SOCIAL STYLES INTRODUCTION

We all have a social style. It is both inherited and learned. Our social style is the way we best get along socially. There are many ways to analyse our social style, some quite detailed and complicated. To better understand ourselves and those we work & socialise with, attached is a simple set of guidelines to use. Research by behavioural scientists have identified two human characteristics which, when combined describe styles of behaviour: Assertiveness: An individuals effort to influence the thoughts and action of others. Responsiveness: An individuals ability to respond to others or events with a show of feeling or lack of inhibition. There are four major behavioral styles, each approaching a problem differently. Each style relates differently. If we know our own behavioural style, and we are able to recognise the styles of others, we are able to interact more effectively with others. Each of us is complicated in attitude, perception and personality. The way we express ourselves behave - is consistent and predictable in pattern. Our basic style is our own most comfortable mode of behaving. Remember that we are considering only behaviour that part of a person we can see, hear and touch. We are not including how that person may feel or think, since those are dimensions actually known only to that individual.
-

SOCIAL STYLES SELF-INVENTORY

Purpose: The purpose of this activity is to help you think about how you come across to other people. Directions: On the next page there are 18 pairs of statements. Choose the statement in each pair that you think most accurately expresses how other people see you. Sometimes you may think that neither of the statements reflects how others see you. Nevertheless, choose the statement that you think most closely states how you come across to other people. Indicate your choice by drawing an X in the box to the right of the statement you choose. For example, if you think speaks more softly is a more accurate statement of how others perceive you than speaks more loudly, draw an X in the box connected by the line to the first statement. After completing the self-inventory, you may want to ask a colleague who knows you well to check your responses. However, you are the final judge of your answers.

Z:\opt\scribd\conversion\tmp\scratch30928\62094035.docx Page 1 of 18

SOCIAL STYLES SELF-INVENTORY

BE SURE TO MARK ONE STATEMENT FROM EACH OFTHE PAIRS. BE SURE TO PUT THE X IN THE CORRECT BOX. THERE IS NO RIGHT OR WRONG ANSWER. 1. More gestures Fewer gestures 2. Speaks more softly Speaks more loudly 3. Freer, more flowing body movement More controlled body movement 4. Speaks more slowly Speaks more rapidly 5. More animated facial expression Less facial expression 6. Slower gestures and body movement Faster gestures and body movement 7. More vocal inflection Less vocal inflection 8. Tends to lean backwards in conversation Tends to lean forward when talking 9. More flexible about time More disciplined about time 10. Expresses facts and opinions more tentatively Expresses facts and opinions more strongly 11. More people-orientated More task-orientated 12. Decides more slowly Decides more quickly 13. Appears to be more playful and fun -loving Appears to be more serious 14. Takes fewer chances; is less risk -orientated Takes more chances; is more risk -orientated 15. Decisions based more on feelings or opinions Decisions based more on facts and results 16. Exerts less pressure for decisions Exerts more pressure for decisions 17. More apt to tell stories and show feelings Less apt to tell stories and show feelings 18. Less eye contact More eye contact
Total Each Column Z:\opt\scribd\conversion\tmp\scratch30928\62094035.docx Page 2 of 18

SOCIAL STYLES GRID

A S S E R T I V E N E S S ANALYTIC DRIVER
A

R E S P O N S I V E N E S S

AMIABLE

EXPRESSIVE

Down
Write your totals from the previous page

Up

Left

Right

Bring your score from the previous page and write the appropriate number in the box. The Down and the Up numbers should total nine when added together, as should the Left and Right.

To locate your style on the grid, calculate the difference between the Down and Up scores and, starting from the centre of the grid, go the number of lines that is in the greater direction. That is, if Down is 6 and Up is 3, go Down three lines. Do the same for the Left and Right scores. This will place your score at a coordinate in one of the 16 boxes. Styles below the centre line are more Responsive. Styles to the right of the centre line arc more Assertive.

