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 Tasks Capable, competent Likeable People Process vs. Expediency Thorough, comprehensive, need to make one RIGHT decision Fast, gut, quick Process Expediency Behavior Styles Task CONTROLLER ANALYZER Expediency Process STABILIZER PERSUADER People Behavior Styles (Do) Task CONTROLLER ANALYZER Process (Ask) STABILIZER Expediency (Tell) PERSUADER People (Do with) Behavior Styles (Do) Task ANALYZER CONTROLLER STABILIZER Expediency (Tell) PERSUADER Process (Ask) 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 risktakers 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 chitchat Positives and Negatives per Style A Pos Industrious Persistent Serious Exacting Orderly S Pos Supportive Respectful Willing Dependable Agreeable Pos Strong-willed Independent Practical Decisive Efficient Pos Ambitious Stimulating Enthusiastic Dramatic Friendly C P Positives and Negatives per Style A Neg Critical Indecisive Stuffy Picky Moralistic Neg C Pushy Severe Tough Dominating Harsh S Neg Conforming Unsure Pliable Dependent Awkward Neg P Manipulative Excitable Undisciplined Reacting Egotistical Positives and Negatives per Style A S Pos Industrious Persistent Serious Exacting Orderly Neg Critical Indecisive Stuffy Picky Moralistic Pos Neg Supportive Conforming Respectful Unsure Willing Pliable Dependable Dependent Agreeable Awkward Pos Strong-willed Independent Practical Decisive Efficient Pos Ambitious Stimulating Enthusiastic Dramatic Friendly Neg C Pushy Severe Tough Dominating Harsh Neg P Manipulative Excitable Undisciplined Reacting 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 Analyzer Stabilizer Controller and and and and Analyzer Stabilizer Persuader Persuader With Analyzers… DO… - Prepare in advance - Be accurate - Be direct - List pros and cons - Present specifics - Be persistent - Use timetables for actions - Provide tangible, practical evidence DON’T… - Be disorganized or messy - Be casual, informal or loud - Rush decision-making - Fail to follow through - Waste time - Leave things to chance - Threaten or cajole - Use opinions as evidence - Be manipulative With Stabilizers… DO… - Start with a personal comment - Show sincere interest in them as people - Listen and be responsive quickly - Be casual and non-threatening - Ask “how” questions - Watch for hurt feelings - Provide assurances DON’T… - Rush into business - Stick constantly to business - Force them to respond - Be demanding - Debate facts & figures - Be abrupt - Be patronizing - Decide for them With Controllers… DO… - Be specific & brief - Stick to business - Be prepared - Present facts clearly - Ask “what” questions - Provide alternative solutions - Take issue with facts DON’T… - Ramble or waste time - Be disorganized or messy - Leave loopholes or be unclear - Ask rhetorical questions - Make decisions for them - Speculate - Be directive With Persuaders… DO… - Be fast-moving, entertaining - Leave time for socializing - Talk about their goals - Deal with the “big” picture - Ask for their opinions & ideas - Provide examples from people they believe are important - Offer incentives or rewards DON’T… - Legislate - Be cold, aloof, or tight-lipped - Press for solutions - Deal with details - Be dogmatic - Talk down to them 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 Leave Prove they are “right” Pull away Withhold emotions (Controller) Explode Blame Dictate Take over Suppress emotions (Stabilizer) Wait too long to act Tell others Avoid Give in & get even Worry emotionally Verbal attack (Persuader) Talk about everything Cry “Dump” it & forget it Overreact emotionally Reactions to Tension & Stress Controlled Results Results DICTATE Expedient Emotions Process Emotions WITHDRAW ACQUIESCE Responsive ATTACK (VERBALLY) Continual Need Deprivation Withdraw Integrity A Dictate Dictate Withdraw Respect C Acquiesce Attack Acquiesce Attack Withdraw Dictate Withdraw Dictate Attack Acquiesce P Trust S Loyalty Acquiesce Attack Four Domains of Emotional Intelligence Personal Competencies Self Awareness 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!