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1 Introduction to SOCIAL STYLE sm 11 The TRACOM Corporation All Rights Reserved
2 Disconnect -to interrupt; detach Noun; a lack of communication or agreement The TRACOM Corporation All Rights Reserved
3 Reconnect (verb)- to have or establish successful communication, make contact The TRACOM Corporation All Rights Reserved
4 Communication the imparting or interchange of thoughts, opinions, or information by speech, writing or signs The TRACOM Corporation All Rights Reserved
5 Learning Objectives Understand how others view your behavior Understand why you find some relationships more productive than others Develop insight about your behavioral strengths and behavioral weaknesses Make reliable assessments about another person s behavior Develop a way of communicating with others that considers their behavioral needs and preferences Build on your strengths and the strengths of others to develop productive relationships 13 The TRACOM Corporation All Rights Reserved
6 Personality Pie Behavior What you say (verbal) and do (non-verbal) Interpersonal Behavior What you say and do when interacting with one or more people Observable Behavior Personality SOCIAL STYLE A particular pattern of actions that others can observe and agree upon for describing one s behavior Personality The combination of ideas, values, hopes, dreams, attitudes, abilities, as well as the behavior that others can observe that encompasses everything a person is 22 The TRACOM Corporation All Rights Reserved
7 Observable Behaviors Traits Observable Behavior Judgments Honest Intelligent Arrogant Motivated Self-Centered Sincere Critical Say Do I like him He annoys me She interests me He irritates me I distrust her I hate him I trust him Quiet Slower-paced Facially controlled Monotone voice Less direct eye contact Casual posture Leans back Loud Faster-paced Facially animated Inflected voice More direct eye contact Rigid posture Leans forward 23 The TRACOM Corporation All Rights Reserved
8 Assertiveness Asking with Some Telling More Telling Asks D C B A More Asking Telling with Some Asking Tells A dimension of behavior that measures the degree to which others perceive a person as tending to ask or tell in interactions with others 24 The TRACOM Corporation All Rights Reserved
9 Assertive Behaviors Say - Verbal Behaviors Ask Assertive Tell Assertive Slower Pace of Speech Faster Less Quantity of Speech More Quieter Volume of Speech Louder Asks Tells Relaxed Use of Hands Directive Lean Back Body Posture Lean Forward Less Direct Eye Contact More Direct Ask Assertive Tell Assertive Do - Non-Verbal Behaviors 25 The TRACOM Corporation All Rights Reserved
10 Responsiveness Controls More Controlling Emoting With Some Controlling Controlling with Some Emoting More Emoting A dimension of behavior that measures the degree to which others perceive a person as tending to control or display his or her feelings and emotions when interacting Emotes 26 The TRACOM Corporation All Rights Reserved
11 Emotes Controls Responsive Behaviors Verbal Behaviors More Controlling Non-Verbal Behaviors More Controlling Monotone Emotion in Voice Inflection Task Subjects of Speech People Facts/Data Form of Descriptives Opinions/ Stories Less Use of Hands More Rigid Body Posture Casual Controlled Facial Expression Animated More Emoting More Emoting 27 The TRACOM Corporation All Rights Reserved
12 Emotes Controls SOCIAL STYLE MODEL Analytical Style Driving Style Asks Tells Amiable Style Expressive Style 32 The TRACOM Corporation All Rights Reserved
13 Emotes Controls SOCIAL STYLE MODEL Analytical Serious Exacting Logical Indecisive Asks Driving Independent Formal Practical Dominating Tells Amiable Supportive Dependable Open Pliable Expressive Forceful Animated Adventurous Impulsive 33 The TRACOM Corporation All Rights Reserved
14 Need, Orientation, and Growth Action Style Need The general goal of each Style, indicated by the observed behaviors associated with that particular style Style Orientation The typical/observed behavior of each SOCIAL STYLE, used to obtain the Style need Style Growth Action Those behaviors that are infrequently used in favor of the preferred behaviors of each Style; viewed by others as the greatest weakness of that particular Style Not taking our Style growth action can lead to unproductive interpersonal relationships 34 The TRACOM Corporation All Rights Reserved
15 Emotes Controls Key Characteristics Analytical Style Need: To be right Orientation: Thinking Growth Action: To declare Driving Style Need: Results Orientation: Action Growth Action: To listen Asks Tells Amiable Style Need: Personal security Orientation: Relationship Growth Action: To initiate Expressive Style Need: Personal approval Orientation: Spontaneity Growth Action: To check 35 The TRACOM Corporation All Rights Reserved
16 Key Points SOCIAL STYLE is not the same thing as personality SOCIAL STYLE refers only to surface behavior a person s observable actions SOCIAL STYLE is not an absolute It is, instead, a matter of degree Most people behave in a way that will reflect one Style most of the time There is no best Style 36 The TRACOM Corporation All Rights Reserved
17 Emotes Controls Driving Driving Style Need: Results Orientation: Action Growth Action: To listen Asks Tells 37 The TRACOM Corporation All Rights Reserved
18 Emotes Controls Expressive Asks Tells Expressive Style Need: Personal approval Orientation: Spontaneity Growth Action: To check 38 The TRACOM Corporation All Rights Reserved
19 Emotes Controls Amiable Asks Tells Amiable Style Need: Personal security Orientation: Relationship Growth Action: To initiate 39 The TRACOM Corporation All Rights Reserved
20 Emotes Controls Analytical Analytical Style Need: To be right Orientation: Thinking Growth Action: To declare Asks Tells 310 The TRACOM Corporation All Rights Reserved
21 Productivity Tension Productivity Model High Low Low Level of Tension = Low Productivity Appropriate Level of Tension = High Productivity High Level of Tension = Low Productivity Tension A force which stimulates activity Low Tension High 52 The TRACOM Corporation All Rights Reserved
22 Emotes Controls Backup Behavior Avoids Autocratic Analytical Asks Driving Tells Backup Behavior An exaggerated form of Style behaviors used by a person to reduce tension within the relationship that caused the tension Amiable Expressive Acquiesces 53 Attacks The TRACOM Corporation All Rights Reserved
