High Performance Teams & Leadership

Transcription

1 High Performance Teams & Leadership Social Styles: Bringing out our Best Presented By On The Edge Productions, Ltd Main Ave Suite 200 Durango, CO Phil Bryson

2 Social Styles Overview We approach the world based upon our own perceptions of reality, and our perception of reality may vary greatly from another's. A person's approach to other people is based upon their observations of their behavior and their style of interaction with another person. Style of interaction describes behavior, not personality. "We form general impressions about people we meet based upon observable behavior. We may determine quickly whether we like or dislike someone new. We may conclude that a person is friendly, funny, serious, quiet, aggressive, unpleasant, or outgoing. We may tend to react according to our initial impression. As a result of our initial impression, we may create barriers to effective communication and relationships. Our style of interaction determines how we make decisions, how we resolve problems and conflicts, and how we communicate. You are going to go through a process that will identify your social style. The process will provide a graphic representation of how you see yourself on the job and give you insights as to how others see you. With awareness of your own individual social style, as well as others, comes the ability to have more effective communications and relationships. This profile is based upon your strengths and gives you a chance to see the strengths of your teammates. With an awareness of the spectrum of social styles, you develop greater tolerance and understanding of other styles, and gain greater versatility in communicating. Developing the ability to deal with other people effectively is perhaps the most important skill that we can learn. Personal relationships and work relationships are crucial to our personal happiness and work performance. Our behavior determines how we impact other people, how they respond to us, and even how we interpret another person's behavior. In essence, our behavior and that of the other person determines the effectiveness of that relationship. Fortunately, a person's behavior is rather consistent. Usually, we talk, gesture, choose words, make decisions, solve problems, and interact with others in expected ways. Our behavior forms patterns, or a style, which reflects our identity

3 Directions: From each group of four words select one that is most like you. Put an X in the box that corresponds with the word or phrase that is most like you. Be sure to select only one word or phrase in each group of four. Move quickly in making decisions. First impressions are most important. Choose the words that are really you. Don t choose those that you admire, would like to be or should be. Choose those which are really you. Am Quiet D Takes risks Am Contented An Accurate Am Willing to help E Trusting D Strong Opinion E Warm and sincere An Peaceful E Friendly to others An Not extreme D Positive Am Even-tempered D Aggressive An Analytical An Precise Am Easily influenced D Bold D Nervy An Uncertain E Charming E Spontaneous E Impulsive Am Loyal D Brave Am Easy on others D Sticks to decisions E Inspiring An Organized E Likes new ideas Am Gives in D Powerful in action An Ready to do favors An Shy E Good mixer Am Cheerful An Obedient An Well-disciplined Am Supportive Am Fussy Am Generous An Avoids confrontation D Unwilling to give in E Lively and gestures D Stubborn E Playful D Doesn t give up E Attractive E Can convince others An Cautious D Eager Am Gentle D Determined Am Willing An Humble E Convincing An Agreeable D Original Am Good natured E Funny and playful E Confident D Restless An Adaptable Am Sympathetic E Popular D Likes to disagree D Assertive Am Neighborly Am Concerned for others An Accepts opinions An Abides by rules E Emotional D Competitive E Talkative E Wanting to have fun E Joyful Am Controlled Am Patient Am Considerate D Decisive An Soft-spoken An In agreement with others An Systematic way to do things D Doesn t depend on others An Respectful An Diplomatic E Respected by others D Will try new ideas D Daring Am Kind E Optimistic Am Satisfied An Non-resisting Am Wants to please others E Expressive D Confident and forceful - 3 -

4 Your Score 1. Count the number of D's that you marked and write that number in the Tally Box marked D. Do the same with the Am's, An's, and E's. 2. On the D scale, draw a line through the number on the bar graph that corresponds to your total number of D's. This is the end line for your bar graph. 3. Beginning at the left end, shade in the space on the bar up to your end line on the D bar. 4. Do the same for the Am, An, and E bar graphs

5 Finding your unique style: Using your graph from the previous page, you will determine your primary and secondary style combination. The longest bar on the graph represents your basic primary style. If there is a second or third bar to the right of the midline, they are modifiers of your basic primary style. Find your pattern by identifying the longest bar - this represents your basic primary style. The second longest bar represents your secondary style. The following example is an "Analytical Amiable" pattern. In order to find your unique pattern based on your personal graph, read the different descriptions of the style combinations on pages 6-11 with the graphs that have the most similar patterns to yours. Sometimes if your two longest bars are fairly close together you ll need to read both combinations to determine which is your primary and which is your secondary style. Analytical-Amiable The Analytical-Amiable works best in a peaceful and harmonious environment. Dissension, confrontation, or an aggressive and demanding Driver disrupts their ability to perform. or Amiable-Analytical For the Amiable-Analytical, a systematic approach and determined follow through are characteristics. Paying attention to details and the "right way" of doing things is important. Whichever of the descriptions best describes you is the one that is your style pattern combination

