Advanced Communication

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Business Communication / Work Behavior Style

	Director High Dominance	Influencer High Influencing	Relator High Steadiness	Thinker High Compliance
Positive Intent:	Get It Done	Get It Noticed	Get Along	Get It Right
Needs:	To Be In Control	To Be Recognized Applauded	To Be Liked	To Be Correct
Needs To Know (Benefits):	- What it Does - By When - What It Costs	- How it Enhances Their Status - Who Else Uses It	- How It Will Affect Their Personal Circumstances	- Justification - Logic - How It Works
Wants To Maintain:	Success	Status	Relationships	Credibility
Wants To Be:	In Charge	Admired	Liked	Correct
Achieves Acceptance By:	- Leadership - Competition	- Playfulness - Stimulating Environment	- Conformity - Loyalty	- Correctness - Thoroughness
Measures Personal Worth By:	- Results - Track Record - Measurable Progress	- Acknowledgement - Recognition - Applause - Compliments	- Compatibility With Others - Depth Of Relationships	- Precision - Accuracy - Activity
Desire for Environment Which Includes:	- Power and Authority - Prestige and Challenge - Opportunity for Individual Accomplishments - Direct Answers - Opportunity for Advancement - Freedom from Controls and Supervision - Many New and Varied Activities	- Popularity, Social Recognition - Public Recognition of Ability - Freedom of Expression - Group Activities Outside of the Job - Democratic Relationships - Freedom from Control and Detail - Opportunity to Verbalize Proposals - Fun, Exciting Working Conditions	- Security of the Situation - Status Quo Unless Given Reasons for Change - Minimal Work Infringement on Home Life - Credit for Work Accomplished - Limited Territory - Sincere Appreciation - Identification with a Group - Traditional Procedures	- Security Assurances - Standard Operating Procedures - Sheltered Environment - Reassurance - No Sudden or Abrupt Changes - Being Part of a Group - Personal Attention - Status Quo Unless Assured of Quality Control
Work-Space:	Busy, Formal, Efficient, Structured	Stimulating, Personal, Cluttered, Friendly	Personal, Relaxed, Friendly, Informal	Structured, Organized, Functional, Formal
Appearance:	- Businesslike - Functional	- Fashionable - Stylish	- Casual - Conforming	- Formal - Conservative
Communication Styles:	Direct and to the point	Direct and elaborate	Indirect and considerate	Indirect and detailed
Values:	Task Fast Pace	People Fast Pace	People Slower Pace	Task Slower Pace
Pace:	Fast/Decisive	Fast/Spontaneous	Slow(Moderate)/Easy	Slow/Systematic
Decisions Are:	Decisive	Spontaneous	Considered	Deliberate
Value to the Organization:	- Task Accomplisher, Bottom-Line Results Person - Self-Motivated and Hard Worker - Forward Looking, Progressive - Fast Decision Maker, Initiates Business - Makes Things Happen	- Moves Quickly with High Energy - Creative Imagination - Initiates Relationships - Motivates Others Towards Goals - Enjoyable to be Around	- Loyal - Team Worker - Good Listener - Patient and Calming - Good at Reconciling Factions	- Objective, "The Anchor of Reality" - Conscientious - Comprehensive - Defines, Clarifies, Gathers Information, Criticizes, and Tests - Ensures Standards Are Met
	Together these four different styles bring to the organization natural qualities that contribute equally to team productivity. There is no correlation between "behavior style" and "success." Each style has an equal chance of being successful, depending on the environment and circumstances involved.
Behavior:	Authoritative charges ahead	Creative, Warm, Charismatic, energetic	Agreeable, personable, friendly, caring, helpful	Attentive to details, systematic
Influences Others by:	- Force of Character - Persistence - Direction - Control - Competition - Strong Persuasiveness	- Generating Enthusiasm - Personal Contact - Praise and Favors - Inspiration - Poise - Social Abilities	- Personal Relationships - Performing Services - Suggestions - Offering Understanding - Accommodation - Friendship	- Factual Data - Attention to Detail - Logiical Arguments - Consistency of Performance - Objective Arguments
Strengths:	Decisive, gets things done, confident	People-oriented, persuasive, verbal skills, optimistic	Likeable, loyal, team player, steadfast, patient	Accurate, fact finder, precise, organized
Seeks:	Productivity	Recognition	Attention	Accuracy
Gains Security By:	Control	Flexibility	Close Relationships	Preparation
Priority:	The Task and the Results	Lots of Action, Having Fun	Maintaining Relationships	The Task and the Process
Support Their:	Goals	Ideas	Feelings	Thoughts
Likes You To Be:	To The Point	Stimulating	Pleasant	Precise
Irritated By:	- Inefficiency - Lack of Organization	- Boredom - Routine	- Insensitivity - Impatience	- Surprises - Unpredictability
Weaknesses:	Intimidates and alienates people	Egotistical, lacks follow-through, “flaky”	Indecisive, wastes time, gullible	Stubborn, boring, aloof, unimaginative
Under Pressure:	Yells, blows up, bullies, throws tantrums and potshots, arrogant	Talks louder and faster, complies	Submits, accommodates, gunny-sacks, passive, aggressive	Becomes silent, flees or withdraws, becomes autocratic
