When people are conscious of their behaviour and its impact, they are free to choose other behaviours that are more effective and appropriate SELF+SELF+

How to Analyse Behavioural Style  Complete the questionnaire and look in particular for scores over 44. These are strong preferences in responding to situations  Your highest score is probably your natural, preferred and most common response and this reflects your personality and normal pattern of behaviour  We can and do, use all styles and each style is more or less effective depending on the situation  The big question is: can you adapt your style to get the best from others and the situation you face  You can strengthen relationships, especially with those diagonally opposite to you by taking into account the different outlooks and responses in people working together

SELF+ Behavioural Styles Results focus Assertive Direct/Challenge Decisive/Take Action Enthusiastic Persuasive Animated/Participative Creative Team Harmony Good Listener Supportive/Loyal Co-operative/Consistent Systematic Analytical Accurate Cautious More Extravert/Outward Looking/Go Fast More Task/ Rational More People/ Emotional More Introvert/Inward Looking/Go Slow E F L S Executive Facilitative Supportive Logical

When dealing with Es, do… Be straight to the point Be objective Talk about facts Be specific Suggest a result Acknowledge their position …and don’t Be over-emotional Ramble on Waste their time Criticise their ability Tell them they are wrong Es are motivated by… Control over work Directing others Opportunity & challenge Advancement Executive Style: dominant and decisive …and demotivated by Being questioned/overruled Limited responsibility for results Restricted access to resources Close supervision Preferred environment Maximum freedom Fast-paced Results-oriented Es avoid or dislike Appearing soft or weak Routine, predictable situations Being micro-managed To be more effective Es should… Explain how you got there as well as announcing decisions Recognise the effort of others Take more time to think through consequences before going ahead E

When dealing with Fs, do… Be informal Talk about feelings Be enthusiastic Talk of the future Consider “what if?” …and don’t Be formal Demand detail Talk about task only Criticise them personally Fs are motivated by… Dialogue with others Immediate verbal feedback Enthusiastic recognition Acknowledgement of feelings Facilitative Style: influential and optimistic …and demotivated by Reserved/Unfriendly co-workers Rigid schedules Pessimism Routine, detailed tasks Preferred environment Fast-paced Positive feedback and recognition Variety and creativity Fs avoid or dislike Conflict Losing approval Detailed, repetitive tasks Working alone To be more effective Fs should… Develop time management skills Be realistic when evaluating people and situations Be less impulsive in responses to avoid escalating situations F

When dealing with Ss, do… Be sincere Make personal comment Be patient Listen Enlist their help Follow the rules …and don’t Blame them or others Shout Demand Be rude Ignore them Assume they agree Ss are motivated by Cooperating with others Clearly defined responsibility Providing good service Job security Supportive Style: sympathetic and cooperative …and demotivated by Rapid, unpredicable change Competitiveness/aggression Lack of support Confrontation Preferred environment Predictable and orderly Harmonious, informal and friendly Ss avoid or dislike Unpredictable or uncertain situations Disorganised, disorderly workplaces To be more effective Ss should… Small steps to being more flexible about routines and change Learn some techniques to help you be more assertive when needed S

When dealing with Ls, do… Be specific Be factual Explain why Be formal Be diplomatic Follow the system …and don’t Be sloppy Ramble on Cut corners Be informal, loud or confront Generalise Ls are motivated by Wanting to be right Logical systematic approaches Rewards for quality/accuracy Specific feedback Logical Style: conscientious and correct …and demotivated by Constant change in rules Lack of time to process info Mandatory socialising Lack of quality controls Preferred environment Time and resource to attain standards Reserved, business-like and task-oriented Ls avoid or dislike Being criticised, especially when you lack control Lack of time to think through consequences Emotionally charged situations Disclosing personal information To be more effective Ls should… Be more open to others’ ways When others comment on performance, consider that they may be trying to help Loosen up, we do not have to be right all the time L

Teams with similar types make quick decisions but not necessarily better ones Dissimilar team members reach decisions slower (and more painfully) - but often make better decisions due to varied viewpoints Teams with only one person with a particular work preference may fail to appreciate that person because they are different Successful teams, getting good results, with many different types, learn from each other Teams who learn to appreciate different types usually experience less conflict Effect on Team Working

Z Technique Problem Solving with SELF+ Get the facts and analyse Generate ideas and possibilities Check how people are affected Challenge and decide on action Ls Es Fs Ss

How to Communicate with… Es Fs Ls Ss o Get right to the point o Watch for selective hearing o Be organised and have something prepared o Ask for a solution to a problem o Listen, they want to talk o Check in frequently to see if getting it and how they feel o Ask what, when, where and how o Watch the time o Clarify what was decided o Chat, maybe informally over coffee o Ask for input and they will respond o Keep the lines open as they may go quiet o Pay attention to non verbal signs and feelings o Stick to the facts o Get right down to business o Give time to think it over o Be specific and precise Executive Facilitative SupportiveLogical

SELF+ Behaviours at Meetings Es Fs Ls Ss o Appear in a rush – waste no time o Get bored quickly – try to move things on o Talk about results – skip things o Make very fast decisions o May not necessarily talk a lot but when they speak they have impact o Come to meetings with views of their own o Always seeking to influence o Refer to others/networks as resources o Talk more than anyone else o Appear at ease with strangers o Are usually enthusiastic, or at least open to new ideas o Over commit themselves o Make an effort to be friendly and make one feel at ease o Look to others for solutions, don’t initiate ideas o Are concerned about risks o Expect established business procedures and systems o Like to consult with colleagues (are good at delegating upwards) o Are nervous with authority o Are reserved and formal o Can be quite cutting in their questioning o Will not make immediate decisions o Demand guarantees and references, agendas etc. o Expect formal procedures o Speak little, but when they speak they usually show good perception and can sum up a situation/conversation/problem ExecutiveFacilitative SupportiveLogical