Z:\opt\scribd\conversion\tmp\scratch30928\62094035.docx Page 3 of 18

ICA AUSTRALIA

PERSONAL STYLES GRID

ANALYTICAL (Systems Specialist)

DRIVER (Control Specialist)

Avoid

Control 9 8 7 6

Dominate

Ask

5 4 3 2 1 0
Z:\opt\scribd\conversion\tmp\scratch30928\62094035.docx Page 4 of 18

Tell

Submit

Emote

Attack

AMIABLE (Relationship Specialist)

EXPRESSIVE (Social Specialist)

Z:\opt\scribd\conversion\tmp\scratch30928\62094035.docx Page 5 of 18

STYLE RECOGNITION GUIDE

ANALYTIC
Less Assertive Behaviour Slower-paced walk and gestures. Usually talks and gestures less. Expresses ideas more tentatively, qualifies. Slower, more hesitant speech. May stop in mid-sentence, then begin a new sentence that makes more sense to the speaker though the listener may get lost or frustrated. Less risk-oriented; emphasises quality - do it right so you dont have to do it over; careful research, focuses on details, many options. Less Responsive Behaviour Restricted body movement, gestures. Little variation in voice. Speaks with quieter voice. More task-oriented. Appears detached from feelings. May like to work alone. Disciplined about time. Typical Characteristics Logical, Thorough, Serious, Systematic, Prudent.

DRIVER
More Assertive Behaviour Moves quickly, may speak more rapidly. Tell-oriented. Expresses facts and opinions more strongly. Exerts more pressure for decisions. Demonstrates task-focused energy. Vocal intensity - may sound forceful without speaking loudly (some Drivers speak loudly). Intense eye contact when making a point. Phrasing is direct, down-to-earth. More risk-oriented. Less Responsive Behaviour More controlled body movement. Very task-oriented (vs. feeling/opinionsoriented) but needs fewer facts than Analytics. Disciplined about time. Often prefer working alone, directing others. Pragmatic, results-oriented

Typical Characteristics Independent, Candid, Decisive, Pragmatic,

Efficient.

AMIABLE
Less Assertive Behaviour May not talk much, especially in a group. Soft voice, speaks less intently. Expresses proposals more tentatively. Decides more slowly. Invites others to express opinions. Tends to be quiet in meetings; may express ideas after others have spoken. Slower paced walk and gestures. More Responsive Behaviour People oriented, team oriented. More apt to remember personal data about others, send birthday cards, be concerned about how people will respond or be affected by a proposed change. Prefers one-to-one interactions or small groups to solitary activities or large groups. Friendly facial expression, eye contact. Relaxed posture. Typical Characteristics Supportive, Cooperative, Diplomatic, Patient, Loyal.

EXPRESSIVE
More Assertive Behaviour Fast-paced motions and gestures. Tell-oriented; speaks more rapidly. Tends to speak louder than other styles. Usually brimming with energy. Dislikes routine. Expresses opinions more strongly. Decides more quickly. Initiates projects. More Responsive Behaviour More, larger freer flowing gestures. Flowing, dramatic use of language. People-oriented. Much eye contact and facial expression. Mare apt to tell jokes and stories. May wander from the topic. Least disciplined about time. Fluctuating moods opinions often based on intuition. Typical Characteristics Outgoing, Enthusiastic, Persuasive, Fun-loving, Spontaneous.

Z:\opt\scribd\conversion\tmp\scratch30928\62094035.docx Page 6 of 18

RECOGNISING SOCIAL STYLES

ANALYTIC DRIVER

AMIABLE

EXPRESSIVE

In order to begin to relate behaviour with social styles, record some of the social

styles in the room, especially those who have clearly occurred to you as their style. Do the same with some contemporary prominate people that easily spring to
mind for you. You may even try to identify the styles of characters from books or movies. Place your family members and co -workers. Try to visualise their behaviour in a stress-free situation. G et some examples of all four styles, those you are comfortable with and th ose that are confronting or you.

Which were easy to locate? Why?

Which were difficult to locate? Why?

Z:\opt\scribd\conversion\tmp\scratch30928\62094035.docx Page 7 of 18

SOCIAL STYLES IN ACTION

ANALYTIC (Systems Specialist)
Controlling Situations Analytics are seen as nonassertive, impersonal and task oriented. They keep situations efficient by being thorough. Problem Solving Analytics listen. They have thoughtful opinions, opinions which reflect an attempt to analyse the situation thoroughly. Th eir comments may be lengthy and precise, even though they dont demand to be heard. They are strong in understanding the situation and weak in persuading others. Possible Misinterpretations Serious & could be seen as reserved . Orderly & could be seen as structured. Careful & could be seen as indecisive Determined & could be seen as stubborn Decisive & could be seen as tough. Efficient & could be seen as dominating

DRIVER (Control Specialist)

Controlling Situations Drivers are seen as assertive, impersonal and task-oriented. They control the situation using authority and proof. Problem Solving Drivers probably talk the most and, if they formed an opinion, work the hardest to influence the decision, using facts and reason to back their opinion. They probably listen the least. They are strong in solving problems and weak in building relations. Possible Misinterpretations

