How Understanding Behavior Patterns Improves Your Effectiveness

Please introduce yourself by briefly sharing: Your name Where you work and what you do The workplace activities you most enjoy and those you don’t

We use energy at work when we are accomplishing work activities such as: Making decisions Developing project strategy Determining direction Improving systems and processes Collaborating with others Planning, organizing and coordinating

We get energy from certain activities We avoid certain activities because they take energy These differences explain at least part of: What motivates us The kind of work we most enjoy The types of people we are most comfortable working with What causes tension and conflict in the workplace

BEHAVIOR ENERGY INTERNAL Work activities I enjoy Work activities I avoid EXTERNAL Conducting research Brainstorming in teams Taking decisive action Asking for direction For this workshop we are defining energy as the:. driver of our behavior 2

This course is designed to increase personal awareness of how energy is used and the way it’s translated into Behavior Patterns This awareness allows you to make behavior choices that improve collaboration and productivity: In one-on-one interactions Within your team Between your team and other departments With people in other organizations

By the end of today’s workshop, you will be able to: Describe activities in the workplace where you tend to get and give energy Recognize how this energy is translated into Behavior Patterns Identify your preferred Behavior Pattern Identify the Behavior Patterns of others Adapt your behavior to build trust and respect and improve work performance

Module 1: Using Energy at Work Module 2: From Energy to Behavior Wrap Up 3

USING ENERGY AT WORKUSING ENERGY AT WORK Module 1

TASK PEOPLE People who prefer TASK activities like to focus their energy on what is being done. People who prefer PEOPLE activities like to focus their energy on who is doing the task. What do you prefer to focus on at work? FOCUSFOCUS 6

SYSTEMATICEXPEDIENT People who prefer SYSTEMATIC activities like to focus their energy on how the work is being done. People who prefer EXPEDIENT activities like to focus their energy on how quickly the work is being done. How quickly do you prefer to do your work? PACE 7

Task/ Expedient People/ Expedient People/ Systematic Task/ Systematic PACE FOCUSFOCUS FOCUSFOCUS PEOPLE SYSTEMATICEXPEDIENT TASK 8

Tend to get energy from and like to give energy to: Taking quick action Making decisive decisions Driving for results 9

Tend to get energy from and like to give energy to: Influencing the team or group Initiating discussion Coming up with innovative ideas 9

Tend to get energy from and like to give energy to: Supporting team success Organizing and assisting Building cooperation and harmony 9

Tend to get energy from and like to give energy to: Producing work that is precise, accurate and complete Analyzing data Investigating and researching 9

Increasing our awareness of the type of energy needed situationally enables us to choose how to adapt our energy appropriately.

Go to the quadrant that represents where you tend to give and get the most energy, then follow the facilitator’s directions. 20 minutes

Which energy quadrants are needed to accomplish these work activities? Making decisions Developing project strategy Determining direction Improving systems and processes Collaborating with others Planning, organizing and coordinating

Energy is, not static Some types of energy are more situationally than others Being able to improves our effectiveness (less draining, more productive) Being able to the appropriate energy at the appropriate time increases credibility and improves efficiency Understanding provides more options to increase collaboration and performance fluid productive plan for energy shifts recognize and demonstrate how others use energy 10

We use energy to get work done The two dimensions of energy are FOCUS and PACE When combined, the two dimensions create four Energy Quadrants We generally prefer one or two quadrants but can choose to work in any quadrant when necessary Different activities require us to work in different quadrants 11

BREAK

FROM ENERGY TO BEHAVIOR Module 2

INTERNAL Work activities I enjoy Work activities I avoid BEHAVIOR ENERGY Behavior is the: of. external expression energy EXTERNAL Conducting research Brainstorming in teams Taking decisive action Asking for direction 14

TASK PEOPLE Smaller gestures Limited facial expressions Fewer smiles Talking about the task itself What kind of behavior is typically demonstrated? FOCUSFOCUS Bigger gestures Many facial expressions Frequent smiles Talking about the people involved in the task 16

SYSTEMATICEXPEDIENT Speaking slowly Using a soft voice Asking questions Talking about the details and processes Speaking quickly Using a strong voice Making statements Talking about the overall objective What kind of behavior is typically demonstrated? PACE 17

