1. People Styles Assessment

2. Communication Style
Communication styles and preference are generally gauged by the pace at which someone works and the priority he/she places on tasks or people.
As a general guideline, there are four communication styles to consider:
Types
Pace
Priority
Optimal Mode
Analyzers
Deliberate
Tasks
Written, ahead of time
Relaters
Relaxed
People
Verbal, ahead of time
Socializers
Energized
Verbal in the moment, document with written follow-up
Drivers
Driven
Written or Verbal Executive Summary, with more detail available
“People Styles at Work” by Robert Bolton and Dorothy Grover Bolton, 2009

3. Social Styles Survey A Total: B Total: C Total: D Total:
A More likely to lean backward when stating opinions
A Less apt to exert pressure for action
B More likely to be erect or lean forward when stating opinions
B More apt to exert pressure for action
C Less use of hands when talking
C Less apt to show feelings
D More use of hands when talking
D More apt to show feelings
A Demonstrates less energy
A More tentative when expressing opinions
B Demonstrates more energy
B Less tentative when expressing opinions
C More controlled body movement
C More task-oriented conversations
D More flowing body movement
D More people-oriented conversations
A Less forceful gestures
A Slower to resolve problem situations
B More forceful gestures
B Quicker to resolve problem situations
C Less facial expressions
C More oriented toward facts and logic
D More facial expressions
D More oriented toward feelings and opinions
A Softer-spoken
A Slower-paced
B Louder voice
B Faster-paced
C Appears more serious
C Less likely to use small talk or tell anecdotes
D Appears more fun-loving
D More likely to use small talk or tell anecdotes
A More likely to ask questions
C Less inflection in voice
B More likely to make statements
D More inflection in voice
A Total:
B Total:
C Total:
D Total:

4. Finding Your Style
Tally your A’s, B’s, C’s and D’s (the sum of your A’s and B’s should equal 9 and the sum of your C’s and D’s should equal 9).
Compare your tally for A’s and B’s. Identify the letter of your higher score. On the following chart, plot out that number toward the letter you scored higher on. Do the same for C/D tallies.
Draw two intersecting lines to find the quadrant of your communication style.

5. Interpreting Your Social Style
Analyzers
Drivers
Relators
Socializers

6. Analyzers “Ready, aim, fire” Perfectionist Stickler for detail
Systematic
Task-oriented
Well-organized
Data, data, data
Risk-adverse
Slow to decide
Reserved
Controlled body language
Efficient with words
Analytical
The Analytical style is the Perfectionist of the 4 styles.
They want to get it right the first time and are very methodical in their approach.
They prefer tasks, structure and organization.
They pour over and analyze data very carefully before making a decision.
They can be perceived as very critical because of their exacting standards, and will not adorn you with compliments.
They will say what needs to be said, when it needs to be said, and not much more. These are low-key, quiet and reserved people.
Analyticals tend to be indirect when making a request or a statement. They will often ask a question, rather than make a statement. “Do you think it would be wise to. . .?”
In conflict, they will rely on a cool-headed, rational and logical approach to resolve the problem. They will avoid outward expressions of emotion.
So in a negotiation, you will need to:
Be sure to have done your homework – being sure to have the details of your analysis clear and have thoroughly checked your sources.
Provide an agenda for the meeting ahead of time, as well as at the beginning of the meeting.
Treat the meeting as a task to accomplish.
Be mindful of questions that may actually signal a want, need or desire.
Give them time to process the information you have given them. You may need to take breaks or even schedule a second meeting.
Ask questions to uncover their interests.

7. Analyzers: How to Flex To Relators To Drivers To Socializers
Take time to make personal contact
Focus more on feelings – both theirs and yours
Be supportive – practice patience in listening empathetically
Provide structure – make sure roles are clearly defined and goals clearly established
Don’t overdo facts and logic
To Drivers
Pick up your pace –move more and talk faster
Focus on the big picture –avoid too many details
Say what you think –“Here’s what I think” not “Would it make sense to?”
To Socializers
Make personal contact and focus more on feelings
Be open to their preference for easy-going and fun, rather than maintaining a rigid atmosphere
Don’t be a stickler for rules
Let them spontaneously “think out loud” –and confirm commitments rather than assuming them
Respect their vision, even if you have to inject some realism into it

8. Relaters “Ready, ready, ready” Team player Preserves the peace
Yields and encourages others
Quiet friendliness
Finds satisfaction in status quo
Cautious in decision making
Avoids controversy
Rapport builders
State point of view in a question
Amiable
The Amiable is the Team Player of the four styles.
They like to work with others in small groups or one-on-one and will work to keep the peace in the group.
They do not seek the spotlight and are often encouraging of others.
They are low-key, laid-back and easy going. They are adept at making small talk about life outside of work.
They focus on the relationship, more than the task.
They shine at preserving the status quo so they will be cautious or resistant when it comes to change. They follow processes established by others.
They look for ways to lower risk when making decisions.
Like Analyticals, Amiables will ASK rather than TELL.
So in a negotiation, you will need to:
Be sure to spend ample time building rapport at the beginning of the meeting.
Offer options that reduce or mitigate risk for the Amiable person.
Ask questions to understand the company policies or processes so as to find options that will comply.
Be mindful of questions that may actually signal a want, need or desire.
Refer to the company or the department frequently to make sure that the deal is in alignment.

