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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
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