1. Social Styles Sarah Dankanich GE Hitachi Nuclear Energy July 14, 2015

2. *Social Style Lisa Clark Principal Program Manager, INPO July 14, 2015 *Social Style and the Social Style Model are trademarks of the TRACOM Corporation. Don’t even think about reproducing, transmitting, or storing without prior written permission from TRACOM!

3. Social Style 6. Feedback 5. Apply 4. Understand 1. Challenge 2. Social Style 3. Assess

4. Who Bugs You Think about a person at work who drives you crazy. Interactions are frustrating and feel non-productive, at best. Think about a person at work who drives you crazy. Interactions are frustrating and feel non-productive, at best. On Worksheet Step 1, list the behaviors, traits, and attributes that make you feel that way. On Worksheet Step 1, list the behaviors, traits, and attributes that make you feel that way. Avoid labels, be specific Avoid labels, be specific

5. Behavior and Personality  Behavior — What you say (verbal) and do (non-verbal)  Interpersonal Behavior — What you say and do when interacting with one or more people  SOCIAL STYLE— A particular pattern of actions that others can observe and agree upon for describing one’s behavior  Personality — The combination of ideas, values, hopes, dreams, attitudes, abilities, as well as the behavior that others can observe that encompasses everything a person is – think “pie”

6. Observable Behavior I like him. She annoys me. He’s brash. She talks too much. He’s a cold fish. She isn’t serious. He’s too serious. She cares about me. He’s out for himself. She’s a good listener. Quiet Slower-paced Facially controlled Monotone voice Indirect eye contact Casual posture Leans back — Loud — Faster-paced — Facially animated — Inflected voice — Direct eye contact — Rigid posture — Leans forward Judgments Observable Behavior Say Do

7. Assertiveness A dimension of behavior that measures the degree to which others perceive a person as tending to ask or tell in interactions with others Asks Tells Cautious, reserved about sharing opinions. Attempt to influence in quiet, low- key questioning manner. Speaks more softly. Slower pace. Leans back. Indirect eye contact. States opinions with assurance, confidence, force. Makes positive statements and declarations. Attempts to direct actions of others. Talks louder. Faster pace. Leans in. Direct eye contact.

8. Responsiveness A dimension of behavior that measures the degree to which others perceive a person as tending to control or display his or her feelings and emotions when interacting Controls Emotes Keep feelings and emotions inside. Don’t react to emotional appeals. Focus on ideas, things, data, tasks. Controlled expression. More monotone. Less hand movement. Share emotions, express anger, joy, happiness, hurt feelings. Responsive to emotional appeals and influences. Animated facial features. Inflection. More hand movement.

9. Your SOCIAL STYLE Choose an answer for each statement – Don’t agonize. When finished- – Tear open the perforation – Transfer response for each question – Add up column totals – Plot your SOCIAL STYLE Your self-perception may differ from how others see you. AnalyticalDriving ExpressiveAmiable C T E A EXAMPLE:

10. Read About Your Style Controls Emotes Tells Asks Analytical Style Page 14 Driving Style Page 8 Expressive Style Page 10 Amiable Style Page 12 1.Take the assessment. 2.Score assessment. 3.Read about your Social Style. 4.Answer 2 questions at the end of the section. 5.If time permits, read about the Style in the diagonal quadrant.

11. Social Style Exercise Travel to your SOCIAL STYLE group. Travel to your SOCIAL STYLE group. Discuss your assessment findings Discuss your assessment findings Agree? Disagree? Any surprises? Agree? Disagree? Any surprises? Discuss your answers to the 2 questions Discuss your answers to the 2 questions Be ready to give a report-out that is a minute or less. Be ready to give a report-out that is a minute or less. Strengths Changes

12. Powerful Relationships Tells Asks Analytical Style  Slower paced  Focus on detail  Serious and formal approach Driving Style  Faster paced  Focus on goal  Serious and formal approach Amiable Style  Slower paced  Focus on relationship  Casual and informal approach Expressive Style  Faster paced  Focus on generalities  Casual and informal approach

13. Improving Your Effectiveness with Others Do Something for Others: Once you know what makes another person comfortable, try to accommodate his/her preferences Know Others: Observe others' behaviors to learn about their tension levels, how they respond to your messages, and what you can do to make the interaction more comfortable and effective Control Yourself: Learn to be tolerant of others’ behavior without becoming tense Know Yourself: Know the impression you make on others, how your behavioral preferences can cause tension for others

