WHAT IS YOUR MANAGEMENT STYLE?

Learning Objectives Understand our behavior patterns are how we are perceived by others. Understand our unique personality mix and the energy we use to sell an idea to staff or customers.

Benefits Enhanced interpersonal relationships with managers and staff. Make reliable assessment of others resulting in dealing more successfully and productively with others.

The Quiz Circle the one letter (a, b, c or d) that corresponds to the description that best fits you. You must only select one response. Tally the number of times you circled each style and enter at the bottom of the scoring sheet.

The Four Personality Types The Expressive The Driver The Thinker The Amiable

Exercise Underline the words that best describe you.

EXPRESSIVE

Expressive Do’s Ask for their opinions/ideas Provide ideas for action Give only necessary details Some details need to be in writing Leave time for relating/socializing

Expressive Don’ts Be curt, cold, or tight-lipped Pressure them with facts and figures, alternatives, abstraction Leave decisions hanging up in the air Waste too much time “chatting” Talk down to them

DRIVER

Driver Do’s Be clear, specific, brief and to the point. Ask specific questions Come prepared with all requirements, objectives, material in a well-organized “package” Present the figures/facts logically and probable outcome or effectiveness If you disagree, take issue with facts, not the person Provide alternatives and choice for making their own decisions Stick to business and depart quickly

Driver Don’ts Ramble or waste their time. Forget, lose things, be disorganized, confused, messy or distract them No loopholes or rhetorical questions Don’t make decisions for them Don’t make false promises/guarantees Order or direct.

THINKER

Thinker Do’s Prepare, be direct and businesslike Support their principles, be thoughtful and list pros and cons. Provide facts. Contribution to their efforts; be specific and do what you say you can do. Take your time but be persistent. Be accurate and realistic.

Thinker Don’ts Be disorganized, giddy, casual, informal, loud and don’t threaten, cajole, wheedle, coax or whimper Leave things to chance or be vague about expectations; don’t fail to follow through Use opinion as evidence Push or be unrealistic with deadlines

AMIABLE

Amiable Do’s Break the ice. Be personable. Show interest in them as a person, be candid and open. Listen, be responsive. Ask questions. Draw out their opinions. Present your case non-threateningly. Look for hurt feelings, personal reasons. Watch for areas of disagreement.

Amiable Don’ts Rush straight to business or be abrupt Stick coldly to business. Be domineering or demanding Debate about facts and figures Manipulate or bully them into agreeing because they probably won’t fight back. Offer guarantees you can’t fulfill.

Influence and Push/Pull Energy

What is Push Energy? Direct and persuasive Assertive but not aggressive Used effectively can yield amazing results

Push Energy involves: Giving Specific and Clear Direction Giving Smart Goals

Push-Presenting Ideas In order to persuade your point of view, ideas should be structured and well thought out. Frame your ideas. Present your proposals in a logical way so that you can guide direction effectively. Engage interest.

T T R A M S imely ealistic ctionable easurable pecific Goals should be challenging but not intimidating. They should be: SMART

What is Pull Energy? Inclusive and involving Listening and asking questions to draw others out and engage them

Pull Energy involves : Effective Listening Skills Asking Questions Effectively

BODY LANGUAGE Skills for Active Listening Nodding head Sitting forwardEye contact 7 % words 55% body ( facial, posture ) 38% voice

Assertiveness-Push/Pull A dimension of behavior that measures the degree to which others perceive a person as tending to ask or tell in interactions with others. ASKSDCBATELLS Asking w/some telling More telling More asking Telling w/some asking

Effective use of Push/Pull Energy leads to Influence Success Use Push Behaviors when you : Know what you want Have good reasons with which to build a case Believe you need to take a direct approach Use Pull Behaviors when you : Want to build a relationship with the other person Need the commitment and involvement of others Require additional information to help you achieve you goals Use Push/Pull behaviors to: Create breakthrough results Provide meaningful exchanges

Exercise Chose someone that you would like to influence or work with more effectively. Pick something from the FC list. Write down what you want to happen or what result do you want? Think of how/what you have said in the past and how you might shift or change that based on this information.

Tips Know yourself Know/identify others Use Push/Pull Energy in order to influence

Support

WHAT IS YOUR MANAGEMENT STYLE?