9. Relators: How to Flex To Analyzers To Socializers To Drivers
Be more task-oriented and show you are arriving at your conclusions – support with data, facts or research
Deemphasize feelings and speak more directly
Plan your work and work your plan
Be well organized, detailed and factual
To Socializers
Pick up the pace and be energetic
Focus on the big picture
Say what you think and tell rather than ask
Recognize their tendency that what they say isn’t always what they mean or are committing to – so double-check
To Drivers
Pick up the pace by highlighting the major takeaways
Say what you think but be more focused on goals, milestone results and deadlines.
Live up to commitments without fail
Be more task oriented, deemphasize feelings, but don’t delve into details

10. Socializers “Ready, fire, aim” Vim, vigor and vitality
Interpersonally proactive
Creative problem solvers
Little interest in details
Dislike a lot of structure
Gregarious and playful
Visually expressive
Natural storytellers
Rapport is a mandate
Tell-it-like-it-is style
Expressive
The Expressive is the most Energetic and Outgoing of the 4 styles.
They are continuously on the go and have enough energy for two people.
They enjoy being where the action is and can seem to have short attention spans.
They avoid the details as they encourage others to dream and think “big.”
They value creativity over structure.
They look for ways to make things more fun. Rather than meet in the office, may meet in a club or coffee shop.
They are not big on plans, and tend to act first and think later.
Gesture, gesture, gesture - Vocal, vocal, vocal (Think out loud)
They will not hesitate to tell you what is on their minds, if you can’t read it through their body language already.
So in a negotiation, you will need to:
Spend plenty of time at the beginning building rapport.
Allow time for the Expressive to share personal stories.
Allow for sufficient time to brainstorm options together, as well as come equipped with options.
Help them think through the entire solution so as to not have to revisit what’s been negotiated.
Summarize and paraphrase throughout to keep the meeting moving and on track, as well as to confirm that you are both on the same page.
Confirm decisions made throughout the negotiation.
Follow-up, immediately, in writing.

11. Socializers: How to Flex
To Relators
Slow your pace – talk slower and don’t rush their decisions
Listen more and better – talk less and pause longer, ask what they are thinking about
Know that when they say something, they mean it
To Drivers
Be more task-oriented –be punctual and get down to business
Deemphasize the feelings –use analytical words “I’ve analyzed the situation” or “My objective is…”
Set clear goals and show how they’re being achieved
Be well-organized, factual and brief
To Analyzers
Slow your pace
Listen more and better
Don’t come on too strong –tone down language, volume, and energy
Be more task-oriented, well organized and detailed

12. Driver “Fire” Sets goals for bottom- line results Make things happen
Indecision is a decision
Focuses on the immediate situation
Willing to change on a dime
Task orientation and efficiency
Moves and speaks with intention
No frills
Feelings channeled into action
Driver
Decisiveness is the salient characteristic of Drivers.
They focus on bottom-line results.
They set goals and achieve them.
They “Make Things Happen” at a very fast pace.
They value quantity over quality. So if they feel relatively sure about a decision, they will make it without a lot of analysis and data.
They focus on the immediate situation and may not think about long-term implications.
Their non-verbal style is very direct and sometimes intimidating.
Everything about the Driver is “purposeful.”
So in a negotiation, you will need to:
Be purposeful in laying out an agenda that focuses on an end result.
Define the goal or objective of the negotiation upfront.
Jump to the heart of the meeting fairly quickly.
Demonstrate ways that the options will benefit the bottom line for the Driver.
Ask probing questions to dig beneath their statements (aka – position).

13. Drivers: How to Flex To Relators To Analyzers To Socializers
Make personal connections
Slow your pace – ask for their view
Don’t come on too strong
To Analyzers
Slow your pace; don’t rush their decisions and make time to be thorough
Listen more by talking less and pausing longer to give them openings
Don’t come on too strong –decrease eye contact, lean back
Phrase ideas more tentatively and less dogmatically
To Socializers
Take the time to make personal connections – talk about yourself, others or any non-task related topic
Focus more on feelings – acknowledge socializers’ feelings but don’t overreact to them
Cooperate with their verbal spontaneity – they often talk to think
Give them recognition