WHAT’S YOUR STYLE?

Step One Step Two

In each of the five boxes below, examine
the four descriptive adjectives as they may Transfer your responses to this answer
or may not describe you. In each box, rank sheet, & then total column a, b, c and d.
the adjective that best describes you a “7”,
the next closest adjective a “5”, the next a b c d
closest adjective a “3” and the word that
least closely describes you a “1”. Each 1
box should have four adjectives ranked
7,5,3 & 1 (no ties). 2

3
1 a. stubborn 4
b. persuasive 5
c. gentle

d. humble Totals
:
2 a. competitive

b. playful

c. obliging
Step Three
d. obedient
Transfer the totals for each column to
3 a. adventurous the score areas marked: a, b, c and d.
b. life-of-the-party
Score for a: Score for b:
c. moderate

d. precise
a: HIGH “D” b. HIGH “I”

4 a. determined

b. convincing

c. good-natured

d. cautious Score for c: Score for d:

5 a. assertive c. HIGH “S” d. HIGH “C”

b. optimistic

c. lenient

d. accurate
 Four Behavioral Styles
HIGH “D” HIGH “I”

High Ego Strengths Emotional

Strong Willed Enthusiastic
Decisive Optimistic
Efficient Ambitious
Desires Change Friendly
Competitive Talkative
Independent People-Oriented
Practical Stimulating

Pushy Disorganized
Impatient Undisciplined
Domineering Manipulative
Attacks First Excitable
Tough Reactive
Harsh Vain

Unsure Stuffy
Pliable Fears Criticism
Awkward Indecisive
Possessive Moralistic
Conforming Picky
Insecure Critical

Dependable Perfectionistic
Agreeable Sensitive
Supportive Accurate
Accepts Change Slowly Persistent
Contented Serious
Calm Needs Many Explanations
Amiable Orderly
Respectful Cautious

HIGH “S” HIGH “C”

 DOMINANCE INFLUENCING

ADJECTIVES HOT BUTTONS ADJECTIVES HOT BUTTONS

Hard Driver Bottom Line Expressive Emotion

Commanding “Z” (Not A thru Z) Overflowing Like to get excited
Fearless Get to the point Talkative Social relationships
Cynical No full presentation Promoter important
Brazen Like a challenge Dreamers Like a challenge
Courageous Results Gregarious Prestige & status
Authoritative Prestige & status more Hospitable more than security
Bold than security Trusting Not into detail
Competitive Fast to decide Eager Fast to decide
Decisive Freedom from control Fun Loving Prefer others
Venturesome Optimistic to do detail
Organizer Enthusiastic Fast pace
Risk Taker Friendly
Risk Taker
Usually late
Messy desk and
disorderly homes

STEADINESS COMPLIANCE

ADJECTIVES HOT BUTTONS ADJECTIVES HOT BUTTONS

Amiable Be their friend Analytical Detail

Passive Show support Dependent A thru Z
Unhurried Help them decide Perfectionist Numbers
Sensitive Security more than Judgmental Full Presentation
Kind prestige & status Exacting Order
Cooperative Avoid conflict Detailed No mistakes
Warm Slow to decide Realist Security more than
Patient and often change Concerned prestige & status
Mild their minds Conscientious Don’t like over-
Steady Protection and peace Methodical excitement
Dependable Direction Systems oriented Take time to decide
Non-judgmental Trustworthy Slow pace
Non-risk taker Dutiful
Usually on time Non-risk Taker
for fear of others’ Always on time
judgment Neat desks &
Have a hard time Orderly home
making decisions
Get the picture...
Most people have predictable patterns of behavior – specific personalities. There are four basic
types, also known as temperaments. They blend together to determine your unique personality. To
help you understand why you often feel, think and act the way you do, the following is a graphic
overview of the Four Temperament Model of Human Behavior.

The four types are like four parts of a pie. Before seeing the four parts as they stand
alone, let’s look at the pie in two parts. These two types are different from each other.
Think of it this way: some people are more outgoing, while others are more
reserved.

Outgoing people are more active and optimistic. Reserved types tend to
Outgoing
be passive and pessimistic. One type is not better than the other. Both types
of behavior are important. Reserved types need to learn how to be more dominant Reserved
and inspirational. Outgoing people need to learn how to be more steady and
cautious.

Also, there are two other parts of the pie – two other types of personalities. These are also
different from each other. Some people are more task-oriented, while others are more
people-oriented. Task-oriented types enjoy doing “things” [directing and correcting]
People

while people-oriented individuals like to relate with others [interacting and sharing].
Task

When you look at the four parts of the pie together, you can visualize the four
temperament types. Everyone is a unique blend of these four parts.

