social style self perception workshop

© TRACOM GROUP. All Rights Reserved.

Session Introduction:Understanding and Using Your

SOCIAL STYLEsm


Objectives

• Gain a working understanding of the SOCIAL STYLE Model™

• Determine your SOCIAL STYLE by completing a Self-Perception questionnaire

• Increase your understanding of your behavior and how others tend to view people with your Style

• Learn some ways to use your SOCIAL STYLE in order to be more productive with others


Behavior & Personality

• Behavior — What you say (verbal) and do (non-verbal)

• Interpersonal Behavior — What you say and do when interacting with one or more people

• SOCIAL STYLE— A particular pattern of actions that others can observe and agree upon for describing one’s behavior

• Personality — The combination of ideas, values, hopes, dreams, attitudes, abilities, as well as the behavior that others can observe that encompasses everything a person is

ObservableBehaviorSay/Do Personality


Observable Behaviors

HonestIntelligentArrogantMotivated

Self-CenteredSincereCritical

I like him.He annoys me.

She interests me.He irritates me.I distrust her.

I hate him.I trust him.

Quiet

Slower-paced

Facially controlled

Monotone voice

Indirect eye contact

Casual posture

Leans back

— Loud— Faster-paced— Facially animated— Inflected voice— Direct eye contact— Rigid posture— Leans forward

Traits JudgmentsObservable

Behavior

Say

Do


Assertiveness

A dimension of behavior that measures the degree to which others perceive a person as

tending to ask or tell in interactions with others

Asks Tells


Responsiveness

A dimension of behavior that measures the degree to which others perceive a person as tending to control or display his or her feelings and emotions when interacting

Controls

Emotes


SOCIAL STYLE Model

Co

ntr

ols

Em

ote

s

TellsAsks

Driving StyleMore Controlling

+More Telling

Expressive StyleMore Emoting

+More Telling

Amiable StyleMore Emoting

+More Asking

Analytical StyleMore Controlling

+More Asking


Your SOCIAL STYLE Self-Perception

• Tear open the perforation• Transfer response for each

question• Add up column totals • Plot your SOCIAL STYLE

Remember, your self-perception may differ from others’ views!

Analytical Driving

ExpressiveAmiable

C

T

E

A

EXAMPLE:


Key Reminders

• There is no best SOCIAL STYLE position• Your Style is not your whole personality• Your Style Profile represents a theme in your

performance• Your Style has growth actions• Your challenge: Take the initiative to

establish and build effective relationships with others


Improving Your Effectiveness with Others

Do Something for Others: Once you know what makes another person comfortable, try to accommodate his/her preferences

Know Others: Observe others' behaviors to learn about their tension levels, how they respond to your messages, and what you can do to make the interaction more comfortable and effective

Control Yourself: Learn to be tolerant of others’ behavior without becoming tense

Know Yourself: Know the impression you make on others, how your behavioral preferences can cause tension for others


Versatility

Versatility — An overall measure of the effect your Image, Presentation, Competence,

and Feedback have on others

BehaviorsSeen as

Focusing onMy Tension

BehaviorsSeen as

Focusing onOthers’ Tension

LowVersatility

HighVersatility


Your Versatility Self-Perception

• Tear open the perforation• Add up the check marks in

the shaded column• Circle the letter of your

Versatility score

Remember, your self-perception may differ from others’ views!

EXAMPLE:

If 7 of less=Low (circle the “L”)

If 8-14= Medium (circle the “M”)

If 15-21=High (circle the “H”)

L M H


Do Something for Others


• Purpose: To give you practice in identifying Styles• Directions:

– Read the Skills Guide Cards and identify the facilitator’s Style

– Identify at least two behaviors along each scale that the facilitator has exhibited in class to support your conclusion

Identifying the Facilitator’s Style


Style Observation Rules

1. Avoid trying to define a Style too quickly.

If you force Style identification too quickly, you might create a self-fulfilling prophecy. Use a suspended reaction to confirm the validity of observations. Avoid taking sides in an interaction: hang back, get out of the picture as much as possible.