AMIABLE (Relationship Specialist)

Controlling Situations Amiables are seen as nonassertive, personable and people -oriented. They keep situations comfortable by being pleasant and agreeable. Problem Solving Amiables listen more, seem willing to go along with the group opinion and give in rather than argue. They are easy to deal with and give cohesion to a group. They often can smooth over conflicts in a group. They are strong on building relations and weak in problem solving. Possible Misinterpretations Agreeable & could be seen as ingratiating Willing & could e seen as conforming Supportive & could be seen as dependent

EXPRESSIVE (Social Specialist)

Controlling Situations Expressives are seen as assertive, personal and people-oriented. They control the situation by using ideas and emotion. Problem Solving Expressives are talkative. Their discussion is designed to be as stimulating, and they may become bored with lengthy consideration of details. They may make an emotional appeal to go along with their opinions. They tend to want to decide quickly . They are strong in persuading others and weak in analysing a situation. Possible Misinterpretations Fun-loving & could be seen as unserious Intuitive & could be seen as unprepared Candid & could be seen as insensitive

Z:\opt\scribd\conversion\tmp\scratch30928\62094035.docx Page 8 of 18

SOCIAL STYLES IN EXCESS

Each style has strengths and weaknesses. Even the strengths can become liabilities when excessive. They can become excessive behaviours when we become excited, under pressure or stressed. Each of us has back-up styles we rely on in such situations and these can cause real problems in communication or relationships. Usually this behaviour is an intensification of our natural style. An assertive person becomes more assertive. The less assertive person withdraws. But in high stress situations we may see a complete flip in styles with the less assertive person suddenly becoming very stubborn and the highly assertive person throwing up his hands and walking out. The following are some of the patterns of behaviour typically manifest in excess situations.

ANALYTIC
Excess Behaviour Tend to withdraw by avoiding, going away. Negative, pessimistic, obstructionist. Unwilling to try new things, venture out. Cold, aloof, arrogant. Indecisive, ruminative, inflexible. Oblivious to others lack of interest in details. Overwhelmed by others emotionally. Flustered under time pressure. Suspicious and ready to believe the worst. Preoccupied with time and policy. May over-rationalise their position.

DRIVER
Excess Behaviour Defend what they want by turning tension up. Attack with facts, dictate. Overbearing, intimidating, demanding. Winning, regardless of the cost. Unwilling to listen, collaborate, consult. Tackle non -feasible projects. Overextending, overcommitting, underestimating. Innovating for its own sake. Refusing to recognise others ability to lead. Speaking with authoritarian tone and terms. Throwing up hands and walking out.

AVOID

(High Stress)

STUBBORN

CAPITULATE

(High Stress)

ATTACK

AMIABLE
Excess Behaviour Tend to withdraw by agreeing. Defensive and over -reactive to criticism. Crushed if a leader, boss falls short. Fault-finding, never satisfied, humourless. Unwilling to see others vantage point. Uncompromising, stubborn, inflexable. All-or-nothing about others; little middle ground. Martyred, victimised, demoralised. Obsessive fixation on past problems, flaws. Self-absorbed with extreme psychic pain they are suffering.

EXPRESSIVE
Excess Behaviour Tend to attack with feelings. Will do almost anything to keep everyone happy. Agree to anything to get the pressure off. Unprincipled, opportunistic, deceptive. Cannot get down to business without some fun and fellowship to lighten things. Joke, tease, and quip at inappropriate times. Phoney, insincere, manipulative. Fail to keep promises, meet deadlines, and stick to routines, complete tasks.
(High Stress)

AGREE

(High Stress)

INSIST

SURRENDER

ASSAIL

Z:\opt\scribd\conversion\tmp\scratch30928\62094035.docx Page 9 of 18

SOCIAL STYLES WORKSHEET

1. What are the attributes of my style that are strengths for leadership?

2. What are the weaknesses of my style for leadership?

3. What is it about other peoples style that bothers/annoys/stresses me?

4. What in my own style tends to cause stress or bother other people?

5. What can I do to make my leadership style more effective when dealing with people?

Z:\opt\scribd\conversion\tmp\scratch30928\62094035.docx Page 10 of 18

STYLE FLEX INTRODUCTION

DEFINITION Style flex is the temporary adjustment of a persons behaviour to encourage others to act more productively with him or her. We all flex naturally with other people in many of our normal patterns. We tend to know who w e can joke with and who we cannot. We often learn patterns of behaviour in office or business settings that enable us to be accepted. Most of these are done unconsciously. Style flex is a conscious effort to alter our own behaviour so that the person we are interacting with feels more at ease. It involves adding to, subtracting from and continuing certain customary behaviours on the assertiveness or responsiveness scale.