Outgoing – Task-Oriented Outgoing – People-Oriented

D – Dominant I – Inspirational
Direct Influencing
Demanding Inducing
Decisive Interactive
Determined Impressive
Doer
D I Interested in People

Reserved – People-Oriented
Reserved – Task-Oriented
C –


Cautious
Calculating
Competent
CS S –


Steady
Stable
Supportive
Compliant Sensitive
Contemplative Status Quo
Careful Specialist

Betsy Howard – Behavior Consultant – 33619 Piccola Drive – Fruitland Park, FL 34731 – 904-728-5075 - Fax 904-326-2340
Certified by © 1994 Personality Insights, Inc. – Atlanta, Georgia
 BLENDING LEADERSHIP STRENGTHS
DOMINANCE INFLUENCER STEADINESS COMPLIANCE
LEADERSHIP
Initiating Influencing Implementing Inspecting
STRENGTH
LEADERSHIP
Persistence Verbal skills Relationship Structure
STYLE

Prestige Specialization
Clearly defined
Challenge Freedom from Group identification tasks
LEADERSHIP Freedom control & detail Consistent familiar Precision &
SITUATIONS Help others environment planning
Authority
Verbalize ideas Clear goals & Methodology,
Varied activities
guidelines to reach structure & detail
Cordiality them

PERSONAL
Results Recognition Appreciation Quality
MOTIVATION
UNDER PRESSURE Autocratic Persuades Acquiesces Avoids

WOULD BENEFIT
Listening Planning Initiating Declaring
FROM

Losing Control
GREATEST FEAR Being Taken Social Disapproval Loss of Security Criticism
Advantage
HIGH ‘D’ - PAUL
CASE STUDY: Acts 9:3-19
*Remember a High ʻDʼ May Want:
Authority, challenges, prestige, freedom, varied
activities, difficult assignments, logical approach,
opportunity for advancement
How to respond to the HIGH ‘D’
• Provide direct answers, be brief and to the point;
confrontation may be necessary to gain their
attention
• Ask ‘what’ questions, not ‘how’
• Stick to business
• Outline possibilities for person to get results,
solve problems, be in charge
• Stress logic of ideas or approaches
• When in agreement agree with facts and idea,
not person
• If timeliness or sanctions exist, get them into the
open but relate them to the end results or goals
HIGH ‘S’ - ABRAHAM
CASE STUDY: Genesis 12-22
*Remember a High ʻSʼ May Want:
Status quo, security of situation, time to adjust,
appreciation, identification with group, work
pattern, limited territory, areas of specialization.
How to respond to the HIGH ‘S’
• Provide a sincere, personal and agreeable
environment
• Show a sincere interest in the person
• Ask ‘how’ questions to get an opinion. Allow for
and use visual illustrations
• Be patient in drawing out their goals
• Present ideas or departures from status quo in a
non-threatening manner; give them a chance to
adjust
• Allow them time to process and set a deadline
• Define their goals in the plan
• Provide personal assurances of support
• Emphasize how their actions will minimize their
risk
HIGH ‘I’ - PETER
CASE STUDY: John 21:1-22
*Remember a High ʻIʼ May Want:
Social recognition, popularity, people to talk to,
freedom of speech, freedom from control and
detail, recognition of abilities, opportunities to help
and motivate others.
How to respond to the HIGH ‘I’
• Provide favorable friendly environment; never
use confrontation if you want productive
feedback
• Allow them to express their intuition and ideas
• Provide ideas for transferring talk to action
• Provide testimonials of experts on ideas
• Allow time for stimulating and fun activities
• Provide details in writing but don’t dwell on them
• Create a democratic environment
• Provide incentives for taking on tasks
HIGH ‘C’ - MOSES
CASE STUDY: Exodus 3-4
*Remember a High ʻCʼ May Want:
Security, no sudden changes, personal attention,
little responsibility, exact job descriptions,
controlled work environment, status quo,
reassurance, to be part of a group.
How to respond to the HIGH ‘C’
• Prepare your case in advance
• Provide straight pros and cons of ideas
• Support ideas with accurate data
• Provide reassurance that no surprises will occur
• Provide exact job description with precise
explanation of how it fits in the big picture
• Provide step by step approach to a goal
• If agreeing be specific
• If disagreeing, disagree with facts, not the
person; strongly reject ‘poor me’ comments
• Provide many explanations in a patient and
persistent manner