what is your management style?. learning objectives understand our behavior patterns are how we are...
TRANSCRIPT
WHAT IS YOUR
MANAGEMENT STYLE?
Learning Objectives
•Understand our behavior patterns are how we are perceived by others.
•Understand our unique personality mix and the energy we use to sell an idea to staff or customers.
Benefits•Enhanced interpersonal relationships with managers and staff.
•Make reliable assessment of others resulting in dealing more successfully and productively with others.
The Quiz•Circle the one letter (a, b, c or d)
that corresponds to the description that best fits you. You must only select one response.
•Tally the number of times you circled each style and enter at the bottom of the scoring sheet.
The Four Personality Types
•The Expressive•The Driver•The Thinker•The Amiable
Exercise•Underline the words that best describe you.
EXPRESSIVE
Expressive Do’s• Ask for their opinions/ideas• Provide ideas for action• Give only necessary details• Some details need to be in
writing• Leave time for
relating/socializing
Expressive Don’ts• Be curt, cold, or tight-lipped• Pressure them with facts and
figures, alternatives, abstraction• Leave decisions hanging up in
the air• Waste too much time “chatting”• Talk down to them
DRIVER
Driver Do’s• Be clear, specific, brief and to the point. Ask
specific questions• Come prepared with all requirements,
objectives, material in a well-organized “package”
• Present the figures/facts logically and probable outcome or effectiveness
• If you disagree, take issue with facts, not the person
• Provide alternatives and choice for making their own decisions
• Stick to business and depart quickly
Driver Don’ts• Ramble or waste their time.• Forget, lose things, be disorganized,
confused, messy or distract them• No loopholes or rhetorical questions • Don’t make decisions for them• Don’t make false
promises/guarantees• Order or direct.
THINKER
Thinker Do’s• Prepare, be direct and businesslike• Support their principles, be
thoughtful and list pros and cons. Provide facts.
• Contribution to their efforts; be specific and do what you say you can do.
• Take your time but be persistent. • Be accurate and realistic.
Thinker Don’ts• Be disorganized, giddy, casual,
informal, loud and don’t threaten, cajole, wheedle, coax or whimper
• Leave things to chance or be vague about expectations; don’t fail to follow through
• Use opinion as evidence• Push or be unrealistic with deadlines
AMIABLE
Amiable Do’s• Break the ice. Be personable.• Show interest in them as a person,
be candid and open.• Listen, be responsive. Ask
questions. Draw out their opinions.• Present your case non-threateningly.• Look for hurt feelings, personal
reasons. • Watch for areas of disagreement.
Amiable Don’ts• Rush straight to business or be abrupt• Stick coldly to business.• Be domineering or demanding• Debate about facts and figures• Manipulate or bully them into
agreeing because they probably won’t fight back.
• Offer guarantees you can’t fulfill.
Influence and Push/Pull Energy
What is Push Energy?
•Direct and persuasive•Assertive but not aggressive
•Used effectively can yield amazing results
Push Energy involves:
Giving Specific and Clear Direction
Giving Smart Goals
Push-Presenting Ideas
•In order to persuade your point of view, ideas should be structured and well thought out. Frame your ideas.
•Present your proposals in a logical way so that you can guide direction effectively. Engage interest.
T
T
R
A
M
S
imely
ealistic
ctionable
easurable
pecific Goals should be challenging but not intimidating. They should be:
SMART
What is Pull Energy?
•Inclusive and involving•Listening and asking questions to draw others out and engage them
Pull Energy involves :
Effective Listening Skills
Asking Questions Effectively
BODY LANGUAGE
Skills for Active Listening
Nodding head
Sitting forward
Eye contact
7 % words55% body (facial, posture)38% voice
Assertiveness-Push/Pull
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 D C B A TELLS
Askingw/sometelling
Moretelling
Moreasking
Tellingw/someasking
Effective use of Push/Pull Energy leads to
Influence Success Use Push Behaviors when you:
Know what you wantHave good reasons with which to build a caseBelieve you need to take a direct approach
Use Pull Behaviors when you:
Want to build a relationship with the other personNeed the commitment and involvement of othersRequire additional information to help you achieve you goals
Use Push/Pull behaviors to:Create breakthrough resultsProvide meaningful exchanges
Exercise• Chose someone that you would like to
influence or work with more effectively.
• Pick something from the FC list. Write down what you want to happen or what result do you want?
• Think of how/what you have said in the past and how you might shift or change that based on this information.
Tips•Know yourself•Know/identify others •Use Push/Pull Energy in order to influence
WHAT IS YOUR
MANAGEMENT STYLE?