6 Similarly. if you have one bar that is clearly longer than the others that is your primary style but if your second and third longest bars are close together then you would read both combinations to determine which one sounds the most like you. In the example below, you would locate and read the "Amiable-Analytical" pattern and the "Amiable-Expressive" pattern to determine which most sounds like you and consequently which is your Secondary Style. If you have 3 bars that are all close you ll have to read the 3 different combinations to see which sounds the most like you. Because the instrument itself is not a perfect indicator if several combinations are close to your graph, read as many of the descriptions on pages 6-11 as necessary until you find the one that sounds the closest to you noting none will be completely accurate in describing you but one should sound pretty close. The chart on Page 12 might help you determine at least your primary style. Style Pattern Combinations Find the graph that is closest to your graph on the next pages Driver-Driver Driver-Drivers tend to have high expectations of themselves and others. However, they may not communicate these to others. They tend to be strong individualists who continuously seek new challenges. They need to be in charge. Individuals of this style tend to be forceful and directive, and are also capable of manipulating or controlling both people and situations. They are oriented toward action, and tend to become impatient and sometimes belligerent with those they perceive as reluctant or inactive. Their strengths include making decisions and solving problems, but they tend to not involve or listen to others. They would rather do everything themselves; others take too long. Maintaining high emotional control they are often perceived as cold, unfeeling, and intimidating. Yet one of the greatest strengths of the Driver-Drivers is the ability to break barriers and overcome obstacles. Driver-Drivers could improve their effectiveness by developing empathy and patience with others, and developing the ability to work effectively in a team. Setting things aside and listening to others strengthens relationships. Take the time to let others know the whys and hows, rather than simply telling them the whats. This will result in a greater commitment on the part of other people. Driver-Expressive Driver-Expressives are perceived as self-confident, independent, and forceful people. They are often change agents, but will work with people to accomplish change. However, when under pressure they will tend to forget the people and demand, direct or dictate. Individuals of this style tend to be highly competitive and seek challenges and unique assignments. They have the ability to work effectively both alone and with others. They are excellent team players as long as the team is "winning." Driver-Expressives will avoid detail and routine, and become frustrated with constraints and controlling supervision. "Give me the task and let me run with it." Being verbal and direct, they may cause tension in others. They are able to see the "big picture" quickly and express it, but will become irritated and impatient with those who don't see it

7 Driver-Expressives could become more effective by taking the time to explain things more clearly, delegating and letting go, and by showing more concern for others. Developing humility strengthens relationships. Having understanding and patience with those who don't act quickly, who speak slowly, and who need detailed explanations prior to making decisions will bring out the best in those people. Driver-Amiable The Driver-Amiables tend to be industrious, internally motivated people. Their goal is high personal achievement, sometimes at the expense of the team goal. Their intensity in striving for accomplishment is a significant strength, but often they worry about not having accomplished enough. Delegation may be difficult, as they prefer to do it themselves so that it is done right. Driver-Amiables accept accountability for their work and actions, and hold others accountable as well. They will "tell it like it is." They are able to work well in a team, but like to be in charge. When credit or recognition is due, they want it. They are also willing to give recognition to others. Driver-Amiables could improve their effectiveness by taking the time to enjoy the satisfaction of their accomplishments, by not perceiving every task as a personal obligation, and by delegating and letting go. Develop the ability to listen and to involve others early on. Don't wait too long to let others know your intentions. Driver-Analytical The primary goal of the Driver-Analytical tends to be accomplishment to perfection. This is both a strength, because of the personal drive, and a weakness, because perfection is rarely achieved. They tend to be full of ideas as to how to accomplish a task or solve a problem. Then, they will analyze and criticize each idea, coming up with all the reasons why the ideas won't work. These conflicts are often internal. Once they have made up their mind, however, it is unlikely that it can be changed. They are often innovative in their thinking and generate ideas and solutions that are unique to the situation. The Driver-Analyticals tend to be sensitive, yet often have difficulty expressing feelings or emotions. Driver-Analyticals could improve their effectiveness by developing the ability to communicate more openly, accept others in a team situation, and by being less critical of self and others. No idea is perfect, and no plan is without flaws. Let people experiment and try new things. Learn to give praise with ease. Amiable-Amiable Loyalty, dependability, and service to others tend to characterize the Amiable-Amiable. Because they have a high level of concern for others, they are supportive listeners and good friends. They are always willing to help, and as a result, often spend their own time doing things for others. In making decisions, their concern is about what others will think; do others agree? Amiables are not necessarily organized personally, but have the ability to develop cohesiveness in others; especially one-on-one or in small groups. They like things to be predictable and stable, and value security. One of their significant strengths is the ability to take a task from beginning to completion, sometimes with stubborn tenacity. They enjoy pleasing others, and are motivated by honest appreciation. Because rapid change or personal conflict creates tension for them, they may worry too much and find it difficult to make decisions or initiate action. Amiable-Amiables could improve their effectiveness by taking more time for themselves rather than always looking for ways to help others. They need to develop the ability to increase their assertiveness when there is conflict or when there are decisions to be made. Less stress is experienced when one can let go of the wrongs that have been done

