Download Link:  https://1drv.ms/x/s!Ap7quI_n9u6duyo9EgwHgSA3xSkh

 

 

Business Communication / Work Behavior Style
         
  Director
High Dominance
Influencer
High Influencing
Relator
High Steadiness
Thinker
High Compliance

 

Positive Intent:

Get It Done Get It Noticed Get Along Get It Right

 

Needs:

To Be In Control To Be Recognized Applauded To Be Liked To Be Correct

 

Needs To Know
(Benefits):

- What it Does
- By When
- What It Costs
- How it Enhances
  Their Status
- Who Else Uses It
- How It Will Affect
  Their Personal
  Circumstances
- Justification
- Logic
- How It Works

 

Wants To Maintain:

Success Status Relationships Credibility

 

Wants To Be:

In Charge Admired Liked Correct

 

Achieves Acceptance By:

- Leadership
- Competition
- Playfulness
- Stimulating Environment
- Conformity
- Loyalty
- Correctness
- Thoroughness

 

 

Measures Personal
Worth By:

- Results
- Track Record
- Measurable Progress
- Acknowledgement
- Recognition
- Applause
- Compliments
- Compatibility With Others
- Depth Of Relationships
- Precision
- Accuracy
- Activity

 

 

 

 

 

Desire for Environment
Which Includes:

- Power and Authority
- Prestige and Challenge
- Opportunity for Individual Accomplishments
- Direct Answers
- Opportunity for Advancement
- Freedom from Controls and Supervision
- Many New and Varied Activities
- Popularity, Social Recognition
- Public Recognition of Ability
- Freedom of Expression
- Group Activities Outside of the Job
- Democratic Relationships
- Freedom from Control and Detail
- Opportunity to Verbalize Proposals
- Fun, Exciting Working Conditions
- Security of the Situation
- Status Quo Unless Given Reasons for Change
- Minimal Work Infringement on Home Life
- Credit for Work Accomplished
- Limited Territory
- Sincere Appreciation
- Identification with a Group
- Traditional Procedures
- Security Assurances
- Standard Operating Procedures
- Sheltered Environment
- Reassurance
- No Sudden or Abrupt Changes
- Being Part of a Group
- Personal Attention
- Status Quo Unless Assured
  of Quality Control

 

Work-Space:

Busy, Formal, Efficient, Structured Stimulating, Personal, Cluttered, Friendly Personal, Relaxed, Friendly, Informal Structured, Organized, Functional, Formal

 

Appearance:

- Businesslike
- Functional
- Fashionable
- Stylish
- Casual
- Conforming
- Formal
- Conservative

 

Communication Styles:

Direct and to the point Direct and elaborate Indirect and considerate Indirect and detailed

 

Values:

Task
Fast Pace
People
Fast Pace
People
Slower Pace
Task
Slower Pace

 

Pace:

Fast/Decisive Fast/Spontaneous Slow(Moderate)/Easy Slow/Systematic

 

Decisions Are:

Decisive  Spontaneous Considered Deliberate

 

 

 

 

Value to the Organization:

- Task Accomplisher, Bottom-Line Results Person
- Self-Motivated and Hard Worker
- Forward Looking, Progressive
- Fast Decision Maker, Initiates Business
- Makes Things Happen
- Moves Quickly with High Energy
- Creative Imagination
- Initiates Relationships
- Motivates Others Towards Goals
- Enjoyable to be Around
- Loyal
- Team Worker
- Good Listener
- Patient and Calming
- Good at Reconciling Factions
- Objective, "The Anchor of Reality"
- Conscientious
- Comprehensive
- Defines, Clarifies, Gathers Information,
  Criticizes, and Tests
- Ensures Standards Are Met

 

 

 

 

 

Together these four different styles bring to the organization natural qualities that contribute equally to team productivity.  There is no correlation between "behavior style" and "success."  Each style has an equal chance of being successful, depending on the environment and circumstances involved.      

