Your Professional “Workstyle” Appreciating diverse workstyles and keeping your Teams productive!

Objectives Identify your work-related communication style and how others perceive you Recognize the characteristics of the four “workstyle styles” Apply strategies to improve communication within your teams Based on the work of David Merrill and Roger Reid Early 60s Based

Your Personal Profile Adapted from materials presented at the IHI International Conference in Orlando Florida, 2002 by Jean Penny and Diane Miller Be honest with yourself…not how you would like to be.…but how you are Focus on how you are in the work environment…..NOT home You have to pick ONE of the four in each set a. ____Competitive b. ____Joyful c. ____Considerate d. ____Harmonious a. ____Tries new ideas b. ____Optimistic c. ____Wants to please d. ____Respectful a. ____Will power b. ____Open-minded c. ____Cheerful d. ____Obliging a. ____Daring b. ____Expressive c. ____Satisfied d. ____Diplomatic a. ____Powerful b. ____Good Mixer c. ____Easy on others d. ____Organized a. ____Restless b. ____Popular c. ____Neighborly d. ____Abides by rules a. ____Unconquerable b. ____Playful c. ____Obedient d. ____Fussy a. ____Self-reliant b. ____Fun-loving c. ____Patient d. ____Soft-spoken a. ____Bold b. ____Charming c. ____Loyal d. ____Easily led a. ____Outspoken b. ____Companionable c. ____Restrained d. ____Accurate a. ____Brave b. ____Inspiring c. ____Submissive d. ____Timid a. ____Nervy b. ____Jovial c. ____Even-tempered d. ____Precise Based on the research of David W. Merrill and Roger Reid and published in “Personal Styles and Effective Performance”.

Your Personal Profile Adapted from materials presented at the IHI International Conference in Orlando Florida, 2002 by Jean Penny and Diane Miller Be honest with yourself…not how you would like to be.…but how you are Focus on how you are in the work environment…..NOT home You have to pick ONE of the four in each set a. ____Stubborn b. ____Attractive c. ____Sweet d. ____Avoid a. ____Decisive b. ____Talkative c. ____Controlled d. ____Conventional a. ____Positive b. ____Trusting c. ____Contented d. ____Peaceful a. ____Takes risks b. ____Warm c. ____Willing to help d. ____Not extreme a. ____Argumentative b. ____Light-hearted c. ____Nonchalant d. ____Adaptable a. ____Original b. ____Persuasive c. ____Gentle d. ____Humble a. ____Determined b. ____Convincing c. ____Good-natured d. ____Cautious a. ____Persistent b. ____Lively c. ____Generous d. ____Well-disciplined a. ____Forceful b. ____Admirable c. ____Kind d. ____Non-resisting a. ____Assertive b. ____Confident c. ____Sympathetic d. ____Tolerant a. ____Aggressive b. ____Life-of-the-party c. ____Easily fooled d. ____Uncertain a. ____Eager b. ____High-spirited c. ____Willing d. ____Agreeable Based on the research of David W. Merrill and Roger Reid and published in “Personal Styles and Effective Performance”.

Scoring your Personal Profile Count the number of “a”s that you marked. Write that number in the Tally Box marked “a”. Do the same with letters b,c,d. On the a scale, draw a line through the number on the bar graph that corresponds with your total number of “a”s. That forms the end line of your bar graph. Shade in the space in the “a” bar graph, up to your end line Do the same for b,c,d. The total of a,b,c,d, should =24. The longest bar is you predominant style. Tally Box a = b = c = d = 0 1 2 3 4 5 6 7 8 9 10 11 12 14 16 18 0 1 2 3 4 5 6 7 8 9 10 11 12 14 16 0 1 2 3 4 5 6 7 8 9 10 12 14 16 0 1 2 3 4 5 6 7 8 9 10 12 14

Break up into groups based on your most predominate category: Activity………… Break up into groups based on your most predominate category: A, B, C, or D Within your group: Name two things you like best about working in teams Name two things you like least about working in teams Collaborate with your group to write a slogan or draw a picture that represents your work style

Inner qualities or traits Your reaction: feelings, judgments This model is based on OBSERVABLE behavior, not your perceptions or judgments. Inner qualities or traits Observable Behavior Your reaction: feelings, judgments Honest Loud Quite I like him Motivated Facially Facially Animated controlled She interests me Interested Inflected Monotone speech speech He seems nice Hypocritical Direct eye Indirect eye contact Contact I don’t like her Intelligent Fast paced Slow paced She bugs me The Public You Behavior not intentions Not judgments or conclusions about one’s character Be objective. In a situation where two or more people are interacting and where observable behavior can be described by an observer and verified by the observations of others.