23 Tips for Dealing with Backup Behavior Driving = Autocratic Expressive = Attacks Amiable = Acquiesces Analytical = Avoids Show this Style how you can help them achieve the results or goals they are committed to achieving Listen sympathetically, without evaluating or defending Accept the emotion expressed without getting involved or committed by it Encourage this Style to feel safe in becoming involved again and initiating points of view Invite him or her to offer constructive criticism Emphasize/reinforce the value of their facts and data Avoid focusing on personalities or emotional issues, and ask to compare their facts with yours in a non-confrontational manner 54 The TRACOM Corporation All Rights Reserved
24 Versatility Learning Objectives In this module, you will learn to: Define Versatility Understand the impact of Versatility on interpersonal relationships Identify the four sources of Versatility 61 The TRACOM Corporation All Rights Reserved
25 Versatility Behaviors Seen as Focusing on My Tension Versatility Behaviors Seen as Focusing on Others Tension Low Medium High Versatility is a measure of interpersonal effectiveness when working with others 62 The TRACOM Corporation All Rights Reserved
26 Four Sources of Versatility Appropriate use of Image Presentation Competence Feedback Leads to Higher Versatility 63 The TRACOM Corporation All Rights Reserved
27 Versatility Focus of Concern My Tension Others Tension 64 The TRACOM Corporation All Rights Reserved
28 Versatility Profile Learning Objectives In this module, you will learn to: Develop an understanding of your Versatility score Determine how your Versatility impacts your relationships with others Identify the four steps for interpersonal effectiveness 71 The TRACOM Corporation All Rights Reserved
29 Increasing Interpersonal Effectiveness Do Something for Others: Once you know what makes another person comfortable, try to accommodate his/her preferences Know Others: Observe others' behaviors to learn about their tension levels, how they respond to your messages, and what you can do to make the interaction more comfortable and effective Control Yourself: Learn to be tolerant of others behavior without becoming tense Know Yourself: Know the impression you make on others, how your behavioral preferences can cause tension for others 72 The TRACOM Corporation All Rights Reserved
30 Style Forum Work with your Style group to answer: What do you want the world to know about your Style? What words of wisdom would help others to work more effectively with you? What do you need from others to enhance your interpersonal relationships? Fill in the Blank: When working with people of our Style, here s the key thing to remember: Nominate a spokesperson to present your information Answer burning questions of other Style groups 82 The TRACOM Corporation All Rights Reserved
31 Six Best Practices for Observing Others Style 83 1 Avoid trying to define a Style too quickly If you force Style identification too quickly, you might create a self-fulfilling prophecy Use a suspended reaction to confirm the validity of observations Avoid taking sides in an interaction: hang back, get out of the picture as much as possible 2 Get out of the way Don t let your feelings interfere Concentrate on how the other person is acting Give people a second chance to display more behavior 3 Avoid early good, bad, or why judgments 4 Separate Style clues from assigned authority or role 5 Observe others under moderate stress to clarify their Style 6 Set the stage for the person being observed Describe a person s actions objectively, in a way that others can readily agree For example, the observation that Charlie sat quietly during the meeting and had an expressionless face can quickly be verified or denied Conclusions based on a person s role are not necessarily true (eg, all competitive football players have a Driving Style) Watch people snap back to old habits when the situation is uncomfortable, and you will be able to make a more accurate observation If someone is busy reacting to you and your Style, you will find it very difficult to observe that person s Style Thus, you must give the other person a chance to show his/her Style by effectively allowing them to be themselves The TRACOM Corporation All Rights Reserved
32 Next Steps and Key Learning Share your SOCIAL STYLE with your colleagues and ask them for insights Predict probable future behavior of your colleagues Look for two behavioral dimensions: Assertiveness and Responsiveness Take steps to meet your colleagues SOCIAL STYLE needs as you interact with them 91 The TRACOM Corporation All Rights Reserved
33 Free Access: SOCIAL STYLE Navigator Having completed your training, you now have free and unlimited access to SOCIAL STYLE Navigator, the ondemand micro-learning tool that helps you apply Style and Versatility concepts in the workplace SOCIAL STYLE Navigator includes: SOCIAL STYLE Advisor Use Advisor topics to prepare just-in-time for meetings, negotiations or sales presentations with advice on navigating Style and Versatility best practices to maximize high-performing relationships SOCIAL STYLE Estimator The Estimator survey provides users with an interactive tool that evaluates observable behavior in others to determine their Style and helps you plan ahead for successful interactions elearning modules Continue your learning journey via micro-learning that reinforces ways to apply SOCIAL STYLE and Versatility to Working in Teams, Coaching, Managing Conflict and Achieving Higher Versatility SOCIAL STYLE Navigator is a registered trademark of the TRACOM Corporation 2018 All Rights Reserved
34 Your Ongoing Micro-Learning (paper learners only) For Learners who completed paper-based surveys: Go to wwwsocialstylenavigatorcom Register with your address and subscription code _ AA for FREE, UNLIMITED access to SOCIAL STYLE Navigator
35 To learn more about our Social Intelligence programs To learn more about our Social Intelligence and people skill programs how Progress Training can help you survive and thrive whilst navigating the rapid change in Local Government Call Janelle Nisbet on M E janelle@progresscomau or visit wwwprogresscomau today
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