8 Amiable-Analytical For the Amiable-Analytical, a systematic approach and determined follow through are characteristics. Paying attention to details and the "right way" of doing things is important. They tend to develop one or two close relationships, and are less interested in the welfare of the whole group. They are often perceived as unemotional, logical, and determined in accomplishing their goals. Because of a high level of sensitivity, often not expressed, the Amiable-Analytical tends to take things personally and internalizes conflict. If offended, they never forget. Because others tend to "screw things up," they prefer working alone, but also will work well with one or two others whom they trust. They are objective and thorough in their work, and can always be counted on; even when things are difficult. Amiable-Analyticals could improve their effectiveness through learning about and accepting the styles of others. Not everyone is as efficient as you. They also need to develop the ability to adapt more easily to changes in the environment and to the needs of others. Showing more enthusiasm and emotion would help others to more easily relate with you. Amiable-Driver The Amiable-Drivers use their ability to develop strong personal relationships as a means to motivate others and accomplish tasks. If that fails, or if under pressure, they can become very demanding, directive, and task oriented. This sometimes puts a strain on relationships, as it is difficult for others to see the reason for the change in behavior. This is especially true when the friendly, warm, and personal Amiable-Drivers seem to suddenly become sullen, demanding, and blunt. One of the significant strengths of this style is their ability to work with a team, develop cohesiveness, and see a task through to completion. They have no reluctance in giving others credit and appreciation when it is due. Occasionally they experience internal conflict when they perceive a need to make a decision or take action, but don't want to hurt anyone's feelings. Their need to be a friend and help sometimes gets in the way of good judgment. Amiable-Drivers could improve their effectiveness by delegating and letting go, holding others accountable earlier, and by communicating immediately the source of tension and the need for decisiveness and action; "You may not like it, but I'm doing this now because..." Amiable-Expressive Warmth, affection, understanding, and friendship are characteristics of the Amiable- Expressive. They tend to be loyal to relationships and to the organization, sometimes to a fault. Though relationships are of primary importance, they are also concerned about accomplishing the task. Their perception of their value is often whether or not others "like me." They tend to be excellent team players, but are affected by conflict, dissension, and hostility. Amiable- Expressives may spend considerable time worrying about both relationships and getting things done, and often carry the burdens home. They find warmth and appreciation as motivating, but their kindness to others is often perceived by Drivers and Analyticals as weakness. One of their significant strengths is the ability to develop harmony with a task orientation. Amiable-Expressives could improve their effectiveness by taking a stand more often (rather than, "whatever you decide is OK with me."), by learning to say no, and by not accepting the burdens of others. They may also need to develop a perception of their strengths and capabilities rather than affirming perceived weaknesses

