SOCIAL STYLE PROFILE

SOCIAL STYLE PROFILE

FEEDBACK BOOKLET

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WLW 52232 02/01/16 Version 7.0

Feedback Booklet Social Style Profile

Wilson Learning Worldwide Inc. V7 WLW 52232 i All rights reserved.

TABLE OF CONTENTS

Introduction .......................................................................................................................... 1

Social Style ........................................................................................................................... 3

Interpreting Your Social Style Feedback ....................................................................... 6

The Analytical Style ....................................................................................................... 7

The Driver Style ........................................................................................................... 12

The Amiable Style ........................................................................................................ 16

The Expressive Style .................................................................................................... 20

Versatility ........................................................................................................................... 25

Interpreting Your Versatility Feedback ....................................................................... 26

Analytical Versatility ................................................................................................... 29

Driver Versatility ......................................................................................................... 31

Amiable Versatility ...................................................................................................... 33

Expressive Versatility .................................................................................................. 35

Social Style Distributions ................................................................................................... 37


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INTRODUCTION

This feedback booklet is intended to assist you in interpreting the feedback you receive

about your Social Style and versatility. It will assist you in gaining insight into your own

Social Style and the strengths that your style brings to the organization. After you have an

understanding of your own Social Style, you will want to know how your style compares

to others. You will be provided with descriptions of all the Social Styles so you may

examine the differences in behaviors that each style represents. Similarly, you will be able

to better understand your versatility ratings by reading this booklet, gaining insight into

what it means to be versatile and why it is important both personally and professionally.

Assumptions About Human Behavior

Adapting to others has never been more critical to success than it is today. Global

competitive pressures have forced organizations to decentralize decision making, use

cross-functional teams to solve complex problems, and become more flexible in meeting

customer needs. Work forces have become more diverse, and structural changes have

become more frequent. Demands for speed, quality, cost containment, and innovation have

intensified. Being able to appreciate and adapt to individual differences is absolutely

essential if we are to function effectively in such an environment.

The study of human behavior has truly emerged as a science. Numerous social science

studies provide strong support for the following conclusions about human behavior:

Over time, people develop relatively stable behavior patterns.

People form immediate impressions about others on the basis of their verbal and

nonverbal behavior.

The way people behave toward one another is largely determined by their perceptions

of each other.

The most prevalent, and probably the most important, perceptual dimensions of human

behavior are assertiveness and responsiveness.

The concept of Social Style was developed on the basis of these assumptions. Over five

decades of research and experience with this concept have provided us with a rich

understanding of individual differences.



SOCIAL STYLE

Each of us has a comfort zone—a pattern of behaviors that arises out of our experiences

and becomes habit. Our habits are ways of behaving that have become familiar through

repetition. We become comfortable doing things in certain ways. Behavior that is

comfortable for us and others is usually predictable. The term we use to describe a

consistent, predictable set of behaviors is Social Style. Our Social Style represents our

comfort zone—how we are seen by others as most frequently and most comfortably

behaving. Our comfort zones can be described in terms of two measurable dimensions:

assertiveness and responsiveness.

Assertiveness

Assertiveness is the way in which a person is perceived as attempting to influence the

thoughts and actions of others. The range of assertiveness behavior can be described as a

continuum like the one below:

ASK Directed

Assertiveness

TELL Directed Assertiveness

People who exhibit ask-directed assertiveness behavior use a more indirect method of

communication to influence others. Their communication with others could most often be

described as “asking.” They generally speak more slowly and deliberately, and they tend to

make more conditional statements.

People who exhibit tell-directed behavior use a more direct approach when attempting to

influence or control the actions of others. Their communication with others could most

often be described as “telling.” Their speech is generally quicker and firmer, and they

make more declarative statements.

The following distinction is an important one. Both ask- and tell-directed individuals may

want to influence others to the same degree. It is only their approach that differs.

Social Style Profile Feedback Booklet

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Responsiveness

Responsiveness is the way in which a person is perceived as

expressing feelings when relating to others. The range of

responsiveness behavior could be described as a continuum like the

one to the right.

People who exhibit task-directed behavior show a preference for

communicating about the task. This does not mean they do not care

about people; they simply tend to be more focused on the facts of the

situation. Rather than share personal feelings, they communicate about

the work issues.