WHEN TO FLEX Flexing costs energy, it is not our most comfortable behaviour. For most interactions our natural style is fine. But often it is important to start or finish an interaction with another person on the same wavelength. When there is something very important being discussed or when the other person is stressed, style flex can make the situation more comfortable for the other person. Finally, in group discussions or problem solving sessions we can flex towards other people to enable consensus to happen.

ASSUMPTIONS You can only control one half of a relationship - your half. By managing your half of the relationship well you can influence the other half constructively. Our goal in style flex is establishing and maintaining mutually beneficial relationships. Style flex is not used to manipulate others or conceal genuine feelings. Treating the other person honestly, fairly and with respect is required for effective style flexing.

PLANNING GUIDE The following pages can be used to understand the way in which you can alter your assertiveness and responsiveness . These are general guidelines for how each style can flex to anothers style and how we can flex from our own style. They are meant to be guidelines and need to he adjusted to the particular person we want to flex to and to the situation. It requires us to be sensitive to th e other persons style and to our own tendencies to use unhelpful behaviour patterns.

Z:\opt\scribd\conversion\tmp\scratch30928\62094035.docx Page 11 of 18

STYLE FLEXING

Increasing Responsiveness
Central Theme Emote a little more often Control a little less often How to increase Responsiveness: 1) Verbalise feelings 2) Pay personal compliments 3) Be willing to spend time on relationship 4) Engage in small -talk - socialise

Increasing Assertiveness
ANALYTIC Control Theme Tell a little more often AMIABLE Ask a little less often How to increase Assertiveness I) Get to the point 2) Volunteer information 3) Be willing to disagree 4) Act on your convictions 5) Initiate conversation
Low assertive High responsive Low assertive High responsive Low assertive Low responsive

Decreasing Assertiveness
DRIVER
High assertive Low assertive

Central Theme Ask a little more often

EXPRESSIVE Tell a little less often How to decrease Assertiveness 1) Ask for others opinions 2) Negotiate decision -making 3) Listen without interrupting 4) Adapt to others time needs 5) Allow others to assume leadership more often

Decreasing Responsiveness
Central Theme Control a little more often Emote a little less often How to decrease Responsiveness 1) Talk less 2) Restrain your enthusiam 3) Make decisions based on facts 4) Stop and think 5) Acknowledge the ideas of others

Z:\opt\scribd\conversion\tmp\scratch30928\62094035.docx Page 12 of 18

STYLE FLEX FOR DRIVERS

ANALYTICS
When Flexing to an ANALYTIC * Be moderately paced * Be well prepared * Provide information to catalyse decision * List pros and cons * Remove the risk * Talk about specific action plan * Be deliberate, prepared, systematic * Take notes * Allow them to proceed deliberately (slowly) * When ready, encourage them to decide * Follow up in writing

DRIVER
If you are a Driver, LISTEN Your fast-paced, tell-oriented, goaloriented approach often causes stress in people you work with. When you flex, make a determined effort to listen to others. Try to clearly understand their ideas, suggestions and requests. Equally important, listen until you understand the nature and strength of their feelings, the values and frame of reference that make their ideas worthwhile in their eyes.

AMIABLES
When flexing to AMIABLE * Be slow, relaxed, sincere * Emphasise cooperation, support * Give guarantees, assurances * Dont try and rush it * Make person-to-person contact * Negotiate action plans * Offer assurances of minimal risk * Encourage expressions of doubts, fears or misgivings * Emphasise feelings or working together * Be nice, drop some of your stiffness * Appeal to justice, ethics, truth

EXPRESSIVES
When flexing to an EXPRESSIVE * Pay compliments, attention * Interject fun * Tap competitive spirit but avoid arguments * Give big picture (few details) * Talk dreams/vision * Disclose appropriately about yourself * Allow time for socialisin g * Paraphrase agreements * Talk about their experiences * Drop names when appropriate * Insure follow-up and check details * Relax your posture somewhat

Z:\opt\scribd\conversion\tmp\scratch30928\62094035.docx Page 13 of 18

STYLE FLEX FOR ANALYTICS

DRIVER
When flexing to a DRIVER * Be task/goal oriented * Keep pace quick, lean forward * Get to business quickly * Be specific/clear * Honor time limits * Establish competence * Have presentation * Be concerned with * Have alternatives * Its over when its over * Dont bore with abstractions * Be ready for direct questions * Be energetic, fast-paced * Ask directly for a decision * Increase eye contact

ANALYTIC
If you are an Analytic, DECIDE Your slow, systematic fact gathering, careful weighing of alternatives and cautious decision making often trigger stress in your co-workers. When you flex, make a determined effort to decide. This means, in the discussion phase to declare - take a stand even if all the facts arent in. Then, dont let your fact gathering and careful weighing of alternatives be a bottleneck to the progress of others - decide. Once you have made your decision, act on it with reasonable haste.

