Balanced Leadership: The Impact of Behavior Styles

1. Balanced Leadership:The Impact of Behavior Styles EDUCAUSE Enterprise 2006 Morris W. Beverage, Jr., E.D.M. President Lakeland Community College

3. Exercise: Let’s find out something about ourselves… • Complete the Communication Behavior Style Exercise • Circle every word that describes you at work • There are no right or wrong answers • No one will see your selections

4. COMMUNICATION BEHAVIOR STYLE EXERCISE CRITICAL INDUSTRIOUS PUSHY STRONG-WILLED INDECISIVE PERSISTENT SEVERE INDEPENDENT STUFFY SERIOUS TOUGH PRACTICAL PICKY EXPECTING DOMINATING DECISIVE MORALISTIC ORDERLY HARSH EFFICIENT ALOOF THOUGHTFUL COLD GOAL-ORIENTED CONFORMING SUPPORTIVE MANIPULATING AMBITIOUS UNSURE RESPECTFUL EXCITIBLE STIMULATING INGRATIATING WILLING UNDISCIPLINED ENTHUSIASTIC DEPENDENT DEPENDABLE REACTING DRAMATIC AWKWARD AGREEABLE EGOTISTICAL FRIENDLY WISHY-WASHY APPROACHABLE FLAKY CREATIVE

5. BehaviorStyles Exercise CONTROLLER ANALYZER PERSUADER STABILIZER

6. Your Behavior Style • External conditions and situations exist at the present time that may impact your current response • Avoid labels

7. Tasks vs. People More, better, faster Capable, competent Likeable TasksPeople

8. Process vs. Expediency Thorough, comprehensive, Fast, gut, quick need to make one RIGHT decision Process Expediency

9. Behavior Styles Task CONTROLLER ANALYZER Expediency Process STABILIZER PERSUADER People

10. Behavior Styles (Do) Task CONTROLLER ANALYZER Expediency (Tell) Process (Ask) STABILIZER PERSUADER People (Do with)

11. Behavior Styles (Do) Task Accuracy Action CONTROLLER ANALYZER Expediency (Tell) Process (Ask) STABILIZER PERSUADER Approval Appreciation People (Do with)

12. Analyzers • Tendency towards perfectionism • Deal with facts, data, logic, details • Sometimes slow to make decisions • May appear overly cautious and not good risk-takers • Decisions and information provided are usually accurate and thoughtful • Feelings and emotions kept inside

13. Stabilizers • “Warm and fuzzies” • People and friendships are very important • Like to get others involved in activities • Good at juggling multiple tasks • Concerned about feelings of others • Less inclined to speak their mind openly • Can get hurt feelings or be offended easily

14. Persuaders • Party people • Love to have a good time • Highly creative and enthusiastic • Operate primarily by intuition • Little tolerance for those who are not expressive • Easily bored • Difficult to keep on task • Easily distracted

15. Controllers • Strong, decisive and results-oriented • Provide strong guidance for others • May appear pushy at times • Demanding of themselves and others • Highly self-critical • Resent those who “waste” time with idle chit-chat

16. Positives and Negatives per Style C A Pos Strong-willed Independent Practical Decisive Efficient Pos Industrious Persistent Serious Exacting Orderly S Pos Supportive Respectful Willing Dependable Agreeable P Pos Ambitious Stimulating Enthusiastic Dramatic Friendly

17. Positives and Negatives per Style C A Neg Critical Indecisive Stuffy Picky Moralistic Neg Pushy Severe Tough Dominating Harsh S Neg Conforming Unsure Pliable Dependent Awkward Neg Manipulative Excitable Undisciplined Reacting Egotistical P

18. Positives and Negatives per Style C A Neg Critical Indecisive Stuffy Picky Moralistic Pos Strong-willed Independent Practical Decisive Efficient Neg Pushy Severe Tough Dominating Harsh Pos Industrious Persistent Serious Exacting Orderly S Pos Supportive Respectful Willing Dependable Agreeable Neg Conforming Unsure Pliable Dependent Awkward Neg Manipulative Excitable Undisciplined Reacting Egotistical P Pos Ambitious Stimulating Enthusiastic Dramatic Friendly

19. Discussion • Look at the “Positives and Negatives per Style” matrix. • Do those ring true for you? Do they suggest approaches that may result in successful outcomes when working with or communicating with people whose style is different than your own?

