important is how you use your Style when working with others. That’s where Versatility, the third major component of the SOCIAL STYLE Model, comes in. Versatility is the overall impact that you have on others in the area of Image, Presentation, Competence, and Feedback. \n\nUnlike Style, there is good and “not-so good” Versatility or as you see here, high and low Versatility. \n\nWhen you behave in a way that makes others comfortable with your behavior, your Versatility increases. When you do things for your own comfort or benefit, your Versatility decreases.\n
Before we discuss Versatility, I’d like you to score your Versatility Self-Perception Questionnaire.\n \n(After scoring is complete, ask the following question.) \n \nIs anyone surprised? Are there any questions or concerns? \n \nThe Versatility Self-Perception score reflects how you see yourself. Keep in mind that others may see you differently. \n
Before we discuss Versatility, I’d like you to score your Versatility Self-Perception Questionnaire.\n \n(After scoring is complete, ask the following question.) \n \nIs anyone surprised? Are there any questions or concerns? \n \nThe Versatility Self-Perception score reflects how you see yourself. Keep in mind that others may see you differently. \n
Versatility is not a behavior itself, but an effect your behavior has on others. Versatility is made up of four components: Image, Presentation, Competence, and Feedback. \nImage is your dress, grooming, appearance, and even your work area. Image is particularly important early in a relationship. \nPresentation is your ability to communicate effectively. Organizing ideas, speaking clearly, and using appropriate language.  \nCompetence is your mastery of skills and knowledge appropriate to the given situation. Creativity, flexibility, timeliness, and conscientiousness contribute to competence.\nMost important is Feedback. Do you use clear and accurate verbal and non-verbal feedback to promote mutual understanding? By checking for understanding and being sensitive to others’ needs, you increase your Versatility. \nWhile Image is important early on, over the long-term, Competence and Feedback are the most important components of Versatility. \nNote that pages 20-24 in the Self-Perception Guide contain additional information on the components of Versatility and space for beginning a personal action plan. See Optional Exercises if time allows to include this exercise in your Self-Perception session.\n
Exercise: Identify the Facilitator’s Style\nPurpose\nThe purpose of this exercise is to give the participants practice in identifying Styles.\nRecommended Time:\nTen minutes\nMaterials Needed\nSkills Guide Card. (Note: this is an optional resource. Contact TRACOM for ordering information.)\nDirections\nPass out the Skills Guide Cards and give participants a minute or so to review the Style characteristics in an attempt to identify your Style. \nRequire participants to mention at least two behaviors along each scale that you have exhibited in class to support their conclusion.\nTell the participants that the Skills Guide Card can be used as a quick reference to identify their co-workers’ Styles.\n
Style Observation Rules\nPurpose\nThe purpose of this exercise is to familiarize participants with the six rules for identifying another person's SOCIAL STYLE.\nRecommended Time:\nTen minutes\nMaterials Needed\nHandout: Style Observation Rules (See Self-Perception Resource CD-ROM.)\nDirections\nPass out the handout: Style Observation Rules and give participants a minute or so to review the six rules. \nExplain why the Style Observation Rules are important:\nThe more accurately you are able to observe your colleagues’ Styles, the better you will be able to adapt your behavior and “Do something for others” (the fourth of the four steps for improving your interpersonal effectiveness) and earn the support and respect of others. \nIt is important to understand that observing other’s behavior in order to determine their style is not an automatic or mechanical process. Just like any other skill, it takes practice. \nIt helps to keep in mind the six rules to aid you in this process.\nAsk participants if they have any questions about the rules.\nTell the participants that the handout can be used as a quick reference when identifying their co-workers’ Styles.\n
Optional Exercise: Style Forum\nPurpose\nThe purpose of this exercise is to give participants an opportunity to describe what it is about the opposite SOCIAL STYLE position that creates tension for them when working with people of that Style and to develop insights into how to be more productive with a person who has that Style. \nRecommended Time\n30 minutes\nMaterials needed\nNone\nDirections\nBreak participants into groups by SOCIAL STYLE position with a maximum of six per group.\nGive each group 10 minutes to discuss and develop a list of behaviors that the opposite SOCIAL STYLE position manifests to create tension that leads to unproductive relationships.\nAfter each group has developed its list, ask the Amiable and Driving Styles to get together to share their lists. Ask the Expressive and Analytical Styles to do the same thing. Each Style should spend five to ten minutes sharing its list and answering clarifying questions. Caution the groups that this is not a time to get defensive.\nAfter each group has heard the others’ list, the original groups should get together by themselves to discuss what they can do to interact better with the opposite Style (e.g., those with Expressive Styles would develop a list of what they could do to make the relationship more productive with Analytical Styles). As each group shares its list of what it could do better, the opposite Style group should provide feedback and suggestions as to how appropriate the lists are.\nAfter all groups have shared their information with the opposite Style, the whole class discusses what has been learned.\nAt the conclusion of the exercise, each group should have valuable information as to how to behave more appropriately with the diagonal Style. In addition, after the general class discussions, each style should have valuable information for working with each of the other SOCIAL STYLE positions.\n