Individuals who exhibit people-directed behavior tend to focus on the

people aspects of the situation. This does not mean they are not

concerned about the task; they tend to be focused on the people

involved with the task, and they openly communicate personal

feelings.

TASK Directed

Responsiveness

PEOPLE Directed

Responsiveness

The Social Style Matrix

The two dimensions of assertiveness and responsiveness that have just been described can

be combined to create the Social Style Matrix shown below.

People who are more tell-directed

tend to find themselves placed to

the right of the midpoint. If they are

more ask-directed, they tend to fall

on the left side.

People who are task-directed

usually cluster above the midpoint

on the matrix, while those who are

more people-directed are generally

perceived below the midpoint.



This grouping of individuals by approaches to assertiveness and responsiveness creates

four Social Styles with the following general characteristics:

Analytical: ask-directed assertiveness, task-directed responsiveness

Driver: tell-directed assertiveness, task-directed responsiveness

Amiable: ask-directed assertiveness, people-directed responsiveness

Expressive: tell-directed assertiveness, people-directed responsiveness



INTERPRETING YOUR SOCIAL STYLE FEEDBACK

As you review your Social Style results, remember that assertiveness and responsiveness

are perceptions of your behaviors—what others see and hear, not how you perceive your

behavior, or how you think or feel. You may be surprised at the difference between their

perceptions and your own self-perception. But remember, it is not your self-perception that

is most important in interacting with others. Rather, it is knowing how others see you.

Remember, too, that there is no best place to be in the matrix. Every style contributes value

and every style has its own range of assertiveness and responsiveness. You can be effective

and successful regardless of where the perceptions of others have placed you on the Social

Style Matrix.

The Social Style results you received are displayed on a matrix similar to the one shown

below. Each major style is further divided into four substyles. Your Social Style is

indicated by the star in one of the boxes. On the following pages are descriptions of each

of the major styles and their corresponding substyles. First, look up the major style in

which your respondents’ perceptions have placed you, and then look for the subquadrant of

that style to get an even more precise picture of how your respondents perceive your

behavior and approach.



THE ANALYTICAL STYLE

Your references have described your behavior as ask-directed in terms of assertiveness and

task-directed in terms of responsiveness. This means they place you in the Analytical

quadrant of the Social Style Matrix.

Characterized by The characteristics attributed to you as an Analytical are:

deliberate, thorough, and logical. You are perceived to be a

good listener and someone who remains steadfast in

purpose, weighing all alternatives and making full use of

the decision-making procedures open to you. Analyticals

are usually perceived as serious, disciplined, and

businesslike in their relationships with others—remaining

independent and allowing others to take the social

initiative.

Perceived as As an Analytical, you are perceived as achieving your goals

in a climate of minimum risk and maximum information.

Analyticals place a great deal of emphasis on having data to

support their problem analysis and decision making.

Because they want to know as much as possible about a

situation, Analyticals are perceived as attempting to keep

the risk of being wrong at a minimum.

Work Best When Analyticals are seen as working best when the elements of

a situation are organized and directions for proceeding are

provided by others. People see you as more involved when

the nature of your tasks is related to problem solving and

when you see yourself as knowledgeable in the area under

discussion. Analyticals appear to take a considerable

amount of time organizing, evaluating, assuring accuracy,

and whenever possible, using a systematic approach to

tasks, decisions, and explanations.

Strengths Analyticals are perceived as having the following strengths:

Approaching tasks with a focus on facts and logic

Accepting new ideas when their payoff has been

clearly determined

Making use of existing ideas and procedures before

going on to something new



Approaching people with caution and care; not

committing themselves until they are comfortable with

what others are suggesting

Cautions In addition, there are some perceived attributes of

Analyticals that people of other styles may find less

comfortable:

A quiet, businesslike person may be perceived by

others as cool and unsociable, as not taking the time to

build a relationship before getting to the task.

Having a deliberate manner with an emphasis on

accuracy can be perceived as being too slow to act and

sometimes indecisive. A focus on task can be perceived

as a lack of concern for the feelings and problem-

solving approaches of others.



ANALYTICAL SUBSTYLES

Within the Analytical style, there are ranges of behaviors and approaches to assertiveness

and responsiveness that can be demonstrated to others.