Task/ Expedient People/ Expedient People/ Systematic Task/ Systematic Directing InfluencingSupporting Analyzing PEOPLE SYSTEMATICEXPEDIENT TASK PACE FOCUSFOCUS FOCUSFOCUS 18

We change our Behavior Pattern situationally We can demonstrate each of the four Patterns We tend to prefer one or two Patterns (they give us energy) We tend to avoid one or two Patterns (they take energy)

BEHAVIOR PATTERN ASSESSMENTBEHAVIOR PATTERN ASSESSMENT

Review your personalized Behavior Pattern Assessment Underline the words or phrases that resonate with you In triads, discuss how your Behavior Pattern Helps you be successful Can get in the way Be prepared to discuss examples with the group 15 minutes

READING AND RESPONDING TO BEHAVIOR PATTERNS

Each Behavior Pattern has different needs based on where they are on the midlines (PACE and FOCUS) The possible costs of not recognizing these different needs are: Misunderstandings Confusion Frustration Judgments These will eventually break down trust and respect and damage performance

It makes it easier to identify someone’s Behavior Pattern (two dimensions instead of four quadrants) It is easier to internalize the information People often show behavior more clearly on one dimension than on both By focusing on midlines, it is easier to recognize when someone is changing their behavior (i.e., sliding on a line) and know how to accommodate that change

PACE MIDLINE SYSTEMATICSYSTEMATIC EXPEDIENTEXPEDIENT

Supporting Analyzing Directing Influencing EXPEDIENT MIDLINEMIDLINE

Directing Influencing Supporting Analyzing SYSTEMATIC MIDLINEMIDLINE

InfluencingSupporting DirectingAnalyzing TASK MIDLINE

DirectingAnalyzing InfluencingSupporting PEOPLE MIDLINE

If you are observing right of midline EXPEDIENT behaviors like: Speaking quickly Using a strong voice Making statements Talking about the overall objective You can meet behavior needs by: Starting with the bottom line Using executive bullet points Using statements Being brief 20

If you are observing left of midline SYSTEMATIC behaviors like: Speaking slowly Using a soft voice Asking questions Talking about the details and process You can meet behavior needs by: Providing context Giving details Asking questions and allowing them to ask questions Speaking at a slow to moderate pace 20

If you are observing above midline TASK behaviors like: Smaller gestures Limited facial expressions Fewer smiles Talking about the task itself You can meet behavior needs by: Minimizing nonverbals Avoiding chit-chat Keeping your feelings to yourself Focusing on the task and facts 21

If you are observing below midline PEOPLE behaviors like: Bigger gestures Many facial expressions Frequent smiles Talking about the people involved in the task You can meet behavior needs by: Connecting briefly on a personal level, then on to business Relating work to its impact on people Asking about their emotions Expressing your thoughts and emotions 21

Behavior Patterns, like the expression of energy (Task/People, Expedient/Systematic, etc.), are dynamic. The Behavior Pattern of another person will typically be clear to you on at least one end of one dimension (Focus or Pace). You may only be able to identify a clear Pattern on one dimension

OBSERVEOBSERVEANALYZEANALYZECHOOSECHOOSERESPONDRESPOND 24-25

Choose a partner and identify who will be Person A and who will be Person B B will ask A: “What is the most rewarding aspect of your work?” B will OBSERVE and ANALYZE A’s behavior (p.24) B will CHOOSE and RESPOND in ways which are appropriate for the Pattern observed (p.25) When time is called, B will follow step #5 on page 26 Reverse roles and repeat 8 minutes per round

OBSERVEOBSERVEANALYZEANALYZECHOOSECHOOSERESPONDRESPOND 28-29

I just met with Bill who was the last person on my list to show the draft to. How do you want to go over edits: on the phone or will you be in this afternoon? I am free from 2 to 4:00 today.

Just showed the draft to Bill, who loves it, as do I. We have some tweaking to do; will you be in this afternoon? Congratulations and thank you on a great job!!

I just met with Bill who was the last person on my list to show the draft to. How do you want to go over edits: on the phone or will you be in this afternoon? I am free from 2 to 4:00 today. Just showed the draft to Bill, who loves it, as do I. We have some tweaking to do: will you be in this afternoon? Congratulations and thank you on a great job!!

