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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!
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