AMIABLES EXPRESSIVES
When flexing to an AMIABLE * Be relaxed, sincere * Emphasise cooperation, support * Give guarantees, assurances * Make person-to-person contact * Negotiate action plans * Increase eye contact * Encourage expressions of doubts, * fears or misgivings * Emphasise value-added * Emphasise feelings or working together * Be nice * Appeal to justice, ethic, truth
-.

When flexing to an EXPRESSIVE * Be fast paced, energetic, less stiff * Use direct eye contact * Pay compliments, attention * Interject fun * Tap competitive spirit * Give big picture (fewer details) * Talk dreams/vision * Disclose appropriately about yourself * Allow time for socialising * Paraphrase agreement * Talk about their experiences * Drop names, when appropriate * Keep a balance between flowing with the Expressive and getting back on track

Z:\opt\scribd\conversion\tmp\scratch30928\62094035.docx Page 14 of 18

SYLE FLEX FOR AMIABLES

ANALYTICS
When Flexing to an ANALYTIC * Be on time * Get down to business * Be well prepared * Provide information to catalyse decision * List pros and cons * Show that you think logically * Talk about specific action plan * Be deliberate, prepared systematic * Take notes * Allow them to proceed deliberately * Encourage them to decide * Flow up in writing

AMIABLE
If you are an Amiable, STRETCH Your slower-paced, people orientated, cooperative, low risk approach may stress your co-workers who are fasterpaced and more goal -oriented. When you flex, be sure to stretch. Demonstrate self-determination. Set and achieve attainable stretch goals. Dont dodge issues let others know where you stand. Challenge others to do their best.

DRIVER
When flexing to DRIVER * Be on time, honor time limits * Be task/goal orientated * Keep pace quick, energetic * Get to business quickly * Be specific/clear, focus on RESULTS * Give rationale * Establish competence * Have presentation ready * Have alternatives * Its over when its over * Dont bore with abstractions * Be ready for direct questions * Ask directly for a decision

EXPRESSIVES
When flexing to an EXPRESSIVE * Be fast paced, energetic * Use direct eye contact * Pay compliments, attention * Interject fun * tap competitive spirit * Give big picture * Talk dreams/vision * Paraphrase agreements * Talk about their experiences * Keep a balance between flowing with Expressive and getting back on track

Z:\opt\scribd\conversion\tmp\scratch30928\62094035.docx Page 15 of 18

STYLE FLEX FOR EXPRESSIVES

ANALYTICS
When Flexing to an ANALYTIC * Be on time * Be moderately paced, lower voice * Get down to business * Be well prepared * List pros and cons * Show that you can think logically * Remove the risk * Talk about specific action plan * Be deliberate, prepared, systematic * Take notes * Dont crowd their space, lean back * Encourage them to decide-give time Follow up in writing

EXPRESSIVE
If you are an Expressive, RESTRAIN Your quick, impulsive decisions and actions often based on hunches, may stress your co-workers who are less risk-orientated and/or more fact orientated than you. Your higher energy, verbal influence and loud voice may intimidate others. When you flex, be sure to restrain your impulsiveness. Check the facts before making decisions look before you leap. Also restrain your talkativeness; when others start to speak dont raise your voice and talk over them. Listen more. Finally restrain your tendency to be centre stage. Share the limelight with others.

DRIVERS
When flexing to DRIVER * Be on time, honor time limits * Be task/goal orientated * Keep pace quick, energetic * Get to business quickly * Be specific/clear, focus on RESULTS * Give rationale * Establish competence * Have presentation ready * Have alternatives * Its over when its over * Dont bore with abstractions * Be ready for direct questions * Ask directly for a decision

AMIABLES
When flexing to an EXPRESSIVE * Be slow, relaxed, sincere * Emphasise cooperation, support * Give guarantees, assurances, but dont over promise * Dont try and rush it * Dont engage in small talk * Negotiate action plans * Follow through on your responsibilities * Offer assurances of minimal risk * Encourage expressions of doubts, fears or misgivings * Emphasise working together * Speak more softly

Z:\opt\scribd\conversion\tmp\scratch30928\62094035.docx Page 16 of 18

STYLE FLEX WORKSHEET

ASSER TI VENESS

ANALYTIC

DRIVER

R E S P O N S I V E N E S S

AMIABLE DIAGNOSING My style: Write me in the appropriate sub -quadrant.