Developing Actions Toward Others Using the “Improving Personal Effectiveness with Versatility” Guide \nPurpose\nThe purpose of this exercise is for participants to learn about Style preferences as they relate to the ABCs of Style and to develop an actionable list of what they can do to improve their interpersonal relationship with a person of their choosing.\nRecommended Time\n40 minutes\nMaterials Needed\nOne Improving Personal Effectiveness with Versatility guide per participant (Note: this is an optional resource. Contact TRACOM for ordering information.)\nFlipchart \nDirections\nSet up the exercise (3 minutes)\nAsk participants to think of a person with whom they work and with whom they would like to have a better working relationship. Note: there is no need to name them.\nAsk participants to think about what the probable Style of that person is based on things they have observed this person saying and doing.\nDivide the participants into four groups separated by the Style of the person they are thinking about.\nDistribute a copy of Improving Personal Effectiveness with Versatility guide to each participant. \nAsk participants to read about the Style of the person they are thinking of by turning to the appropriate page in their Improving Personal Effectiveness with Versatility guide. (5 minutes)\nDriving Style: Page 5-6 \nExpressive Style: Page 7-8\nAmiable Style: Page 9-10\nAnalytical Style: Page 11-13\n(write page numbers on the flipchart)\nAnswer any questions that participants might have about the information in the guide. Use the flipchart as necessary. (10 minutes)\nBased on what they have read in the Self-Perception Guide, ask participants to develop a list of specific actions that they can take to improve their relationship with this person in each of the ABC areas: Actions toward others, Best use of time, and Customary approach to decision-making. (5 minutes)\nAfter five or 10, ask participants to share their action items with members of their group and to discuss and fine-tune them based on the input and feedback they receive. \nSuggest that when participants return to work that they carry out the items on their lists. (10 minutes)\n
Developing Actions Toward Others Using the Style Dial \nPurpose\nThe purpose of this exercise is to provide participants with a tool for applying Style concepts at work. \nRecommended Time\n30 minutes\nMaterials Needed\nOne TRACOM Style Dial for each participant (Note: this is an optional resource. Contact TRACOM for ordering information.)\nFlipchart (optional)\nDirections\nAsk participants to think of a person with whom they work and with whom they would like to have a better working relationship. Note: there is no need to name them.\nAsk participants to think about what the probable Style of that person is based on things they have observed this person saying and doing.\nDivide the participants into four groups separated by the Style of the person they are thinking about.\nDistribute a “Style Dial” to each participant. Give participants five minutes to review the dial position of the person they are thinking about.\nTake up to 10 minutes to answer any questions that participants might have about the information on the Style Dial. Use the flipchart as necessary.\nBased on what they have read on the Style Dial, ask participants to list four or five actions that they can take to improve their relationship with this person.\nAfter five minutes, ask participants to share their action items with members of their group and to discuss and fine-tune them based on the input and feedback they receive. \nSuggest that when participants return to work that they carry out the items on their lists.\n
Strategies for Doing Something for Others Exercise \nPurpose\nThe purpose of this exercise is to provide participants with specific strategies for improving their interactions with others\nRecommended Time\n20 minutes\nMaterials Needed\nHandout: Strategies for Doing Something for Others (see Self-Perception Resource CD-ROM)\nFlipchart (optional)\nDirections\nAsk participants to think of a person with whom they work and with whom they would like to have a better working relationship. Note: there is no need to name them.\nAsk participants to think about what the probable Style of that person is based on things they have observed this person saying and doing.\nDivide the participants into four groups separated by the Style of the person they are thinking about.\nDistribute “Strategies for Doing Something for Others” information handout.\nBased on what they have read, ask participants to list four or five actions that they can take to improve their relationship with this person.\nAfter five minutes, ask participants to share their action items with members of their group and to discuss and fine-tune them based on the input and feedback they receive. \nSuggest that when participants return to work that they carry out the items on their lists.\nReview the strategies with participants using the flipchart if needed. \n
Do Unto Others – Accepts/Rejects Card \nPurpose\nThe purpose this exercise is to help develop participants’ skills in interacting with people with a Style diagonally opposite to their own.\nRecommended Time\n25 minutes\nMaterials Needed\nDo Unto Others – Accepts/Rejects Guide Card (Note: this is an optional resource. Contact TRACOM for ordering information.)\nFlipchart \nDirections\nDistribute a “Do unto others – Accepts/Rejects Guide” card to each participant.\nDivide the participants into four groups by Style.\nAsk each group to do the following: (10 minutes)\nAssume that their group needs to convince a coworker who has a Style diagonally opposite to their own to participate in designing a new company-wide program for acknowledging the contributions of outstanding employees. (i.e. Driving Styles would imagine convincing Amiable Styles)\nAsk participants to use the Accepts/Rejects Guide card to determine how they would approach the person and discuss the project in order to get his or her agreement. \nHave a representative from each group give their solution and have the group with the diagonally opposite Style evaluate the solution. (3 minutes per group)\n
Self-Assessment of Your Image, Presentation, Competence, and Feedback\nPurpose\nThe purpose of this exercise is to help participants better understand their current use of Image, Presentation, Competence, and Feedback and how that might affect their Versatility score. \nRecommended Time\n20 minutes\nMaterials Needed\nFlipchart \nDirections\nExplain the exercise: “To gain a better understanding of your Image, Presentation, Competence, and Feedback read pages 20-24 in your Self-Perception Guide and answer the questions for each of the four components of Versatility.”\nGive participants approximately 10 minutes to read and answer the questions.\nTake 10 minutes to have participants cite and discuss ways that they identified for themselves for improving their Image, Presentation, Competence, and Feedback. Write the strategies on the flipchart for all to view. \nAsk participants to add the notes in their Self-Perception Guide good ideas mentioned by others.\n