Possible Limitations Under Pressure:	Overstep Prerogatives, Act Restlessly, Inspire Fear in Others, Override People, Be Blunt and Sarcastic with Others, Sulk When Not in Limelight, Be Critical and Fault-Finding, Be Inattentive to Little Things, Be Dissatisfied with Routine Work, Resist Participation as Part of a Team	Be More Concerned with Popularity than Tangible Results, Oversell, Act Impulsively- Heart Over Mind, Be Inconsistent in Conclusions, Make Decisions Based on Surface Analysis, Be Unrealistic In Appraising People, Be Inattentive to Detail, Trust People Indiscriminately, Have Difficulty Planning and Using Time Wisely, Be Superficial	Strive to Maintain Status Quo, Take a Long Time to Adjust, Have Trouble Meeting Deadlines, Need Help Getting Started on Daily Assignments, Be Lacking in Imagination, Relaxed and Contented with Things the Way they Are, Continue to do Things the Way they were Always Done, Hold a Grudge, Wait for Orders Before Acting	Lean on Supervisors, Hesitate to Act Without Precedent, Be Bound by Procedures and Methods, Get Bogged Down in Details, Resist Acceptance of Responsibility, Want Full Explanation Before Changes are Made, Pass the Buck, Yield Position to Avoid Controversy, Be Defensive when Threatened, Be Suggestible and Easily Led.
Fears:	Loss of Control	Loss of Prestige	Confrontation	Embarrassment
Under Tension:	Dictate/Assert	Attack/Be Sarcastic	Submit/Acquiesce	Withdraw/Avoid
How To Be Flexible With These Individuals: DO:	- Be Clear, Specific, Brief, and To The Point. - Stick To Business - Come Prepared with All Requirements, Objectives, Support Material in Well Organized "Package." - Present the Facts Logically; Plan Your Presentation Efficiently. - Ask Specific (Preferably "What?") questions. - Provide Alternatives and Choices. Be Prepared to Support the Option You Think is best. - Provide Facts and Figures About Probability of Success/Effectiveness of Options. - Bring Up Personal Issues Only After Talking Business.	- Plan Interaction That Supports Their Goals and Intentions. - Leave Time for Relating, Socializing. - Put Details In Writing After The Meeting. - Ask For Their Opinions And Ideas. - Provide Ideas For Implementing Action. - Be Stimulating, Fun-Loving, Fast Moving. - Provide Testimonials From People They See As Important, Prominent.	- Start, However Briefly, With A Personal Comment. Break The Ice. - Show Sincere Interest In Them As People; Find Areas Of Common Interest; Be Candid And Open. - Listen; Be Responsive. - Present Your Case In A Non-Threatening Manner. - Ask "How?" Questions To Draw Out Their Opinions. - Watch Carefully For Possible Areas Of Early Disagreement Or Dissatisfaction. - If You Disagree, Look Out For Hurt Feelings. - Work With Them To Develop Clear, Specific Solutions.	- Prepare Your "Case" In Advance. - Approach Them In A Straightforward, Direct Way; Stick To Business. - Support Their Prinnciples; Use Thoughtful Approach; Build Your Credibility By Listing Pros And Cons To Any Suggestion You Make. - What You Say You Will Do. - Be Persistent. - Draw Up A Scheduled Approach To Implementing Action With Step-By-Step Timetable. - Follow Through. - Make An Organized Presentation Of Your Position If You Disagree.
How To Be Flexible With These Individuals: DON'T:	- Ramble On Or Waste Their Time. - Try To Build Personal Relations Until Business Is Done. - Forget Or Lose Things; Be Disorganized Or Messy; Confuse Or Distract Their Mind From Business. - Ask Rhetorical Questions. - Speculate Wildly Or Offer Guarantees And Assurances Where There Is Risk. - Let Your Disagreement Reflect On Them Personally. - Try To Convince by "Personal" Means. - Direct or Order.	- Legislate Or Muffle. - Be Curt, Cold Or Tight-Lipped. - Focus Solely On Facts And Figures. - Leave Decisions Hanging In The Air. - Waste Time Being Impersonal or Judgmental. - "Order" them Or You'll Lose Them. - Kid Around Too Much Or "Stick To the Agenda" Too Much. - Talk Down To Them. - Be Too Dogmatic.	- Rush Headlong Into Business Or The Agenda. - Stick Coldly Or Harshly To Business; On The Other Hand, Don't Lose Sight Of Goals By Being Too Personal. - Force Them To Respond Quickly To Your Objectives. - Be Domineering Or Demanding; Don't Threaten With Position Power. - Debate About Facts And Figures. - Manipulate Or Bully Them Into Agreeing. - Offer Assurances And Guarantees You Can't Fulfill. - Keep Deciding For Them Or They'll Lose Initiative.	- Be Disorganized Or Messy. - Be Giddy, Casual, Informal, Loud. - Rush The Decision-Making Process. - Be Vague About What's Expected of Either Of You; Don't Fail To Follow Through. - Use The Words "Gut Feeling." - Leave Things To Chance Or Luck. - Use Gimmicks Or Clever, Quick Manipulations. - Push Too Hard Or Be Unrealistic With Deadlines. - Tell Them How You "Feel."

Part of materials from Kathleen Hasson Kirsch - for Support Center of San Diego, September 29, 1993. National University, Kearny Mesa. Support Center of San Diego.
Part of Materials from Doug Gross, Management Consultant, LDG Associates, December 8, 1993. National University, Kearny Mesa. Support Center of San Diego.

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