Balanced Leadership: The Impact of Behavior Styles EDUCAUSE Enterprise 2006 Morris W. Beverage, Jr., E.D.M. President Lakeland Community College Exercise: Let’s find out something about ourselves… Complete the Communication Behavior Style Exercise – Circle every word that describes you at work – There are no right or wrong answers – No one will see your selections COMMUNICATION BEHAVIOR STYLE EXERCISE CRITICAL INDUSTRIOUS PUSHY STRONG-WILLED INDECISIVE PERSISTENT SEVERE INDEPENDENT STUFFY SERIOUS TOUGH PRACTICAL PICKY EXPECTING DOMINATING DECISIVE MORALISTIC ORDERLY HARSH EFFICIENT ALOOF THOUGHTFUL COLD GOAL-ORIENTED CONFORMING SUPPORTIVE MANIPULATING AMBITIOUS UNSURE RESPECTFUL EXCITIBLE STIMULATING INGRATIATING WILLING UNDISCIPLINED ENTHUSIASTIC DEPENDENT DEPENDABLE REACTING DRAMATIC AWKWARD AGREEABLE EGOTISTICAL FRIENDLY WISHY-WASHY APPROACHABLE FLAKY CREATIVE Behavior Styles Exercise ANALYZER CONTROLLER STABILIZER PERSUADER Your Behavior Style External conditions and situations exist at the present time that may impact your current response Avoid labels Tasks vs. People More, better, faster Capable, competent Likeable Tasks People Process vs. Expediency Thorough, comprehensive, Fast, gut, quick need to make one RIGHT decision Process Expediency Behavior Styles Task ANALYZER CONTROLLER Process Expediency STABILIZER PERSUADER People Behavior Styles (Do) Task ANALYZER CONTROLLER Process Expediency (Ask) (Tell) STABILIZER PERSUADER People (Do with) Behavior Styles (Do) Task ANALYZER CONTROLLER Process Expediency (Ask) (Tell) STABILIZER PERSUADER People (Do with) Analyzers Tendency towards perfectionism Deal with facts, data, logic, details Sometimes slow to make decisions May appear overly cautious and not good risk- takers Decisions and information provided are usually accurate and thoughtful Feelings and emotions kept inside Stabilizers “Warm and fuzzies” People and friendships are very important Like to get others involved in activities Good at juggling multiple tasks Concerned about feelings of others Less inclined to speak their mind openly Can get hurt feelings or be offended easily Persuaders Party people Love to have a good time Highly creative and enthusiastic Operate primarily by intuition Little tolerance for those who are not expressive Easily bored Difficult to keep on task Easily distracted Controllers Strong, decisive and results-oriented Provide strong guidance for others May appear pushy at times Demanding of themselves and others Highly self-critical Resent those who “waste” time with idle chit- chat Positives and Negatives per Style A Pos Pos C Industrious Strong-willed Persistent Independent Serious Practical Exacting Decisive Orderly Efficient S Pos Pos P Supportive Ambitious Respectful Stimulating Willing Enthusiastic Dependable Dramatic Agreeable Friendly Positives and Negatives per Style A Neg Neg C Critical Pushy Indecisive Severe Stuffy Tough Picky Dominating Moralistic Harsh S Neg Neg P Conforming Manipulative Unsure Excitable Pliable Undisciplined Dependent Reacting Awkward Egotistical Positives and Negatives per Style A Pos Neg Pos Neg C Industrious Critical Strong-willed Pushy Persistent Indecisive Independent Severe Serious Stuffy Practical Tough Exacting Picky Decisive Dominating Orderly Moralistic Efficient Harsh S Pos Neg Pos Neg P Supportive Conforming Ambitious Manipulative Respectful Unsure Stimulating Excitable Willing Pliable Enthusiastic Undisciplined Dependable Dependent Dramatic Reacting Agreeable Awkward Friendly Egotistical Discussion Look at the “Positives and Negatives per Style” matrix. Do those ring true for you? Do they suggest approaches that may result in successful outcomes when working with or communicating with people whose style is different than your own? Potentially toxic relationships Natural tensions occur between individuals whose orientations are dramatically different from one another: Analyzer Persuader Controller Stabilizer Potentially compatible relationships Controller and Analyzer Analyzer and Stabilizer Stabilizer and Persuader Controller and Persuader With Analyzers… DO… DON’T… - Prepare in advance - Be disorganized or messy - Be accurate - Be casual, informal or loud - Be direct - Rush decision-making - List pros and cons - Fail to follow through - Present specifics - Waste time - Be persistent - Leave things to chance - Use timetables for actions - Threaten or cajole - Provide tangible, practical - Use opinions as evidence evidence - Be manipulative With Stabilizers… DO… DON’T… - Start with a personal comment - Rush into business - Show sincere interest in them as - Stick constantly to people business - Listen and be responsive - Force them to respond quickly - Be casual and non-threatening - Be demanding - Ask “how” questions - Debate facts & figures - Watch for hurt feelings - Be abrupt - Provide assurances - Be patronizing - Decide for them With Controllers… DO… DON’T… - Be specific & brief - Ramble or waste time - Stick to business - Be disorganized or messy - Be prepared - Leave loopholes or be unclear - Present facts clearly - Ask rhetorical questions - Ask “what” questions - Make decisions for them - Provide alternative solutions - Speculate - Take issue with facts - Be directive With Persuaders… DO… DON’T… - Be fast-moving, entertaining - Legislate - Leave time for socializing - Be cold, aloof, or tight-lipped - Talk about their goals - Press for solutions - Deal with the “big” picture - Deal with details - Ask for their opinions & ideas - Be dogmatic - Provide examples from people - Talk down to them they believe are important - Offer incentives or rewards Impact of Tension on Behavior How does tension impact our behavior? Do all styles react the same way? What happens when we can’t get rid of the tension? Tension – Reaction Behavior (Analyzer) Nitpick Explode (Controller) Leave Blame Prove they are “right” Dictate Pull away Take over Withhold emotions Suppress emotions (Stabilizer) Wait too long to act Verbal attack (Persuader) Tell others Talk about everything Avoid Cry Give in & get even “Dump” it & forget it Worry emotionally Overreact emotionally Reactions to Tension & Stress Controlled DICTATE WITHDRAW Emotions Process Results Results Expedient Emotions ACQUIESCE ATTACK Responsive (VERBALLY) Continual Need Deprivation Withdraw Dictate Integrity Respect Dictate Withdraw A C Acquiesce Attack Acquiesce Attack Withdraw Dictate Withdraw Dictate S Acquiesce P Attack Loyalty Trust Acquiesce Attack Four Domains of Emotional Intelligence Personal Self Awareness Competencies Self Management Social Awareness Social Competencies Relationship Management Video Pride and Prejudice Food For Thought Watch your words; they become actions. Watch your actions; they become habits. Watch your habits; they become character. Watch your character; it becomes your destiny. Frank Outlaw Suggested Reading: Behavior Styles People Styles at Work: Making Bad Relationships Good and Good Relationships Better, Robert Bolton and Dorothy Grover Bolton Social Style/Management Style: Developing Productive Work Relationships, Robert Bolton and Dorothy Grover Bolton Personal Styles & Effective Performance Make Your Style Work for You, David W. Merrill, Ph.D., Roger H. Reid, M.A. How to Speak and Listen Effectively, Harvey A. Robbins Balanced Leadership: The Impact of Behavior Styles Thank You!
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