1. Managing the Human Dimensions of Change Knowing Me- Knowing You AHAA!

2. Understand the impact of personal styles and values Allow participants to reflect on their own styles/values Discover what motivates colleagues and ‘makes them tick’ Discover how to effectively communicate change ideas to individuals with different personal styles This session

3. Aim of session To reflect on practical approaches to influencing others To explore how to tailor a case for change to individuals with different personal style and values

4. Use personal styles to know yourself and others

5. know yourself –how you may be seen –how your style may cause tension for others –use your strengths –remember to avoid traps your style may cause know others –how can you make others more comfortable –observe & learn how others respond to you Adapted from Merrill D.W., Reid R.H. (1983) Personal Styles and Effective Performance: Make your Style Work for you

6. Personal styles There is no one right styleThere is no one right style Although there is a tendency for us to develop a predominant style it is contextual and situationalAlthough there is a tendency for us to develop a predominant style it is contextual and situational Be aware of your own style and that of othersBe aware of your own style and that of others Key to maximum engagement is understanding and matching wavelengths - ‘package your message’Key to maximum engagement is understanding and matching wavelengths - ‘package your message’

7. Personal Styles- Exercise

8. Check the word or phrase in each set that is most like you 1.Be honest with yourself...not how you would like to be 2.Focus on how you are in the work environment 3.You have to pick one of the four in each set 1.__ Competitive 2.__Joyful 3.__Considerate 4.__Harmonious 1.__Tries new ideas 2.__Optimistic 3.__Wants to please 4.__Respectful 1.__Will power 2.__Open-minded 3.__Cheerful 4.__Obliging 1.__Daring 2.__Expressive 3.__Satisfied 4.__Diplomatic 1.__Self-reliant 2.__Fun-loving 3.__Patient 4.__Soft-spoken 1.__Powerful 2.__Good mixer 3.__Easy on others 4.__Organised 1.__Restless 2.__Popular 3.__Neighbourly 4.__Abides by rules 1.__Unconquerable 2.__Playful 3.__Obedient 4.__Fussy 1.__Bold 2.__Charming 3.__Loyal 4.__Easily led 1.__ Outspoken 2.__Companionable 3.__Restrained 4.__Accurate 1.__Brave 2.__Inspiring 3.__Submissive 4.__Timid 1.__Nervy 2.__Jovial 3.__Even-tempered 4.__Precise Personal Profile

9. 1.__Stubborn 2.__Attractive 3.__Sweet 4.__Avoid 1.__Decisive 2.__Talkative 3.__Controlled 4.__Conventional 1.__Positive 2.__Trusting 3.__Contented 4.__Peaceful 1.__Takes risks 2.__Warm 3.__Willing to help 4.__Not extreme 1.__Argumentative 2.__Light-hearted 3.__Nonchalant 4.__Adaptable 1.__Original 2.__Persuasive 3.__Gentle 4.__Humble 1.__Determined 2.__Convincing 3.__Good-natured 4.__Cautious 1.__Persistent 2.__Lively 3.__Generous 4.__Well-disciplined 1.__Forceful 2.__Admirable 3.__Kind 4.__Non-resisting 1.__Assertive 2.__Confident 3.__Sympathetic 4.__Tolerant 1.__Aggressive 2.__Life-of-the-party 3.__Easily fooled 4.__Uncertain 1.__Eager 2.__High-spirited 3.__Willing 4.__Agreeable Personal Profile, continued Check the word or phrase in each set that is most like you 1.Be honest with yourself...not how you would like to be 2.Focus on how you are in the work environment 3.You have to pick one of the four in each set

10. Tally Box TOTAL (equals 24) How 1.Count the number of “ones” that you marked. Write that number in the Tally Box marked 1. Do the same with the numbers two, three, and four. 2.On the first scale, draw a line through the number on the bar graph that corresponds with your total number of “ones”. This is the end line for your bar graph. 3.Beginning at the left end, shade in the space on the bar up to your end line on the first bar graph. 4.Do the same for the second, third, and fourth graphs. 5.The longest bar is your predominant style. The second longest bar is your backup style. Scoring your Personal Profile 1123456789101112131415161718192021222324 2123456789101112131415161718192021222324 3123456789101112131415161718192021222324 4123456789101112131415161718192021222324

11. Think about you, your team and the people you work with Team Our team strength is……? Where are the gaps…..? What does this indicate..? What should you do...?

12. Which is your predominant style? 4Analytical1Driver 3Amiable2Expressive

13. Analytical formal measured + systematic seek accuracy / precision dislike unpredictability and surprises Amiable conforming less rushed + easy going seek appreciation dislike insensitivity & impatience Not everyone has 100% of one style Personal styles Driver business like fast + decisive seek control dislike inefficiency and indecision Expressive flamboyant fast + spontaneous seek recognition dislike routine and boredom

14. Personal styles at work Analytical ‘ do it right or not at all!’ technical specialist wants to know how likes to planAmiable ‘we’re great!’ relationship specialist wants to know why and who likes co-operation and loyalty Driver ‘ just do it!’ command specialist wants to know what and when likes to take charge Expressive ‘lets all do it!’ social specialist wants to know who likes energy and optimism Tell Facts Feelings

15. DRIVER EXPRESSIVEAMIABLE ANALYTICAL action oriented decisive a problem solver direct assertive demanding a risk taker forceful adventuresome competitive self-reliant independent determined an agitator results oriented verbal motivating enthusiastic gregarious convincing emotional impulsive generous influential charming confident inspiring dramatic optimistic animated patient loyal sympathetic a team person relaxed mature organized questioning supportive stable considerate empathetic persevering trusting congenial diplomatic accurate conscientious a fact finder systematic logical conventional analytical sensitive controlled orderly precise disciplined deliberate cautious Style Descriptive

16. i) What are your fears about change? ii) Consider how you behave under stress AnalyticalDriver AmiableExpressive

17. Fears about change Analytical not enough information making a wrong decision being forced to decide Driver loss of control failure lack of purpose Amiable damaged relationships confrontations not being recognised for efforts Expressive being ignored being asked for detail being linked with failure

18. Under stress Analytical will withdraw Driver will become autocratic Amiable will submit Expressive will become offensive or sarcastic

19. Under stress Analytical will withdraw Driver will become autocratic Amiable will submit Expressive will become offensive or sarcastic

20. Exercise

21. How to work better with other styles Analytical ExpressiveAmiable Driver Tell How first List pros and cons Be accurate, logical Provide evidence Give them time Provide deadlines Don’t rush or surprise Tell What first Keep fast paced Don’t waste time Be businesslike Give some freedom Talk results Find shortcuts Tell Why first Ask vs. tell them Draw out their opinions Explore personal life Define expectations Strive for harmony Avoid deciding everything for them Tell Who first Keep fast paced Be enthusiastic, allow for fun Support creativity, intuition Talk about people and goals Handle the details for them Value feelings and opinions Be flexible

22. How relates to change framework Drivers are most interested in the what – need to understand the vision for change and what will be different and by when. Don’t like too much detail. Analyticals are most interested in the how – need to see the plan for change. Also like option appraisals. Amiables are most interested in the why and who – need to see the case for change and understand impacts on people Expressives are most interested in the who – want to know who will be involved and overall goals. Don’t like too much detail. But remember – people don’t just fit into one neat box

23. Personal Styles Summary Personal Styles, the key to understanding others There is no right style Each approach can be used by each and every individual Know your audience – what are their issues, values, priorities, personal style? Package idea in their language and concerns – look for common ground See the person, not the name badge or title