Assertiveness Continuum Low: Asks High: Tells Behavioral clues: Pace of speech Quantity of speech Volume of speech Hand motions Body posture Eye contact Based on the research of David W. Merrill and Roger Reid and published in “Personal Styles and Effective Performance”.

Topics of conversation Responsiveness Continuum Less responsive: Controls Emotions Behavioral clues: Emotion in voice Topics of conversation Descriptive Hand motions Body posture Facial expression Topics_ tasks for less and people for more responsive Appearances are deceiving - More responsive: Emotes Based on the research of David W. Merrill and Roger Reid and published in “Personal Styles and Effective Performance”.

Analytical (d) Driver (a) Amiable (c) Expressive (b) Assertiveness + Responsiveness = Work Style Low responsiveness Analytical (d) Driver (a) Low Assertive High Assertive Amiable (c) Expressive (b) Describe the driver style: Action Oriented Focus on the present Seek power, want to make their own decisions Quick to express conclusions Base their decisions on facts, risk taker The Expressive Style: Intuition oriented Appear communicative, approachable, competitive, impulsive They seem to want friends…but really more as followers and supporters Seem to be working toward some dream of the future takes risks and makes decisions based on personal opinion. Appears to be imaginative, creative……but the seem to make mistakes along the way Amiable Style: Relationship oriented Place a high priority on friendship They interpret the world in a personal basis They use understanding and mutual respect, rather then force and authority to achieve objectives Tend to move slowly, take their time They stick with the comfortable and known……..must feel safe with decision Analytical- Thinking oriented Live life according to the facts, cautious with extending friendship, tend to move slowly, historical time frame Based on the research of David W. Merrill and Roger Reid and published in “Personal Styles and Effective Performance”. High responsiveness

The Driver: Action Oriented Perceived positively as: Decisive Independent Practical Determined Efficient Assertive Risk taker Problem solver Direct Perceived negatively as: Pushy One man/woman show Tough Demanding An agitator Cuts corners Insensitive Materials adapted with verbal permission from Diane Miller, Director of Organizational Development at Virginia Mason Medical Center From IHI International Conference in Orlando 2002 Based on the research of David W. Merrill and Roger Reid and published in “Personal Styles and Effective Performance”.

The Expressive: Intuition Oriented Perceived positively as: Verbal Inspiring Ambitious Enthusiastic Energetic Confident Friendly Influential Perceived negatively as: A talker Overly dramatic Impulsive Undisciplined Excitable Egotistical Flaky Manipulating Materials adapted with verbal permission from Diane Miller, Director of Organizational Development at Virginia Mason Medical Center From IHI International Conference in Orlando 2002 Based on the research of David W. Merrill and Roger Reid and published in “Personal Styles and Effective Performance”.

The Amiable: Relationship Oriented Perceived positively as: Patient Respectful Willing Agreeable Dependable Concerned Relaxed Organized Empathetic Perceived negatively as: Hesitant Wishy Washy Pliant Conforming Dependent Unsure Laid back Materials adapted with verbal permission from Diane Miller, Director of Organizational Development at Virginia Mason Medical Center From IHI International Conference in Orlando 2002 Based on the research of David W. Merrill and Roger Reid and published in “Personal Styles and Effective Performance”.

The Analytical: Thinking Oriented Perceived positively as: Industrious Persistent Serious Orderly Organized Cautious Perceived negatively as: Critical Picky Moralistic Stuffy Stubborn Indecisive Materials adapted with verbal permission from Diane Miller, Director of Organizational Development at Virginia Mason Medical Center From IHI International Conference in Orlando 2002 Based on the research of David W. Merrill and Roger Reid and published in “Personal Styles and Effective Performance”.