 

Behavior:

Authoritative charges ahead Creative, Warm, Charismatic, energetic Agreeable, personable, friendly, caring, helpful Attentive to details, systematic

 

 

 

 

Influences Others by:

- Force of Character
- Persistence
- Direction
- Control
- Competition
- Strong Persuasiveness
- Generating Enthusiasm
- Personal Contact
- Praise and Favors
- Inspiration
- Poise
- Social Abilities
- Personal Relationships
- Performing Services
- Suggestions
- Offering Understanding
- Accommodation
- Friendship
- Factual Data
- Attention to Detail
- Logiical Arguments
- Consistency of Performance
- Objective Arguments

 

Strengths:

Decisive, gets things done, confident People-oriented, persuasive, verbal skills, optimistic Likeable, loyal, team player, steadfast, patient Accurate, fact finder, precise, organized

 

Seeks:

Productivity Recognition Attention Accuracy

 

Gains Security By:

Control Flexibility Close Relationships Preparation

 

Priority:

The Task and the Results Lots of Action, Having Fun Maintaining Relationships The Task and the Process

 

Support Their:

Goals Ideas Feelings Thoughts

 

Likes You To Be:

To The Point Stimulating  Pleasant Precise

 

Irritated By:

- Inefficiency
- Lack of Organization
- Boredom
- Routine
- Insensitivity
- Impatience
- Surprises
- Unpredictability

 

Weaknesses:

Intimidates and alienates people Egotistical, lacks follow-through, “flaky” Indecisive, wastes time, gullible Stubborn, boring, aloof, unimaginative

 

Under Pressure:

Yells, blows up, bullies, throws tantrums
and potshots, arrogant
Talks louder and faster, complies Submits, accommodates, gunny-sacks,
passive, aggressive
Becomes silent, flees or withdraws,
becomes autocratic

 

 

 

 

 

 

Possible Limitations
Under Pressure:

Overstep Prerogatives, Act Restlessly, Inspire Fear
in Others, Override People, Be Blunt and Sarcastic
with Others, Sulk When Not in Limelight, Be
Critical and Fault-Finding, Be Inattentive to Little
Things, Be Dissatisfied with Routine Work, Resist
Participation as Part of a Team
Be More Concerned with Popularity than
Tangible Results, Oversell, Act Impulsively-
Heart Over Mind, Be Inconsistent in
Conclusions, Make Decisions Based on
Surface Analysis, Be Unrealistic In
Appraising People, Be Inattentive to
Detail, Trust People Indiscriminately, Have
Difficulty Planning and Using Time
Wisely, Be Superficial
Strive to Maintain Status Quo, Take a Long
Time to Adjust, Have Trouble Meeting
Deadlines, Need Help Getting Started on
Daily Assignments, Be Lacking in Imagination,
Relaxed and Contented with Things the Way
they Are, Continue to do Things the Way they
were Always Done, Hold a Grudge, Wait for
Orders Before Acting
Lean on Supervisors, Hesitate to Act
Without Precedent, Be Bound by
Procedures and Methods, Get Bogged
Down in Details, Resist Acceptance of
Responsibility, Want Full Explanation
Before Changes are Made, Pass the
Buck, Yield Position to Avoid
Controversy, Be Defensive when
Threatened, Be Suggestible and
Easily Led.

 

Fears:

Loss of Control Loss of Prestige Confrontation Embarrassment

 

Under Tension:

Dictate/Assert Attack/Be Sarcastic Submit/Acquiesce Withdraw/Avoid

 

 

 

 

 

 

 

 

How To Be Flexible
With These Individuals:

DO:

 

- Be Clear, Specific, Brief, and To The Point.

- Stick To Business
- Come Prepared with All Requirements,
  Objectives, Support Material in Well
  Organized "Package."
- Present the Facts Logically; Plan Your
  Presentation Efficiently.
- Ask Specific (Preferably "What?") questions.
- Provide Alternatives and Choices.  Be
  Prepared to Support the Option You Think
  is best.
- Provide Facts and Figures About Probability
  of Success/Effectiveness of Options.
- Bring Up Personal Issues Only After Talking
  Business.

