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S E L F +. When people are conscious of their behaviour and its impact , they are free to choose other behaviours that are more effective and appropriate. How to Analyse Behavioural Style.

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S e l f

SELF+

When people are conscious of their behaviour and its impact, they are free to choose other behaviours that are more effective and appropriate


How to analyse behavioural style

How to Analyse Behavioural Style

  • Complete the questionnaire and look in particular for scores over 44. These are strong preferences in responding to situations

  • Your highest score is probably your natural, preferred and most common response and this reflects your personality and normal pattern of behaviour

  • We can and do, use all styles and each style is more or less effective depending on the situation

  • The big question is: can you adapt your style to get the best from others and the situation you face

  • You can strengthen relationships, especially with those diagonally opposite to you by taking into account the different outlooks and responses in people working together


Self behavioural styles

SELF+ Behavioural Styles

More Extravert/Outward Looking/Go Fast

F

E

Results focus

Assertive

Direct/Challenge

Decisive/Take Action

Enthusiastic

Persuasive

Animated/Participative

Creative

Facilitative

Executive

More People/Emotional

More Task/Rational

Systematic

Analytical

Accurate

Cautious

Team Harmony

Good Listener

Supportive/Loyal

Co-operative/Consistent

L

S

More Introvert/Inward Looking/Go Slow

Logical

Supportive


S e l f

Executive Style: dominant and decisive

When dealing with Es, do…

Be straight to the point

Be objective

Talk about facts

Be specific

Suggest a result

Acknowledge their position

…and don’t

Be over-emotional

Ramble on

Waste their time

Criticise their ability

Tell them they are wrong

E

To be more effective Es should…

Explain how you got there as well as announcing decisions

Recognise the effort of others

Take more time to think through consequences before going ahead

Es are motivated by…

Control over work

Directing others

Opportunity & challenge

Advancement

…and demotivated by

Being questioned/overruled

Limited responsibility for results

Restricted access to resources

Close supervision

Es avoid or dislike

Appearing soft or weak

Routine, predictable situations

Being micro-managed

Preferred environment

Maximum freedom

Fast-paced

Results-oriented


S e l f

Facilitative Style: influential and optimistic

When dealing with Fs, do…

Be informal

Talk about feelings

Be enthusiastic

Talk of the future

Consider “what if?”

…and don’t

Be formal

Demand detail

Talk about task only

Criticise them personally

F

To be more effective Fs should…

Develop time management skills

Be realistic when evaluating people and situations

Be less impulsive in responses to avoid escalating situations

Fs are motivated by…

Dialogue with others

Immediate verbal feedback

Enthusiastic recognition

Acknowledgement of feelings

…and demotivated by

Reserved/Unfriendly co-workers

Rigid schedules

Pessimism

Routine, detailed tasks

Fs avoid or dislike

Conflict

Losing approval

Detailed, repetitive tasks

Working alone

Preferred environment

Fast-paced

Positive feedback and recognition

Variety and creativity


S e l f

Supportive Style: sympathetic and cooperative

When dealing with Ss, do…

Be sincere

Make personal comment

Be patient

Listen

Enlist their help

Follow the rules

…and don’t

Blame them or others

Shout

Demand

Be rude

Ignore them

Assume they agree

To be more effective Ss should…

Small steps to being more flexible about routines and change

Learn some techniques to help you be more assertive when needed

Ss are motivated by

Cooperating with others

Clearly defined responsibility

Providing good service

Job security

…and demotivated by

Rapid, unpredicable change

Competitiveness/aggression

Lack of support

Confrontation

Ss avoid or dislike

Unpredictable or uncertain situations

Disorganised, disorderly workplaces

Preferred environment

Predictable and orderly

Harmonious, informal and friendly

S


S e l f

Logical Style: conscientious and correct

When dealing with Ls, do…

Be specific

Be factual

Explain why

Be formal

Be diplomatic

Follow the system

…and don’t

Be sloppy

Ramble on

Cut corners

Be informal, loud or confront

Generalise

To be more effective Ls should…

Be more open to others’ ways

When others comment on performance, consider that they may be trying to help

Loosen up, we do not have to be right all the time

Ls are motivated by

Wanting to be right

Logical systematic approaches

Rewards for quality/accuracy

Specific feedback

…and demotivated by

Constant change in rules

Lack of time to process info

Mandatory socialising

Lack of quality controls

Ls avoid or dislike

Being criticised, especially when you lack control

Lack of time to think through consequences

Emotionally charged situations

Disclosing personal information

Preferred environment

Time and resource to attain standards

Reserved, business-like and task-oriented

L


Effect on team working

Effect on Team Working

  • Teams with similar types make quick decisions but not necessarily better ones

  • Dissimilar team members reach decisions slower (and more painfully) - but often make better decisions due to varied viewpoints

  • Teams with only one person with a particular work preference may fail to appreciate that person because they are different

  • Successful teams, getting good results, with many different types, learn from each other

  • Teams who learn to appreciate different types usually experience less conflict


Z technique problem solving with self

Z TechniqueProblem Solving with SELF+

Es

Fs

Get the facts and analyse

Generate ideas and possibilities

Ss

Ls

Check how people are affected

Challenge and decide on action


How to communicate with

How to Communicate with…

Es

Fs

Executive

Facilitative

  • Get right to the point

  • Watch for selective hearing

  • Be organised and have something prepared

  • Ask for a solution to a problem

  • Listen, they want to talk

  • Check in frequently to see if getting it and how they feel

  • Ask what, when, where and how

  • Watch the time

  • Clarify what was decided

  • Stick to the facts

  • Get right down to business

  • Give time to think it over

  • Be specific and precise

  • Chat, maybe informally over coffee

  • Ask for input and they will respond

  • Keep the lines open as they may go quiet

  • Pay attention to non verbal signs and feelings

Ss

Ls

Logical

Supportive


Self behaviours at meetings

SELF+ Behaviours at Meetings

Executive

Facilitative

Es

Fs

  • Appear in a rush – waste no time

  • Get bored quickly – try to move things on

  • Talk about results – skip things

  • Make very fast decisions

  • May not necessarily talk a lot but when they speak they have impact

  • Come to meetings with views of their own

  • Always seeking to influence

  • Refer to others/networks as resources

  • Talk more than anyone else

  • Appear at ease with strangers

  • Are usually enthusiastic, or at least open to new ideas

  • Over commit themselves

  • Are reserved and formal

  • Can be quite cutting in their questioning

  • Will not make immediate decisions

  • Demand guarantees and references, agendas etc.

  • Expect formal procedures

  • Speak little, but when they speak they usually show good perception and can sum up a situation/conversation/problem

  • Make an effort to be friendly and make one feel at ease

  • Look to others for solutions, don’t initiate ideas

  • Are concerned about risks

  • Expect established business procedures and systems

  • Like to consult with colleagues (are good at delegating upwards)

  • Are nervous with authority

Ss

Ls

Logical

Supportive


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