Analytical Analytical (D1) Relative to other Analyticals, you are perceived to make

greater use of an ask-directed approach to assertiveness and

a task-directed approach to responsiveness when

communicating with others. This means you are perceived

to be an Analytical who is:

Seeking structure, certainty, and evidence before

making decisions

Quiet, unassuming, and showing little emotion when

dealing with others

Taking little social initiative with respect to other

people; remaining guarded until you have a reason for

building a relationship

Using questions to express your concerns and issues

Driving Analytical (C1) Relative to other Analyticals, you are perceived to make

greater use of a tell-directed approach to assertiveness and




Willing to take some risks when making decisions;

sometimes allowing immediacy to be as important as

being certain

Willing to take some initiative in your interactions

without having thorough data or logical reasoning

Able to combine your organized step-by-step nature

with a commitment to completing a task

Focused more on the objective aspects of a problem-

solving task



Amiable Analytical (D2) Relative to other Analyticals, you are perceived to make


a people-directed approach to responsiveness when



Focused and concerned about other people and how

they might feel

Supportive of others when they express their ideas and

feelings

Willing to take the time to share feelings as well as

facts

Willing to consider alternative ways to approach

problems

Expressive Analytical (C2) Relative to other Analyticals, you are perceived to make





Willing to share your enthusiasm when you become

excited about the task at hand

Willing to take the social initiative in interpersonal

encounters

Generally quiet and reserved, but sometimes takes

actions that are definitive and even bold

Appreciative of other people’s contributions and shows

it



ANALYTICAL QUADRANT



THE DRIVER STYLE

Your references have described your behavior as tell-directed in terms of assertiveness and

task-directed in terms of responsiveness. This means they place you in the Driver quadrant

of the Social Style Matrix.

Characterized by The characteristics attributed to you as a Driver are: clear,

concise, and results-oriented. Drivers are usually seen as

challenging and decisive. People see Drivers as

straightforward and able to look at options and take action.

Perceived as As a Driver, you are perceived as achieving your goals in a

climate that permits you to take the initiative and be in

charge. Drivers appear to prefer situations that allow them

to formulate plans and then have others carry them out.

Drivers are perceived as liking to make things happen,

taking risks, and enjoying the challenge involved in

tackling new problems and tasks.

Work Best When Drivers are seen as working best when the climate is not

constrained. To Drivers, independence to do things their

own way is important. You are perceived as someone who

usually approaches a task in an organized, goal-oriented

manner. Your time is important to you; you like it when

others respect your schedule. A situation that allows you to

initiate action and direct and monitor your own activities as

well as the activities of others is one that seems to fit your

preferences.

Strengths Drivers are perceived as having the following strengths:

Able to take charge of any situation

Able to make quick decisions about how to solve a

problem and then to take action

Responsive to challenges, preferring to deal with things

that are difficult to master

Focused on producing results and getting things done

in a timely and efficient manner



Cautions In addition, there are some perceived attributes of Drivers

that people of other styles may find less comfortable:

A person who always takes charge and sometimes

proceeds in a forceful manner may be seen by some

people as pushy or unwilling to take the time to listen

to and appreciate the positions of others.

A desire for independence and control in situations can

be perceived as creating tension, compliance, and

apprehension in others.

DRIVER SUBSTYLES

Within the Driver style, there are ranges of behaviors and approaches to assertiveness and

responsiveness that can be demonstrated to others.

Analytical Driver (B1) Relative to other Drivers, you are perceived to make greater

use of an ask-directed approach to assertiveness and a task-

directed approach to responsiveness when communicating

with others. This means you are perceived to be a Driver

who is:

Focused on logic and facts when it comes to questions

about a task



Objective; you avoid making decisions based simply

on intuition and feelings

Concerned about reducing the risk associated with a

decision you are trying to make

Able to explain to yourself and others your reasons for

taking action

Driving Driver (A1) Relative to other Drivers, you are perceived to make greater

use of a tell-directed approach to assertiveness and a task-

directed approach to responsiveness when communicating

with others. This means you are perceived to be a Driver

who is:

Efficient, hardworking, and results-oriented in your

approach to problem solving

Reluctant to let your emotions get in the way of what

you believe to be sound thinking

Forceful and strong-willed when it comes to making

your opinions known to others

Direct and to the point when it comes to getting others

to do the things necessary to complete a task

Amiable Driver (B2) Relative to other Drivers, you are perceived to make greater

use of an ask-directed approach to assertiveness and a

people-directed approach to responsiveness when


to be a Driver who is:

Aware and considerate of the priorities of others when

you formulate a plan for solving a problem

Willing to share your feelings with others

Able to redirect your commanding spirit when you feel

cooperation with others is needed to get results

Able to question others in a way that does not threaten

them or downplay their ideas and feelings



Expressive Driver (A2) Relative to other Drivers, you are perceived to make greater

use of a tell-directed approach to assertiveness and a



to be a Driver who is:

Able to show enthusiasm and excitement when it

comes to facing a challenging task or problem

Interested in getting others to feel as you do about

something you find challenging

Able to reference and reinforce others when you find

yourself using their ideas and plans

Willing to tell others how you feel about things

DRIVER QUADRANT



THE AMIABLE STYLE

Your references have described your behavior as ask-directed in terms of assertiveness and

people-directed in terms of responsiveness. This means they place you in the Amiable


Characterized by The characteristics attributed to you as an Amiable are:

open about personal feelings, unassuming, and supportive.

You are perceived as a warm, friendly listener who is easy

to get along with, enjoys personal contact, and prefers

shared responsibility when working with other people.

Perceived as As an Amiable, you are perceived as achieving your goals

after first establishing strong personal ties with the people

with whom you work. Amiables are usually seen as

avoiding risks and fast decisions unless there is strong

support to back them up. They tend to ask for this kind of

support before making decisions. Amiables are perceived

as open to the expression of personal opinions and feelings.

They see this kind of openness as essential to maintaining a

cooperative approach to problem solving.

Work Best When Amiables are seen as working best when the climate is free

of time constraints and pressure. They like to take the time

to build relationships and seek support and feedback when

they are required to make a decision. As an Amiable, you

are perceived as cooperative and supportive in your

interactions with others, and as being more motivated by

causes than by personal recognition.

Strengths Amiables are perceived as having the following strengths:

A natural skill for coaching, counseling, and being

helpful to others

Providing support and positive reinforcement for other

people’s work and accomplishments

A sense of loyalty and dedication to those in their work

and peer groups

A willingness to communicate that they value having

trust and confidence in other people



Cautions In addition, there are some perceived attributes of Amiables

that people of other styles may find less comfortable:

The sharing of personal feelings may be seen by some

as being overly sensitive or too emotional.

Emphasis on relationships and getting along may be

perceived as interfering with completing a task or

meeting a deadline.

AMIABLE SUBSTYLES

Within the Amiable style, there are ranges of behaviors and approaches to assertiveness


Analytical Amiable (D3) Relative to other Amiables, you are perceived to make




to be an Amiable who is:

Organized, seeking logical support and structure to

complement a tendency to make decisions based on

feelings

Showing emotion to a moderate degree, while

remaining low-key and unassuming



Minimizing risk before taking action

Compiling data that supports your purpose and sense of

practicality

Driving Amiable (C3) Relative to other Amiables, you are perceived to make





Willing to take the initiative and exert influence in

interpersonal encounters

Willing to take some risks in making decisions

Allowing immediacy to be as important as certainty in

reaching decisions

Able to combine your people priorities with a

commitment to getting a job done in a reasonable

period of time

Amiable Amiable (D4) Relative to other Amiables, you are perceived to make





Accepting, placing a high priority on getting along with

other people

Open to, cooperative with, and supportive of others

Asking questions of others to determine how they are

feeling

Interested in minimizing interpersonal conflict

whenever possible

Expressive Amiable (C4) Relative to other Amiables, you are perceived to make





Able to blend your people concerns with an appreci-

ation for getting a job done when it needs to get done



Able to show social initiative and take control in

personal encounters when you so desire

Interested in the personal recognition associated with

ideas, causes, and achievements

Naturally able to provide support to people, making

them feel good about themselves and their relationship

with you

AMIABLE QUADRANT



THE EXPRESSIVE STYLE

Your references have described your behavior as tell-directed in terms of assertiveness and

people-directed in terms of responsiveness. This means they place you in the Expressive


Characterized by The characteristics attributed to you as an Expressive are:

enthusiastic, inspiring, and open about your feelings. You

are seen as often taking the social initiative and spending

time to establish rapport before moving on to the task at

hand. Expressives are usually thought of as excitable

people who use their feelings when making decisions and

who are willing to share insights and dreams.

Perceived as As an Expressive, you are perceived as achieving your

goals when you are motivated, challenged, and excited.

Once you have reached a goal or the quest loses its

challenge, you usually want to move on to something new.

When judging tasks or weighing accomplishments, you are

concerned about the people issues. You sometimes avoid

details when you find them unexciting or think they take

too much time.

Work Best When Expressives are seen as working best in an open climate in

which interactions with others are important. You appear to

like using your time to motivate, inspire, and persuade

other people. You are generally perceived as visionary and

as having little patience for structured procedures. Selling

yourself, sharing ideas, working with people, and having

fun seem to be important to you.

Strengths Expressives are perceived as having the following

strengths:

Creating excitement and involvement in the people

they work with

Making others feel good about themselves because

they feel valued

Having a natural tendency to offer reinforcement to

others

Sharing their visions as well as personal feelings, and

allowing their enthusiasm to be seen and felt by others



Cautions In addition, there are some perceived attributes of

Expressives that people of other styles may find less

comfortable:

An excitable, futuristic dreamer may be viewed as not

very pragmatic and wasteful of time and talent.

Taking risks and relying on feelings can be perceived

as being impulsive.

EXPRESSIVE SUBSTYLES

Within the Expressive style, there are ranges of behaviors and approaches to assertiveness


Analytical Expressive (B3) Relative to other Expressives, you are perceived to make




to be an Expressive who is:

Cautious about taking risks, appearing discerning in

your approach to tasks

Willing to listen to others in order to understand, often

expressing your concern in the form of questions



Able to combine excitement and enthusiasm with a

formal approach to the ideas of others

Organized in the way you seek support for the ideas

you generate and feel excited about

Driving Expressive (A3) Relative to other Expressives, you are perceived to make a





Able to create excitement and involvement in your

ideas

Concerned about how you make others feel when you

are directing them

Willing to listen to other options for your plan of action

Able to express your dreams in concrete terms if others

ask you to do so

Amiable Expressive (B4) Relative to other Expressives, you are perceived to make





Willing to take risks with some degree of caution and to

convey such concerns to the people with whom you

work

Able to determine and process how others feel about

the initiatives you are willing to take

Competitive, but also cooperative, in social

interactions; willing to share the spotlight with others

Willing to pay attention to the viewpoints of those

holding opinions and concerns different from your own

Expressive Expressive (A4) Relative to other Expressives, you are perceived to use

more of a tell-directed approach to assertiveness and a






Excitable, fun-loving, talkative, and enjoys telling

stories

Desirous of attention, liking to have an audience and

appreciative when others give applause and recognition

Achievement-oriented; a risk taker who is competitive

and spirited

Visionary, creative, and, at times, inspirational when

communicating with others

EXPRESSIVE QUADRANT



VERSATILITY

What Is It? Versatility means adapting your behavior to meet the concerns and expectations of others in order to create productive relationships. When two people of different Social Styles work together, they may become frustrated or tense; their productivity may even be impaired. The reason is that they are being forced to work outside their comfort zones. That is why it is important to be able to use the skill of versatility—to show that we value and understand the concerns and expectations of others, and that we are willing to move toward what is comfortable for the other person.

Why Is It Important? Versatility influences the effectiveness of your style in specific situations. As you work toward improving your versatility, remember that each style brings unique strengths to the workplace. Having differing approaches within the workplace provides a richness and variety that creates better decisions and solutions to problems. People gain insights and ideas from each other. Changing styles, then, is not what versatility is all about. Rather, it is about appreciating other styles and becoming more versatile so that we can work better with those styles that differ from our own.

What Can You Do Perceived versatility is related to both the assertiveness and About It? responsiveness dimensions of Social Style. Using versatility

improves work communications and ultimately productivity. Since versatility is more changeable than Social Style, you can have the greatest impact on your relationships with others by focusing on modifying your behavior to better meet the expectations of others.

Style modification means adjusting one’s assertiveness and responsiveness approaches so they move toward the comfort zone of others. It does not mean crossing over into another quadrant and trying to be another Social Style. An Analytical, for example, may try to be more tell-directed (express ideas more) when relating to a Driver. On the other hand, a Driver may try to be more ask-directed (question and listen more) when relating to an Analytical. Be careful, though, not to make changes that appear insincere or make you uncomfortable. If you do, you may be doing more harm than good.



INTERPRETING YOUR VERSATILITY FEEDBACK

The versatility feedback you receive has two parts—the Versatility Scale and

Versatility Skills.

VERSATILITY SCALE

The Versatility Scale feedback you received is recorded on a scale similar to the one

below:

W X Y Z

Each box represents 25% of the population surveyed by Wilson Learning. Low versatility

is indicated by a W or X, and high versatility is indicated by a Y or Z. On your feedback,

you will see numbers printed in some or all of the boxes. These indicate the number of

people who perceived your versatility to be in that category. Most people will see a range

of versatility scores, with numbers in several boxes.

Your profile gives you feedback on how specific individuals see you relative to the

versatility of other people. It helps you see how a variety of people in your work

environment see you as compared to others. “Low versatility” means you are not perceived

as very versatile in comparison to others; likewise, “high versatility” means you are

perceived as highly versatile as compared to others.

Each Social Style tends to express versatility (high or low) in different ways. An

Analytical who has low versatility will behave differently than an Expressive with low

versatility. Consequently, for the interpretations of versatility that follow, it is important to

refer to the section that applies to your Social Style.

As you review your results, keep in mind the following points:

If your respondents provided a wide range of scores, you are probably demonstrating

more or less versatility depending on the situation. If this is the case, you will want to

examine the interactions with your respondents so you can identify and understand the

circumstances in which you are being more or less versatile.

Versatility can be learned; it is a skill, not a natural talent. Everyone can improve on

versatility by knowing when and how much is appropriate, and by then choosing to act

on that knowledge.



VERSATILITY SKILLS

In addition to your overall Versatility Scale, you also received feedback about specific

versatility skills:

Recognizes signals that tension is increasing in an interaction

Take steps to reduce interpersonal tension during an interaction

Adapts easily to different social situations

Modifies own behavior to help others feel more comfortable in an interaction

The Versatility Scale, described above, shows how you compare to others. The Versatility

Skills feedback gives you more specific information about how to be seen as more

versatile (what behaviors you need to change). The behaviors align with the Versatility

Response model (Identify-Reflect-Modify), with the Versatility Skills focusing on the

Reflect and Modify steps.

Skills Related to Reflect

Recognizes signals that tension is increasing in an interaction: Do you recognize

the needs and expectations of others and know when they are or aren’t being met?

Takes steps to reduce interpersonal tension during an interaction: When you

perceive that you are not meeting others’ needs and expectations, do you show

willingness to move out of your comfort zone?

Skills Related to Modify

Adapts easily to different social situations: To what degree do you modify your

behavior to go outside your comfort zone in a variety of situations?

Modifies own behavior to help others feel more comfortable in an interaction: How effectively do you modify your behavior to meet others’ needs and expectations?

To what degree does modifying your behavior result in the other person feeling more

comfortable with you?

Use this information to address your overall skill improvement in the workshop, as well as

back on the job.



As you reflect on what your versatility feedback tells you, consider:

What does your feedback tell you about how you are meeting the needs and

expectations of others?

How does this impact your effectiveness, productivity, and business results?

What reactions did you have to your versatility feedback?

What questions do you have about your versatility feedback?

Your Modify strategies will be based on what you have learned about the expectations and

preferences of the different styles.

Ask yourself these four questions:

What would this person expect of me?

What would I have to do to meet his or her expectations?

What do we share in common?

What are the differences between us?



ANALYTICAL VERSATILITY

Versatility is a perceived willingness to adapt to the concerns and expectations of others to

make them feel more comfortable when relating with you. Generally, you show this

willingness through your approach to assertiveness and responsiveness within the context

of the Analytical Social Style.

W X Y Z

Low Versatility (W and X) High Versatility (Y and Z)

People who see you as Analytical

with low versatility perceive that you:

People who see you as Analytical

with high versatility perceive that you:

Maintain the same approach to

ask-directed assertiveness and

task-directed responsiveness in

all interactions, no matter what

the other person’s Social Style

Have a tendency to stick to

business, gather a lot of data,

and maintain a deliberate

approach to most situations

Have a tendency to depend on problem

analysis, conservative thinking,

modesty, and standard operating

procedures

Use your communication skills in

a manner designed to make them feel

valued as people and as contributors

Are open to the thoughts and ideas of

others

Express an “it depends” attitude

in your approach to problem

solving

Are open to negotiate when your

approach to a task is different from that

of others



As an Analytical, focus on modifying your behavior for each Social Style as shown

below:

Analyticals (working with your own style)

Ask about and provide opportunities for them

to share their expertise.

Show respect and support for their thinking

and principles.

Respond to their desire for more or less data.

Be aware of the possibility of getting bogged

down in unnecessary detail and analysis.

Drivers

Get to the point quickly.

Make more statements; ask fewer questions.

Volunteer information that provides evidence

of results.

Act quickly on decisions.

Use time efficiently.

Focus evidence on results and outcomes.

Emphasize the benefits of a course of action or

decision.

Provide options and choices for them to

consider.

Create opportunities for them to make

decisions and have a leadership role.

Amiables

Verbalize your feelings.

Pay personal compliments.

Be willing to discuss personal experiences

both at work and outside the workplace.

Ask for opinions, and participate openly and

honestly.

Provide support for feelings and offer

assurances.

Express your approval of their ideas.

Encourage everyone’s involvement in decision

making.

Pay attention to the impact on others.

Expressives

Volunteer information that demonstrates

business knowledge.

Be willing to express points of disagreement.

Initiate and engage in friendly conversations.

Discuss your feelings and opinions.

Offer personal compliments that recognize

their accomplishments and ideas.

Use more gestures and facial expressions, and

vary your tone of voice.

Keep discussions moving and focused, but

don’t force a process.

Avoid detail, and use testimonials and stories

as your evidence.



DRIVER VERSATILITY

Versatility is a perceived willingness to adapt to the concerns and expectations of others in

order to make them feel comfortable when relating with you. Generally, you show this


of the Driver Social Style.

W X Y Z


People who see you as Driver with

low versatility perceive that you:

People who see you as Driver with

high versatility perceive that you:


tell-directed assertiveness and task-

directed responsiveness in all

interactions, no matter what other Social

Style is involved

Have a tendency to stick to business,

work independently, and try to maintain

control

Have a tendency to hold strong opinions

and be impatient and blunt

Use your communication skills in a

manner designed to make them feel


Are willing to negotiate differences in

opinion and approach

Express an “it depends” attitude in your

problem solving

Show empathy before expressing your

reactions to what others say and do



As a Driver, focus on modifying your behavior for each Social Style as shown below:

Analyticals

Slow the pace of interactions to give time for

them to think things through.

Listen without interrupting.

Pause more often.

Ask for commitments without pressure.




and principles.

Use a clear, logical process when

communicating and making decisions.

Drivers (working with your own style)

Focus your evidence on results and outcomes.


decision.


consider.



Share leadership and decision-making

responsibilities.

Amiables


honestly.

Politely listen and avoid interruptions.


assurances.



making.



Pay personal compliments.

Be willing to discuss personal experiences

both at work and outside the workplace.

Expressives




Show a willingness to socialize and engage in

small talk.

Get to know them on a personal basis.

Use more gestures and facial expressions, and

vary your tone of voice.


as your evidence.

Be flexible in your use of time and avoid being

tied to a schedule.



AMIABLE VERSATILITY


make them feel more comfortable when relating with you. Generally, you show this


of the Amiable Social Style.

W X Y Z


People who see you as Amiable with

low versatility perceive that you:

People who see you as Amiable with

high versatility perceive that you:


ask-directed assertiveness and people-

directed responsiveness in all

interactions, no matter what other Social

Style is involved

Have a tendency to work through

relationships and feelings

Have a tendency to use an indirect

approach to problem solving,

giving the appearance that you

have all the time in the world to

find a solution




Are flexible to the work preferences of

others

Express your ideas with conviction, and

in a timely manner

Offer support for the ideas of others



As an Amiable, focus on modifying your behavior for each Social Style as shown below:

Analyticals

Avoid small talk early in the relationship.

Talk about the task.




and principles.




Drivers

Get to the point quickly.


Act quickly on decisions.


Emphasize facts over feelings.

Be logical when communicating.

Use fewer gestures and facial expressions.

Avoid small talk early in the relationship.


decision.


consider.



Amiables (working with your own style)


honestly.


assurances.


Work together to make sure the important

controversial issues are addressed.

Expressives

Volunteer information that demonstrates

business knowledge.

Be willing to express points of disagreement.

Initiate conversation.

Be flexible in your use of time and avoid

being tied to a schedule.

Keep discussions moving and focused.




as your evidence.



EXPRESSIVE VERSATILITY


make them feel comfortable when relating with you. Generally, you show this willingness

through your approach to assertiveness and responsiveness within the context of the

Expressive Social Style.

W X Y Z


People who see you as Expressive

with low versatility perceive that you:

People who see you as Expressive

with high versatility perceive that you:


tell-directed assertiveness and people-

directed responsiveness

in all interactions, no matter what other

Social Style is involved

Have a tendency to use feelings

and emotion, rather than facts and logic,

to convince others to take quick action

Have a tendency to use praise,

enthusiasm, and optimism in almost all

your interpersonal encounters




Are open to the thoughts, feelings,

actions, and concerns of others

Are willing to engage in

negotiations when you sense that your

approach to problem solving differs

from others

Offer energy and support for the

creative effort of others



As an Expressive, focus on modifying your behavior for each Social Style as shown

below:

Analyticals

Slow the pace of interactions to give time for

them to think things through.

Listen without interrupting.

Pause more often.

Use fewer gestures and facial expressions.

Avoid small talk.

Talk about the task.




and principles.



Drivers

Emphasize facts over feelings.

Focus on problem solving with a businesslike

attitude.

Be logical when communicating.




decision.


consider.



Amiables


honestly.

Slow down the pace of the interaction.

Politely listen and avoid interruptions.



assurances.



making.


Expressives (working with your own style)



Listen to them and avoid interrupting.

Share leadership and decision-making

responsibility.

Take responsibility for managing time and

schedules if they don’t.



SOCIAL STYLE DISTRIBUTIONS

People are naturally curious about how the distribution of Social Styles differs across

industries, organizations, and jobs. The following pages summarize the results of some of

the analyses of Wilson Learning’s Social Style database. Social Style and versatility

distributions are analyzed for:

Overall Population

Industry

Functional Area Within Organizations

Since these data are derived from Wilson Learning’s U.S. client database, they do not

represent a random sample. Nonetheless, the size of the sample is large enough to suggest

that significant differences do exist. While the differences are worth noting, it is equally

useful to recognize that all styles are represented in significant numbers in each group.

Some patterns that are apparent in these distributions include:

Slightly more than half (59%) of the surveyed populations were Analytical or

Expressive, with a corresponding lower frequency of Drivers and Amiables.

About 46% of the surveyed population was rated as having high versatility

(Y or Z).

Some findings regarding differences among industries are:

The insurance and investment industry had the highest percentage of Analyticals.

Retail, wholesale, and trades had the largest percentage of Drivers of any industry.

Government and banking industries had the largest proportion of Amiables.

The pharmaceuticals industry had the most Expressives.

The industry with the greatest percentage of people with high versatility (Y or Z) was

pharmaceuticals.

Some findings regarding differences among functional areas include:

The sales and marketing function of organizations had the largest percentage of

Expressives.

The personnel, training, and development function had the highest proportion of

Amiables.

The highest proportion of Drivers were in production/manufacturing and the research

and development areas of client organizations.



Data processing and research and development had the highest proportion of

Analyticals.

About 58% of the participants from sales and marketing were perceived to be highly

versatile, the highest of the functional areas.

Understanding, appreciating, and adapting to Social Style differences is essential to

effective relationships in any group or organization.

SOCIAL STYLE DISTRIBUTION

For Overall Population

(77,254 Participants)

Social Style

Versatility

The overall population here is from Wilson Learning’s U.S. client database and represents

all of the people receiving Social Style Profiles over a five-year period. As such, it is not a

random sample of U.S. business or the general population. It is a recent representative

sample of the total population of people surveyed by Wilson Learning Corporation, which

exceeds one million people.




By Industry




By Industry




By Functional Area




By Functional Area

Documents

SOCIAL STYLE PROFILE