EXPRESSIVE

Write the initials of the person whose style plan to flex to in the sub -quadrant that represents their style. Assertiveness: I need to increase increase decrease decrease continue continue

Responsiveness: I need to

Things I can do to flex to the others style: (include or decrease assertiveness and responsiveness)

Things I can do to flex to the others style: (include or decrease assertiveness and responsiveness)

Z:\opt\scribd\conversion\tmp\scratch30928\62094035.docx Page 17 of 18

MANAGING OTHERS STYLES

ANALYTICS
HOW THEY LIKE TO BE MANAGED 1. Give time to study the situation and details. 2. Let them work independently. 3. Give opportunity to set own measurements. 4. They prefer non-routine work once routines are established. 5. They prefer to he asked instead of told. 6. Provide rules /guidelines and leave alone. HOW THEY NEED TO BE M ANAGED I. Encourage them to he more decisive and have deadlines for decisions. 2. Follow-through, review completion when our part of the process is done rather than at implementation. COMMENTS TO OTHER SOCIAL STYLES DRIVERS: Give them more facts, dont push into snap decisions. Think about the consequences before decision-making. EXPRESSIVES: Give the facts, not your inspiration, and take their ideas seriously before brushing them aside. AMIABLES: Dont let personalities overly influence your decisions, and stand up for your rights when you are right.

DRIVERS
HOW THEY LIKE TO BE MANAGED 1, Give them firm goals and leave alone. 2. Give feedback on accomplishments. 3. Grant freedom to make decisions. 4. Be frank and honest; candid. 5. Keep open lines of communication. 6. They like to be able to challenge authority. HOW THEY NEED TO BE MANAGED 1. They need more constraints; sometimes make decisions too quickly. 2. Need feedback on how they treat people. 3. They want heavy work schedule and heavy emphasis on results. COMMENTS TO OTHER SOCIAL STYLES ANALYTICS: Dont give so much detail, give them your decision. Dont be a bottleneck; make recommendations, conclusions. AMIABLES: Act interested in business. They appreciate your friendliness, but think about the task to be done. Dont be such a yes person. Be more decisive. EXPRESSIVES: Dont take so long, lets get down to business. Be less charismatic, more factual. Shorter messages.

AMIABLES
HOW THEY LIKE TO BE MANAGED 1. Give them well defined goals. 2. Give them direction/guidance on new responsibilities, give factual information. 3. Manage as individuals - not stereotypes. 4. They want reinforcement and reassurance. 5. Make instructions specific. . 6. Give them time to get the job done. 7. They want to be treated fairly and firmly. 8. They need reasons for changes. No manipulation, please HOW THEY NEED TO BE MANAGED 1. Need constructive changes occasionally. 2. Need clear, concise instructions as to task. 3. Need to be reminded to do adequate objective setting and action planning. 4. Need more frequent checks on progress. COMMENTS TO OTHER SOCIAL STYLES ANALYTICS: Less detail, please, and get to the point. DRIVERS: Slow down and listen to them. EXPRESSIVES: Get to the point quickly; finish what you start.

EXPRESSIVES
HOW THEY LIKE TO BE MANAGED 1. They operate independently. Like to work with boss as a colleague. 2. They like reinforcement. 3. They like opportunity to try new ideas. 4. Allow input into goal setting. 5. They like to be challenged. 6. They like minimum of paperwork. HOW THEY NEED TO BE MANAGED 1. Give them a heavy work schedule. 2. Have firm time guidelines on projects. 3. Give them critical input on ideas. 4. They may tackle too much. 5. Give constructive criticism; praise. COMMENTS TO OTHER SOCIAL STYLES ANALYTICS: Make more of an effort to be openminded with them on new ideas before being judgmental. Lets get something going. AMIABLES: Dont be so worried about everything. Dont be such a nice guy. Dont let your feelings enter and affect everything. DRIVERS: Try to take time to notice people as people. Dont push Your will on others, be more negotiable. Be more flexible.

Z:\opt\scribd\conversion\tmp\scratch30928\62094035.docx Page 18 of 18