Behavior Styles

Rick Howell, SPHR, CCP

HR Conference 2004

Key Concepts for Today

Learn Common Terminology, without labelingUnderstand that we work in and with all four behavior stylesDiscover your impact on others

The more we know about people and their needs, the more options we have available to create real WIN–WIN situations.

Sources

The Effectiveness Institute 425-641-7620 in Redmond, WA

Based on work by Merrill and Reed Denver, Colorado

Based on Jungian Psychology From the 1920’s through 1940’s

Why People Do What They Do

Decisions

Environment

Accuracy

People

FastProcess

Dynamic

Socially Cautious

Flexible Perfection

Stable

Socially Assertive

Fly-By’s

X

X

X

X

X

X

X X

Behavior Style Profile

Stablizers Tend to prefer a more

controlled, deliberate, predictable environment; value order and harmony

Analyzers Tend to prefer things to

be done comprehensively and according to accepted standards; high concern for correctness

Controllers Tend to take an active,

assertive, direct approach to obtaining results; have a high need for control

Persuaders Tend to interact with

others in an outgoing, gregarious and socially assertive manner; relies on intuition and expresses emotions

Flip Chart Exercise

Create two columns: Left side: write down words/phrases that you

would use to describe yourselves

Right side: write down terms that you have heard others use to describe you

Behavior Tendencies

EMOTIONS

ResultsResults

Analyzer Perfect Ideas Wants High Standards Needs Organization Expects Accuracy Works Carefully and Alone Tension: Being Wrong Blindspot: Taking a Position

Stabilizer Fulfills Ideas Wants Security Needs Appreciation Expects Harmony Works Carefully and with Others Tension: Confrontation Blindspot: Initiating

Controller Generates Ideas Wants Action and Change Needs to be in Charge Expects Efficiency and Results Works Fast and Alone Tension: Loss of Control Blindspot: Listening

Persuader Promotes Ideas Wants to be Liked Needs Recognition Expects Freedom Works Fast and with Others Tension: Rejection Blindspot: Organizing

Process

Expedience

Responsive

Controlled

What to do with the knowledge

Understand that most people are different than you, not motivated by the same things

Understand that strong teams have a good mix of all the styles; each style has it’s strengths and makes contributions it to the team

Understand the every style has blindspots

Continue to learn more by asking & observing

Questions?

Add more about Trust and respect