 

 

 

 

- Plan Interaction That Supports Their

  Goals and Intentions.
- Leave Time for Relating, Socializing.
- Put Details In Writing After The
  Meeting.
- Ask For Their Opinions And Ideas.
- Provide Ideas For Implementing Action.
- Be Stimulating, Fun-Loving, Fast
  Moving.
- Provide Testimonials From People
  They See As Important, Prominent.

 

- Start, However Briefly, With A Personal

Comment. Break The Ice.
- Show Sincere Interest In Them As People;
Find Areas Of Common Interest; Be Candid
And Open.
- Listen; Be Responsive.
- Present Your Case In A Non-Threatening
Manner.
- Ask "How?" Questions To Draw Out Their
Opinions.
- Watch Carefully For Possible Areas Of
Early Disagreement Or Dissatisfaction.
- If You Disagree, Look Out For Hurt Feelings.
- Work With Them To Develop Clear,
Specific Solutions.

 - Prepare Your "Case" In Advance.
- Approach Them In A Straightforward,
Direct Way; Stick To Business.
- Support Their Prinnciples; Use Thoughtful Approach; Build Your Credibility By Listing Pros And Cons To Any Suggestion You Make.
- What You Say You Will Do.
- Be Persistent.
- Draw Up A Scheduled Approach To
Implementing Action With Step-By-Step
Timetable.
- Follow Through.
- Make An Organized Presentation Of Your Position If You Disagree.

 

 

 

 

 

 

How To Be Flexible
With These Individuals:

DON'T:

 

- Ramble On Or Waste Their Time.
- Try To Build Personal Relations Until
  Business Is Done.
- Forget Or Lose Things; Be Disorganized
  Or Messy; Confuse Or Distract Their
  Mind From Business.
- Ask Rhetorical Questions.
- Speculate Wildly Or Offer Guarantees
  And Assurances Where There Is Risk.
- Let Your Disagreement Reflect On Them
  Personally.
- Try To Convince by "Personal" Means.
- Direct or Order.

 

 

- Legislate Or Muffle.

- Be Curt, Cold Or Tight-Lipped.
- Focus Solely On Facts And Figures.
- Leave Decisions Hanging In The Air.
- Waste Time Being Impersonal or
Judgmental.
- "Order" them Or You'll Lose Them.
- Kid Around Too Much Or "Stick To the
Agenda" Too Much.
- Talk Down To Them.
- Be Too Dogmatic.

 - Rush Headlong Into Business Or The
Agenda.
- Stick Coldly Or Harshly To Business; On
The Other Hand, Don't Lose Sight Of Goals
By Being Too Personal.
- Force Them To Respond Quickly To Your
Objectives.
- Be Domineering Or Demanding; Don't
Threaten With Position Power.
- Debate About Facts And Figures.
- Manipulate Or Bully Them Into Agreeing.
- Offer Assurances And Guarantees You
Can't Fulfill.
- Keep Deciding For Them Or They'll Lose
Initiative.

 

- Be Disorganized Or Messy.
- Be Giddy, Casual, Informal, Loud.
- Rush The Decision-Making Process.
- Be Vague About What's Expected of
Either Of You; Don't Fail To Follow
Through.
- Use The Words "Gut Feeling."
- Leave Things To Chance Or Luck.
- Use Gimmicks Or Clever, Quick
Manipulations.
- Push Too Hard Or Be Unrealistic With
Deadlines.
- Tell Them How You "Feel."

 

Part of materials from Kathleen Hasson Kirsch - for Support Center of San Diego, September 29, 1993.  National University, Kearny Mesa. Support Center of San Diego.
Part of Materials from Doug Gross, Management Consultant, LDG Associates, December 8, 1993.  National University, Kearny Mesa.  Support Center of San Diego.