In your table group, read the assigned in your participant workbook “OBSERVE” the behavior being displayed in the writing style ANALYZE the behavior you observed CHOOSE reflective behaviors for your response RESPOND to the in the space provided Write your responses on a flipchart 10 minutes

We are 17 days into our budget development cycle. There are 5 days left to complete the individual segments and we are required to use the new account numbers. Please have your spreadsheets to me by Friday at 3:00 p.m. so that I can spend the remaining time synthesizing the numbers into one, cohesive plan. 30

Observe: Details, exacting, facts and data Analyze: Above midline, left of midline Choose: Facts and data, discuss how We are 17 days into our budget development cycle. There are 5 days left to complete the individual segments and we are required to use the new account numbers. Please have your spreadsheets to me by Friday at 3:00 p.m. so that I can spend the remaining time synthesizing the numbers into one, cohesive plan. 30

Possible Response: I will send the spreadsheet to you with my segments by 4:00 on Thursday. I will also send a separate document explaining the rationale for my figures. If you have any questions please contact me. Thanks. We are 17 days into our budget development cycle. There are 5 days left to complete the individual segments and we are required to use the new account numbers. Please have your spreadsheets to me by Friday at 3:00 p.m. so that I can spend the remaining time synthesizing the numbers into one, cohesive plan. 30

I just came from the budget planning meeting and there was lots of noise about our being behind. I haven’t heard any specifics from anyone, so shoot me a quick status update, okay? I know you guys are gonna knock it out of the park! 31

Observe: Expressive, colorful language, urgent Analyze: Below midline, right of midline Choose: Get to the bottom line, be personable I just came from the budget planning meeting and there was lots of noise about our being behind. I haven’t heard any specifics from anyone, so shoot me a quick status update, okay? I know you guys are gonna knock it out of the park! 31

Possible Response: No worries – we’re putting the finishing touches on all the documents now and are going to finish ahead of schedule. We’re going to blow them away! I just came from the budget planning meeting and there was lots of noise about our being behind. I haven’t heard any specifics from anyone, so shoot me a quick status update, okay? I know you guys are gonna knock it out of the park! 31

Budget on track? Need status ASAP. 32

Observe: Brief, no emotion, urgent Analyze: Above midline, right of midline Choose: Brief, focus on task and facts Budget on track? Need status ASAP. 32

Possible Response: We’re on track. Will have info to you on Monday. Budget on track? Need status ASAP. 32

The budgeting planning meeting just wrapped up and I want to make sure we’re all clear on our roles so that we meet the deadline. Please let me know your progress, and if you’re struggling in any way, I’m here to help. Thank you in advance for your work on this – I appreciate it! 33

Observe: Calm, supportive, process focus Analyze: Below midline, left of midline Choose: Social impacts, personable, give details The budgeting planning meeting just wrapped up and I want to make sure we’re all clear on our roles so that we meet the deadline. Please let me know your progress, and if you’re struggling in any way, I’m here to help. Thank you in advance for your work on this – I appreciate it! 33

Possible Response: Thanks for your offer to help! I’m on track with the timeline and will send you my information two days before the due date. Will that work for you? The budgeting planning meeting just wrapped up and I want to make sure we’re all clear on our roles so that we meet the deadline. Please let me know your progress, and if you’re struggling in any way, I’m here to help. Thank you in advance for your work on this – I appreciate it! 33

Behavior Patterns are an expression of energy Based on the midlines, there are ways to respond to Behavior Patterns that meet their unique needs and build trust and respect There is a four-step process for adapting our behavior to meet the Pattern needs of others The process can work in face-to-face interactions, as well as virtual ones 34

WRAP UPWRAP UP

Read page 36, and then use pages to create a plan for applying today’s skills to a specific relationship Be prepared to share one key learning with the group 10 minutes 36-39

By the end of today’s workshop, you will be able to: Describe activities in the workplace where you tend to get and give energy Recognize how this energy is translated into Behavior Patterns Identify your preferred Behavior Pattern Identify the Behavior Patterns of others Adapt your behavior to build trust and respect and improve work performance

THANK YOU!THANK YOU!