2. Get out of the way. Don’t let your feelings interfere. Concentrate on how the other person is acting. Give people a “second chance” to display more behavior.

3. Avoid early “good,” “bad,” or “why” judgments.

Describe a person’s actions objectively, in a way that others can readily agree. For example, the observation that “Charlie sat quietly during the meeting and had an expressionless face” can quickly be verified or denied.

4. Separate Style clues from assigned authority or role.

Conclusions based on a person’s role are not necessarily true (e.g., all competitive football players have a Driving Style).

5. Observe others under moderate stress to clarify their Style.

Watch people “snap back” to old habits when the situation is uncomfortable, and you will be able to make a more accurate observation.

6. Set the stage for the person being observed.

If someone is busy reacting to you and your Style, you will find it very difficult to observe that person’s Style. Give people a chance to show their Styles by allowing them time to display their natural behaviors.


• Purpose: To give you an opportunity to describe what it is about the opposite SOCIAL STYLE position that creates tension for you and to develop insights into how to be more productive with a person who has that Style

• Directions:– In your assigned group discuss and develop a list of behaviors that

the opposite SOCIAL STYLE exhibits that creates tension for you

– Share your list with the group of the opposite Style

– In your group discuss what you can do to interact better with the opposite Style

– Share your information with the opposite Style and the whole class

Style Forum


• Purpose: To learn about Style preferences as they relate to the ABCs of Style and to develop an actionable list to improve an interpersonal relationship

• Directions:– Think of a person you work with. What is their likely Style?– Read about their ABCs of the Style:

Analytical Style: Pages 11-13 Driving Style: Pages 5-6

Amiable Style: Pages 9-10 Expressive Style: Pages 7-8

• List specific actions you can take to improve your relationship with this person in each of the ABC areas

• In your group, discuss and fine tune your action items• Use your action list when you return to work

Developing ActionsToward Others

Using the IPEV Guide


• Purpose: To provide you with a tool for applying Style concepts at work

• Directions– Think of a person your work with. What is their likely Style?– Review the Style Dial position of that person– Ask your facilitator any questions that you have about the

information on the Style Dial– List four to five actions that you can take to improve your

relationship with this person– Discuss and fine-tune your action items with members of your

Style group

Developing ActionsToward Others

Using the Style Dial


• Purpose: To provide you with specific strategies for improving your interactions with others

• Directions:– Think of a person you work with. What is their likely Style?– Read the “Strategies for Doing Something for Others”

handout– List four or five actions you can take to improve your

relationship with this person– Discuss and fine-tune your action items with members of your

group

Strategies for Doing Something

for Others


• Purpose: To help develop your skills in interacting with people with a Style diagonally opposite to yours

• Directions:– Review the “Do Unto Others – Accepts/Rejects Guide” card– In your group: Assume that your group needs to convince a

co-worker who has a Style diagonally opposite to your own to participate in designing a new company-wide program for acknowledging the contributions of outstanding employees (e.g., Driving Styles would imagine convincing Amiable Styles)

– Use the Accepts/Rejects Guide card to determine how they would approach this co-worker and discuss

– Have the diagonally opposite Style evaluate your group’s solution

Do Unto Others—Accepts/Rejects Card


• Purpose: To help you better understand your current use of Image, Presentation, Competence, and Feedback and how that might affect your Versatility score

• Directions– Read pages 20-24 in your Self-Perception Guide and

answer the questions for each of the four components of Versatility

– Cite and discuss ways that you identified for improving your Image, Presentation, Competence, and Feedback

– Add to the notes in your Self-Perception Guide good ideas mentioned by others

Self-Assessment of Your Image, Presentation,

Competence, and Feedback

social style self perception workshop

Technology

accepts rejects guide card

perception tear open

style diagonally opposite

opposite style

social style

tracom group

analytical style

emoting