20. Potentially toxic relationships Natural tensions occur between individuals whose orientations are dramatically different from one another: Analyzer Persuader Controller Stabilizer

21. Potentially compatible relationships Controller and Analyzer Analyzer and Stabilizer Stabilizer and Persuader Controller and Persuader

22. With Analyzers… DO…DON’T… - Prepare in advance - Be disorganized or messy - Be accurate - Be casual, informal or loud - Be direct - Rush decision-making - List pros and cons - Fail to follow through - Present specifics - Waste time - Be persistent - Leave things to chance - Use timetables for actions - Threaten or cajole - Provide tangible, practical - Use opinions as evidence evidence - Be manipulative

23. With Stabilizers… DO…DON’T… - Start with a personal comment - Rush into business - Show sincere interest in them as - Stick constantly to people business - Listen and be responsive - Force them to respond quickly - Be casual and non-threatening - Be demanding - Ask “how” questions - Debate facts & figures - Watch for hurt feelings - Be abrupt - Provide assurances - Be patronizing - Decide for them

24. With Controllers… DO…DON’T… - Be specific & brief - Ramble or waste time - Stick to business - Be disorganized or messy - Be prepared - Leave loopholes or be unclear - Present facts clearly - Ask rhetorical questions - Ask “what” questions - Make decisions for them - Provide alternative solutions - Speculate - Take issue with facts - Be directive

25. With Persuaders… DO…DON’T… - Be fast-moving, entertaining - Legislate - Leave time for socializing - Be cold, aloof, or tight-lipped - Talk about their goals - Press for solutions - Deal with the “big” picture - Deal with details - Ask for their opinions & ideas - Be dogmatic - Provide examples from people - Talk down to them they believe are important - Offer incentives or rewards

26. Impact of Tension on Behavior • How does tension impact our behavior? • Do all styles react the same way? • What happens when we can’t get rid of the tension?

27. Tension – Reaction Behavior Nitpick Leave Prove they are “right” Pull away Withhold emotions Explode Blame Dictate Take over Suppress emotions (Analyzer) (Controller) Wait too long to act Tell others Avoid Give in & get even Worry emotionally Verbal attack Talk about everything Cry “Dump” it & forget it Overreact emotionally (Stabilizer) (Persuader)

28. Reactions to Tension & Stress Controlled DICTATE WITHDRAW Emotions Process Results Results Expedient Emotions ACQUIESCE ATTACK (VERBALLY) Responsive

29. Continual Need Deprivation Withdraw Dictate Integrity A Respect C Dictate Withdraw Acquiesce Attack Acquiesce Attack Withdraw Dictate Withdraw Dictate S Loyalty P Trust Acquiesce Attack Acquiesce Attack

30. Four Domains of Emotional Intelligence Personal Competencies Self Awareness Self Management Social Awareness Social Competencies Relationship Management

31. Video Pride and Prejudice

32. Food For Thought Watch your words; they become actions. Watch your actions; they become habits. Watch your habits; they become character. Watch your character; it becomes your destiny. Frank Outlaw

33. Suggested Reading: Behavior Styles • People Styles at Work: Making Bad Relationships Good and Good Relationships Better, Robert Bolton and Dorothy Grover Bolton • Social Style/Management Style: Developing Productive Work Relationships, Robert Bolton and Dorothy Grover Bolton • Personal Styles & Effective PerformanceMake Your Style Work for You, David W. Merrill, Ph.D., Roger H. Reid, M.A. • How to Speak and Listen Effectively, Harvey A. Robbins

34. Balanced Leadership: The Impact of Behavior Styles Thank You!