WHAT IS YOUR MANAGEMENT STYLE?. Learning Objectives Understand our behavior patterns are how we are perceived by others. Understand our unique personality.

WHAT IS YOUR

MANAGEMENT STYLE?

Learning Objectives

•Understand our behavior patterns are how we are perceived by others.

•Understand our unique personality mix and the energy we use to sell an idea to staff or customers.

Benefits•Enhanced interpersonal relationships with managers and staff.

•Make reliable assessment of others resulting in dealing more successfully and productively with others.

The Quiz•Circle the one letter (a, b, c or d)

that corresponds to the description that best fits you. You must only select one response.

•Tally the number of times you circled each style and enter at the bottom of the scoring sheet.

The Four Personality Types

•The Expressive•The Driver•The Thinker•The Amiable

Exercise•Underline the words that best describe you.

EXPRESSIVE

Expressive Do’s• Ask for their opinions/ideas• Provide ideas for action• Give only necessary details• Some details need to be in

writing• Leave time for

relating/socializing

Expressive Don’ts• Be curt, cold, or tight-lipped• Pressure them with facts and

figures, alternatives, abstraction• Leave decisions hanging up in

the air• Waste too much time “chatting”• Talk down to them

DRIVER

Driver Do’s• Be clear, specific, brief and to the point. Ask

specific questions• Come prepared with all requirements,

objectives, material in a well-organized “package”

• Present the figures/facts logically and probable outcome or effectiveness

• If you disagree, take issue with facts, not the person

• Provide alternatives and choice for making their own decisions

• Stick to business and depart quickly

Driver Don’ts• Ramble or waste their time.• Forget, lose things, be disorganized,

confused, messy or distract them• No loopholes or rhetorical questions • Don’t make decisions for them• Don’t make false

promises/guarantees• Order or direct.

THINKER

Thinker Do’s• Prepare, be direct and businesslike• Support their principles, be

thoughtful and list pros and cons. Provide facts.

• Contribution to their efforts; be specific and do what you say you can do.

• Take your time but be persistent. • Be accurate and realistic.

Thinker Don’ts• Be disorganized, giddy, casual,

informal, loud and don’t threaten, cajole, wheedle, coax or whimper

• Leave things to chance or be vague about expectations; don’t fail to follow through

• Use opinion as evidence• Push or be unrealistic with deadlines

AMIABLE

Amiable Do’s• Break the ice. Be personable.• Show interest in them as a person,

be candid and open.• Listen, be responsive. Ask

questions. Draw out their opinions.• Present your case non-threateningly.• Look for hurt feelings, personal

reasons. • Watch for areas of disagreement.

Amiable Don’ts• Rush straight to business or be abrupt• Stick coldly to business.• Be domineering or demanding• Debate about facts and figures• Manipulate or bully them into

agreeing because they probably won’t fight back.

• Offer guarantees you can’t fulfill.

Influence and Push/Pull Energy

What is Push Energy?

•Direct and persuasive•Assertive but not aggressive

•Used effectively can yield amazing results

Push Energy involves:

Giving Specific and Clear Direction

Giving Smart Goals

Push-Presenting Ideas

•In order to persuade your point of view, ideas should be structured and well thought out. Frame your ideas.

•Present your proposals in a logical way so that you can guide direction effectively. Engage interest.

T

T

R

A

M

S

imely

ealistic

ctionable

easurable

pecific Goals should be challenging but not intimidating. They should be:

SMART

What is Pull Energy?

•Inclusive and involving•Listening and asking questions to draw others out and engage them

Pull Energy involves :

Effective Listening Skills

Asking Questions Effectively

BODY LANGUAGE

Skills for Active Listening

Nodding head

Sitting forward

Eye contact

7 % words55% body (facial, posture)38% voice

Assertiveness-Push/Pull

A dimension of behavior that measures the degree to which others perceive a person as tending to ask or

tell in interactions with others.

ASKS D C B A TELLS

Askingw/sometelling

Moretelling

Moreasking

Tellingw/someasking

Effective use of Push/Pull Energy leads to

Influence Success Use Push Behaviors when you:

Know what you wantHave good reasons with which to build a caseBelieve you need to take a direct approach

Use Pull Behaviors when you:

Want to build a relationship with the other personNeed the commitment and involvement of othersRequire additional information to help you achieve you goals

Use Push/Pull behaviors to:Create breakthrough resultsProvide meaningful exchanges

Exercise• Chose someone that you would like to

influence or work with more effectively.

• Pick something from the FC list. Write down what you want to happen or what result do you want?

• Think of how/what you have said in the past and how you might shift or change that based on this information.

Tips•Know yourself•Know/identify others •Use Push/Pull Energy in order to influence

Support

[email protected]

WHAT IS YOUR

MANAGEMENT STYLE?