14. Versatility To be more effective, you must do something different To be more effective, you must do something different Golden Rule? Golden Rule? Do unto others as YOU would have done unto YOU. Do unto others as YOU would have done unto YOU. Do unto others as THEY would have done unto THEM. Do unto others as THEY would have done unto THEM. What does Versatility look like? What does Versatility look like? Use the tools provided. Use the tools provided. Self-Perception Guide Self-Perception Guide Square and Rectangle Cards Square and Rectangle Cards Wheel Wheel

15. Challenge – Take the initiative to make the relationship better. Step 4 of your Worksheet Step 4 of your Worksheet Using all the tools and information gained today, develop a brief action plan that will help you develop a Powerful Relationship Using all the tools and information gained today, develop a brief action plan that will help you develop a Powerful Relationship Pair up with someone in a quadrant this is above/below you for feedback. Pair up with someone in a quadrant this is above/below you for feedback.

16. The Beginning The Beginning Questions? Questions? Go forth and do good things. Go forth and do good things. Good luck! Good luck!

17. Leadership Effectiveness using Social Styles Patty McCumbee Product Line Leader, Fuels GE Hitachi Nuclear Energy July 14, 2015

18. Social Styles & Versatility Why should you care? Understand Yourself (Behavioral Strengths & Weaknesses) Understand Others (Value of Diversity) Help your teams be more productive – everyone contributes! Behavioral Habits Behaviors you use most often + Behaviors you feel most comfortable with = Behavioral Habits; Learning to flex gives you an advantage!

19. What is my Social Style? Assertiveness - Telling  State opinions with assurance  Confident  Make positive statements  Attempt to direct the actions of others Responsiveness - Emoting  Share emotions easily  Readily express anger, joy, happiness or sadness  More likely to respond to emotional appeals and influences Expressive Style with a little Driving Style attitude Expressive Style with a little Driving Style attitude ……. Let’s get it done!

20. People with an “Expressive/Driving” Social Style appear to: Know what they want, Tend to be outgoing and more dramatic Shares Ideas & Dreams, Motivating, Enthusiastic Focus more on the immediate timeframe than past or future Be swift and efficient; Avoid inaction Get people involved; Persuasive Create Excitement; Focus on results Be decisive; Tend to direct actions of others even if not the leader Faster paced; Likes challenges People-oriented, Extraverted, Initiating, Telling

21. Weaknesses of “Expressives” Weaknesses of “Expressives” What?!? (yes, there are pros & cons to each style) Openly show both negative and positive emotions More casual approach to situations Take risks based on the opinions of people he/she considers important or successful (less fact based decisions) Seek approval of others; Tend toward group consensus Seen as re-acting impulsively; Change course rapidly Opinionated, Talkative, Dominant Energy & Utility Businesses are dominated by “Analytics”

22. Quiet, Logical, Reserved, Distant A. Actions Toward Others Can appear uncommunicative, distant and cool Cooperative as long as they have some freedom to organize their own efforts Tend to be cautious about extending friendships; May not communicate unless there is a specific need B. Best Use of Time Strong time discipline coupled with a slow pace to action Moves with deliberateness Takes time to review all facts and available data Does not respond well to being rushed C. Customary Approach to Decisions-Making Tends to make decisions based on facts and verifiable information Need evidence Want to be sure that decisions made today will be valid in the future ABC’s of the “Analytical” Style

23. Benefits of Style Flexing Improve team outcomes - motivating Build trust and respect for all team members Avoid un-necessary hurt feelings Increase productivity Inspire ownership and accountability Help others reach their full potential Versatility (or style “flexing”) is a skill that can be developed to help you earn the respect and trust of your team & mine the potential in everyone!

24. Working with all Social Styles

26. Effective Team Leaders Communicate, Communicate, Communicate!  Clear, Concise & Accurate  Tailored by organizational level and social styles  Repeat in variety of settings (3X) Set Expectations  GRPI (Goals, Roles, Process & Interpersonal requirements)  Hold people accountable – honor your own commitments  Create an environment of comfort – professionalism, trust, helpfulness, co-operation & mutual support Understand people’s needs & motivations – make it personal! Let people work Pay Attention Give Credit Generously Accept Fault Graciously Foster Respect - Care about People & Show it – Be a Leader Worth Following!