9 Analytical-Analytical The Analytical-Analytical is most competent at doing things the right way. They establish very high performance and behavior standards for themselves and for others. Their ability to pay attention to detail is a strength. Often, after listening to hours of dialogue, they can itemize the three important points that were made. One of their significant contributions, though not always perceived this way by others, is maintaining quality control. They tend to be precise and systematic and follow standard procedures in both work and personal life. Sometimes, while in search of facts and details, they lose sight of the purpose or "big picture." Dealing with rapid change or making decisions without enough time or facts is difficult and causes tension. Because of the need to do things perfectly, they tend to react defensively to criticism. When they provide information or answers to questions, you can be sure that it will be accurate. Analytical-Analyticals could improve their effectiveness by learning to perceive shades of gray, rather than either-or and "black and white" thinking. Setting realistic standards for self and others, and communicating expectations to others will help reduce tensions. Remember, nobody is perfect. Analytical-Amiable The Analytical-Amiable works best in a peaceful and harmonious environment. Dissension, confrontation, or an aggressive and demanding Driver disrupts their ability to perform. They are capable of collecting and analyzing factual data, and presenting their position in a logical way. If things aren't going well however, they tend to worry-both at work and at home. Analytical-Amiables like to work with one or two others, preferably people who think and operate in the same manner. They would prefer to avoid large groups and tend to not speak out in meetings. Making the right decisions is important, even to the point of not being able to make a decision. Analysis to paralysis is not uncommon, accompanied by worry about the need for a decision and worry about whether it is the right one. They tend to maintain a high level of emotional control, and perceive emotional people as having little credibility. Analytical-Amiables could improve their effectiveness by taking action quicker, and learning how to control worry. Expressing feelings helps to build trust. Sharing their wealth of information and knowledge results in the development of respect. Analytical-Driver The Analytical-Driver tends to prefer working alone. They develop a high level of technical expertise. When given a project, sufficient time for completion, and appropriate resources, the outcome will usually be quite successful. However, if there are changes in the timeline, they are required to work on several projects at the same time, or there are too many people involved, the pressure can be overwhelming. The scientific method of problem solving and decision making is a major part of their style. Because they separate emotion from task, even in personal relationships, they are often perceived as cold, aloof, and even arrogant. They are often critical of themselves as well as others, and are usually rather blunt with their comments. One of their significant strengths is their response to the challenge of the unknown. Though they will generally use traditional procedures, they can be dogmatic in arriving at why things work, how to make it work and the "right" way things should be done, etc. Analytical-Drivers tend to not allow others to get close to them. They also perceive group meetings as a waste of time, thus they usually find reasons for avoiding them. Analytical-Drivers could improve their effectiveness by accepting emotions as natural, both in themselves and others, and learning to express feelings. Also, by learning to perceive when tradition and history do not apply, and experimenting with new ideas and techniques instead, with the mindset that to error is not to fail, sometimes doing something just for learning, growth or fun can help them widen their horizons, creativity and effectiveness

10 Expressive-Expressive The Expressive-Expressive truly enjoys working with and being with other people. Ideally, they would like to surround themselves with enthusiastic people who support each other, share ideas, and promote each others' projects. Freedom from control and supervision is a goal, and planning or detail work often results in boredom. They are verbally articulate and can stimulate groups of people into action. Others often perceive them as overly dramatic, as they express their emotions and feelings freely. They are motivated by approval, praise, and popularity. In a group they may dominate verbally, and when assigned a task may forget to follow through. Tending to trust others easily, they are often hurt when they feel that their trust has been violated. They gain insight and use intuition when they are able to talk things out. People who are high controlled emotionally cause tension for the Expressive-Expressive. If they don't know how others "feel" about things, Expressives have a difficult time communicating. High controlled people often perceive the Expressive-Expressive as overly expressive and inconsistent. Expressive-Expressive could improve their effectiveness through greater emotional control and verbalizing less. Under pressure they tend to become careless or disorganized. This can be avoided through developing the ability to plan ahead, and the selfdiscipline to follow through, especially with commitments Expressive-Drivers Expressive-Drivers use poise, confidence, enthusiasm, and optimism in working with people. Objectives are accomplished through people. They are especially motivated by challenges, particularly things that haven't been done before. Expressive-Drivers are warm, friendly, and open, even in new relationships. Their significant strengths include selling ideas and delegating responsibilities. Because they have the ability to gain the confidence of others, they often attain positions of responsibility; sometimes beyond their level of knowledge and experience. Working alone at one station, and performing routine or repetitious tasks can create unbearable tension. They tend to be impulsive decision makers, and often oversell through optimism and enthusiasm. Looking good is more important than being organized and paying attention to details. This is a change agent style, and making change or adapting to change is accomplished with ease. Expressive-Drivers could improve their effectiveness by learning to collect and analyze data prior to taking action. Developing a better understanding and tolerance of those who are slow to change will increase the Expressive-Driver's ability to influence. Unrealistic optimism can be a significant weakness. Expressive-Amiable Expressive-Amiables show caring and empathy for people. They see the good in everyone, and spend considerable time developing close relationships and helping others solve problems. Keeping people happy and satisfied is a means for them to accomplish goals. Sometimes the people become more important than the task. They want to be liked personally, and have a difficult time working with someone who is cold or shows no interest in them as a person. They tend to be loyal, dependable, and excellent team members. During times of rapid change or crises, they are often the stabilizers. When there is conflict, the Expressive-Amiable will tend to talk around things and not get to the point. For fear of hurting others' feelings, they may be too long before taking action. Sometimes they worry too much about what others think before making a decision. Expressive-Amiables could improve their effectiveness by learning to communicate directly to the point when dealing with conflict, making demands, or disciplining. More concentration on task and less on people problems would help in meeting timelines and objectives. Less concern about whether they are liked by others could relieve some tension

