WHAT WE HAVE HERE IS A FAILURE TO

Adapt your style to influence

Communicate

Bolton and Bolton

spontaneous

controlled

assertivecautious

r espons !

venes s

a s s e r t i v e n e s s _

model

+

+

_

_analytical

expressive

driver

amiable

spontaneous

controlled

assertivecautious

r espons !

venes s

a s s e r t i v e n e s s +

+

_

_

analytical driver

amiable

People & team focused

High empathy

Consensus driven

Avoid conflict

Supportive and loyal

Can deal with conflict

Direct & short answers

Proud of achievements

Impatient & decisive

Objective focussed

Process oriented

Rational

Concerned with details

Logical & sequential

Prudent

expressive

Big picture focus

Low attention to detail

Healthy ego

Competitive & ambitious

High energy creative thinkers

Riccardo Cuppini !David Goehring

Gabe Austin Jacob Bøtter

understand their strengths

amiable

Supportive

People oriented

Dependable

Diplomatic

Strengths If overusedPassive

Dependant

Inattentive to task

Avoids conflict

Riccardo Cuppini

Impractical

Distracting

Impatient

Poor listener

expressive

Visionary

Fun loving

Articulate

Fast paced

Strengths If overused

!David Goehring

driver

Independent

Results oriented

Pragmatic

Candid

StrengthsAbrasive

Short sighted

Impersonal

Poor collaborator

Gabe Austin

If overused

analytical

Systematic

Task oriented

Painstaking

Prudent

StrengthsImpersonal

Nit picky

Indecisive

Bureaucratic

If overused

Jacob Bøtter

Adapt to their style

amiable

Get to know them

Avoid conflict

Be friendly not business like

Build rapport

harmony

Adapting your style

amiable

who and how questions

soft gestures

focus on group

slower pace

be quiet and ask

Motivators

harmony

recognition

expressive

be concise

recognise their success

propose challenges

acknowledge expertise

Adapting your style

expressive

who and what questions

busy gestures

focus on ego

faster pace

be loud and tell

Motivators

recognition

achievement

driver

be direct

bottom line up front

be prepared

say it well

say it once

Adapting your style

driver

what and when questions

deliberate gestures

focus on results

faster pace

be loud and tell

Motivators

achievement

correctness

analytical

show details

explain logic and process

give evidence

show bottom line

Adapting your style

analytical

how and why questions

minimal gestures

focus on detail

slower pace

be quiet and ask

Motivators

correctness

recognise signs of stress

Neil Moralee

style under stressFirst level

the first shift is an exaggeration of style

respons!!

veness

a s s e r t i v e n e s s

avoiding autocratic

analytical

expressive

driver

amiable

acquiescing attacking

+

+

_

_

style under stress

less assertive

more responsive

goal is harmony

First levelrespons!i!venessa s s e r t i v e n e s s

amiable

acquiescing

+

_

expressive

attacking

+

+respons!i!veness a s s e r t i v e n e s s

First levelstyle under stress

more assertive

more responsive

goal is recognition

autocratic

driver

respons!i!veness

a s s e r t i v e n e s s

_

+

First levelstyle under stress

more assertive

less responsive

goal is achievement

respons!i!veness

a s s e r t i v e n e s s

avoiding

analytical

style under stressFirst level

less assertive

less responsive

goal is correctness

_

_

style under stressSecond level

Behrooz Nobakht

The second shift under extreme stress is

a reversal of style

respons!!

veness

a s s e r t i v e n e s s autocratic avoiding

analytical

expressive

driver

amiable

attacking acquiescing

know your own style

Y NMore likely to lean backward when stating opinions

More likely to be erect or learn forward when stating opinions

Less use of hands when talking

More use of hands when talking

Demonstrates less energy

Demonstrates more energy

More controlled body movement

More flowing body movement

Less forceful gestures

More forceful gestures

Less facial expressiveness

More facial expressiveness

preferred style inventoryput an x in EITHER THE ‘Y’ OR ’N’ box FOR EACH PAIR OF QUESTIONS.

Y NMore likely to ask questions

More likely to make statements

Less inflection in voice

More inflection in voice

Less apt to exert pressure for action

More apt to exert pressure for action

Less apt to show feelings

More apt to show feelings

More tentative when expressing opinions

Less tentative when expressing opinions

More task-oriented conversations

More people-oriented conversations

Y NSlower-paced

Faster-paced

Less likely to use small-talk or tell anecdotes

More likely to use small-talk and tell anecdotes

Slower to resolve problem situations

Quicker to resolve problem situations

Appears more serious

Appears more fun-loving

Softer-spoken

Louder voice

More oriented towards facts and logic

More oriented toward feelings and opinions

SOURCE: Bolton, Robert & Bolton, Dorothy G. (1996). People Styles at Work: Making Bad Relationships Good and Good Relationships Better. AMACOM, New York.

Engineering Leaders of Tomorrow Faculty of Applied Science and Engineering University of Toronto - http://www.ecelot.com/resources/Discovering%20Your%20Leadership%20Strengths.pdf

Y/N ASSERTIVE/RESPONSIVE

MOSTLY y? MORE ASSERTIVE

moSTLY n? LESS ASSERTIVE

moSTLY y? MORE RESPONSIVE

moSTLY n? LESS RESPONSIVE

r espons !

venes s

a s s e r t i v e n e s s

_ +

+

_

plot YOUR STYLE

r espons !

venes s

a s s e r t i v e n e s s

_ +

+

_analytical

expressive

driver

amiable

KNOW YOUR traits

–Greek aphorism

“Know thyself.”

effective communicationAdapting your style

Greater self awareness of your own style helps you understand what motivates you and why you behave the way you do.

Understanding the preferred styles of others helps you to adopt the most appropriate approach when communicating.

Influencing others means concentrating on what matters most to them, not you.

Sources: Dr Stephen Mugford ; Social Style / Management Style: Developing Productive Work Relationships by Robert Bolton;!

Sales Channel Europe- Becoming a trusted Adviser - II

meTHIS IS

@rdkmy

go! be awesome