Driver Analytical Expressive Amiable (Primary Effort) Works quickly and alone (Secondary Effort) Impresses others with individual effort (Primary Effort) Works carefully and alone (Secondary Effort) Impresses others with precision and knowledge (Secondary Effort) Works quickly and with others (Primary Effort) Impresses others as exciting member of the group (Secondary Effort) Works slowly and with team (Primary Effort) Gets along as integral member of the group Behavior directed toward achievement in an interpersonal setting Behavior directed toward acceptance in an interpersonal setting Priorities – achieve first or be accepted first. Based on the research of David W. Merrill and Roger Reid and published in “Personal Styles and Effective Performance”.

Back-up Mode Driver Analytical Amiable Expressive Low responsiveness Driver Analytical Back-up behavior: Avoid Back-up behavior: Autocratic Low Assertive High Assertive Back-up behavior: Attack Back-up behavior: Acquiesce Describe the driver style: Action Oriented Focus on the present Seek power, want to make their own decisions Quick to express conclusions Base their decisions on facts, risk taker The Expressive Style: Intuition oriented Appear communicative, approachable, competitive, impulsive They seem to want friends…but really more as followers and supporters Seem to be working toward some dream of the future takes risks and makes decisions based on personal opinion. Appears to be imaginative, creative……but the seem to make mistakes along the way Amiable Style: Place a high priority on friendship They interpret the world in a personal basis They use understanding and mutual respect, rather then force and authority to achieve objectives Tend to move slowly, take their time They stick with the comfortable and known……..must feel safe with decision Analytical Live life according to the facts, cautious with extending friendship, tend to move slowly, historical time frame Amiable Expressive Based on the research of David W. Merrill and Roger Reid and published in “Personal Styles and Effective Performance”. High responsiveness

How to Work Better with Other Styles….. the key is versatility! When working with analytical: Tell HOW first Provide data (graphs, stats etc) List pros and cons Be accurate, logical Give them time Provide deadlines Don’t rush or surprise When working with Driver: Tell WHAT first Keep faced paced (efficient) Don’t waste time (get to the point!) Be businesslike Give them choices (allows them to control Talk results When working with Amiable: Tell WHY first Use friendly tone of voice, lots of eye contact Ask vs. tell them Draw out their opinions Explore personal life Define expectations Strive for harmony Avoid deciding everything for them When working with Expressive: Tell WHO first Keep it fast paced, direct eye contact Be enthusiastic, allow for fun Support creativity, intuition Talk about the big picture, (not the details) Handle the details for them Value feelings and opinions Be flexible Analytical is a technical specialist…accountants, engineers Driver is a command specialist….CEO Amiable…relationship specialist Expressive is a social specialist…sales, entertainment Materials adapted with permission from Diane Miller, Director of Organizational Development at Virginia Mason Medical Center From IHI International Conference in Orlando 2002

“Growth Actions” to improve your versatility If you are a Driver: LISTEN Build cooperation into work relationships, talk about other people’s ideas Avoid the temptation to answer every question immediately Learn to make social small-talk! If you are an Analytical: Declare, take a stand, make a decision Show emotional support for the feelings of others Show some excitement and involvement in a relationship Talk personally with people about their ideas, not dwell strictly on technical and abstract subjects If you are an Expressive: Check, slow down enough to consider the facts and feelings of others Center conversation less on self Tone down emotional reactions by presenting factual information and assist in defining goals Talk more slowly and less during stressful situations If you are an Amiable: Initiate action, provide some direction and stick to goals and objectives Limit the extent to which you pull others into your personal matters Keep communication more in line with business manners Materials adapted with permission from Diane Miller, Director of Organizational Development at Virginia Mason Medical Center From IHI International Conference in Orlando 2002

Assumptions About Personal Styles From: http://www. engr. washington There is no best or worst style. There are no pure styles. Behavior style does not explain the whole person Much of the population is different than you are. We all have goals we hope to attain and results we wish to achieve. There is no best or worst style. All styles have advantages and disadvantages. All styles are effective when appropriate to the situation and implemented well. There are no pure styles. We all have parts of each style in us. However, we also have one style that predominates, one style in which we are most comfortable and which requires the least energy and stress. Behavior style does not explain the whole person. It only defines perceived patterns of behavior. It does not address personality or an understanding of how an individual thinks or feels. Much of the population is different than you are. Other people have different needs. Therefore, they communicate in a different manner, use time differently, relate in a different way, make decisions, and manage conflict in a way that differs from how you do it. We all have goals we hope to attain and results we wish to achieve. However, different interpersonal priorities influence how we go about accomplishing these ends.