11 Expressive-Analytical Expressive-Analyticals take factual information and sell ideas convincingly. They are competitive but generally accomplish goals through people. Maintaining high standards of personal performance is important, and they can be caustic with someone whose performance is below those standards. They tend to be direct but also considerate. One of their significant strengths is the ability to develop a detailed plan and then involve others in the implementation, decision making, and problem solving. They are motivated by a drive to win, but sometimes overuse authority and power. They often work with great intensity and occasionally push others beyond their limits. Approval, praise, and applause for accomplishments are important rewards; as are status and position. They sometimes get caught up in dealing with people and lose sight of the task. Expressive-Analyticals could improve their effectiveness by being more gentle when criticizing and providing constructive options. Their expectations of others (and themselves) can become a source of serious tension. Everything is not "win or lose." Analytical-Expressive The Analytical-Expressive tends to develop both specialized technical skills and the ability to deal with people. They establish high performance expectations in themselves and in others, and verbalize these often. They may be perceived as having an attitude of superiority about their way of doing things. Because they develop a high level of expertise in their area, they often attempt to do everything themselves rather than delegate to others. Quality control and meeting high expectations are important. If others don't meet the standards, the Analytical-Expressives will verbalize their disappointment and will point out specifically what was not done well. Self-discipline is a significant strength, as is their ability to apply technical skills with people involvement. Analytical-Expressives could improve their effectiveness by letting go after delegating. If expectations are not met, coaching others works better than criticizing. In addition, it is more motivating to others if the Analytical-Expressive expresses appreciation or praise for accomplishments, rather than stating how things could have been done better. Overbalance An Overbalance occurs when all four bars are to the right of the midline. Generally there are two causes for this: 1) when a person has recently made a significant change in environment or job, or 2) when a person is attempting to be all things to all people. It there has been a major change in job roles or relationships, then expectations, performance requirements, and expectations within the relationship are often ambiguous. It is difficult to adapt when it is not clear what you need to do. As comfort and familiarity develop, a person's true style usually emerges. Having expectations clarified is an important first step. Attempting to be all things to all people can be very stressful. Making decisions, taking action, critically analyzing, implementing tasks, and working with and through people normally cannot be accomplished well by one person. This sometimes occurs when there is role ambiguity or when a person is working as an overachiever. Working through your natural style is usually more effective and less stressful

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13 Group Discussion In regard to your primary Social Style only: 1. What are 2 strengths? 2. What are 2 liabilities? 3. What are 2 things you like around you? 4. What are 2 things you dislike around you? 5. What would be your style s motto or slogan?

14 Leading & Working with Different Social Styles Effectively Overall Goal: Always seeking to bring out and tap into the best in each person or team by emphasizing strengths while mitigating liabilities or triggering Stress/Back-Up Behaviors. Good Leaders & Teams create a high performance, productive, motivating culture that brings out the best in every team member through enhancing better communication, understanding & relationships resulting in increased collaboration and teamwork across the organization or team. Recognizing Styles - Be aware of your style and the styles of those around you Flex your style to work more effectively with diverse styles and approaches, particularly ones that are different than yours Always look for common ground and mutual interest/objectives with diverse styles when there is potential conflict or mixed agendas Clashes of leadership/followership styles let go or step up as needed Put people in positions that play to their strengths Utilizing different strengths on your team chemistry / synergy Impact on Customer / Client interactions & relations

15 High Performance & Success What is the key characteristic of a highly successful Leader & team player? What creates High Performance? o Talent & Ability x Mindset & Mental Attitude = Performance What is the distinction between a Team of Champions and a Championship Team? Developing Teaming & Leadership Skills: Creating a Highly Engaging Culture that utilizes all diverse strengths and talents fully Increasing Leadership & Team Member Engagement, Motivation & Productivity Building Connections through Trust, Support and stronger relationships Working more effectively with diverse levels of experience, positions and work styles

16 Teambuilding Event Debrief Questions How well were the strengths of the different Work Styles utilized in the event? What impact did the different styles have? What did you notice about Leadership in this event? What made it effective? What was missing? Program Wrap-Up Journaling & Application of Learning 1. What were your most memorable moments of the afternoon? 2. What were your key learnings... About you and your Social Style? About relating to and working with other Styles? 3. What changes can you make to help your Social Style be more successful and to create better interactions with others? 4. How can you apply what you learned today to be more successful this coming year?

17 Notes: