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LEADERSHIP CATTARAUGUS. “The Southern Tier Leadership Summit-Discovering, Growing, Inspiring”. THE PLATINUM RULE. So You Want To Be A Leader?. What style of leadership do you most predominately display? Directive Leadership Consultative Leadership Participative Leadership

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leadership cattaraugus

“The Southern Tier Leadership Summit-Discovering, Growing, Inspiring”

so you want to be a leader
So You Want To Be A Leader?
  • What style of leadership do you most predominately display?
    • Directive Leadership
    • Consultative Leadership
    • Participative Leadership
    • Negotiative Leadership
    • Delegative Leadership
    • Transactional Leadership
    • Transformational Leadership
    • Charismatic Leadership
  • Which style of leadership is best?
where does leadership come from
Where Does Leadership Come From?
  • The “Age Old” question
    • Are Leaders born or made?
  • If it was easy, everyone would be good at it
  • Understanding the complexities of Leadership
three faculties of the brain
Three Faculties of the Brain
  • Cognitive-Neocortex-Intelligence-IQ
    • The “Thinking Brain”
      • Technical and Analytical Skills
        • Fast learning part of the brain-read and go
three faculties of the brain1
Three Faculties of the Brain
  • Cognitive-Neocortex-Intelligence-IQ
    • The “Thinking Brain”
      • Technical and Analytical Skills
        • Fast learning part of the brain-read and go
  • Affective-Limbic-Emotional-EQ
    • The “Feeling Brain”
      • Behaviors and habits learned early in life
        • Slow learning part of the brain-practice and repetition
three faculties of the brain2
Three Faculties of the Brain
  • Cognitive-Neocortex-Intelligence-IQ
    • The “Thinking Brain”
      • Technical and Analytical Skills
        • Fast learning part of the brain-read and go
  • Affective-Limbic-Emotional-EQ
    • The “Feeling Brain”
      • Behaviors and habits learned early in life
        • Slow learning part of the brain-practice and repetition
  • Conative-Not Widely Known or Used
    • The “Action Brain”
      • Motivation, willpower and personal drive
10 steps in becoming a better leader
10 Steps in Becoming a Better Leader
  • Self-Awareness
  • Building Relationships
  • Managing Your Emotions
  • Seek Feedback
  • Take The Initiative
  • Engage A Coach
  • Set Goals And Make A Plan
  • Practice, Practice, Practice
  • Measure Progress
  • Be Honest With Yourself & Humble With Others
step 1 self awareness
STEP #1:Self- Awareness
  • A good assessment tool is designed to increase personal awareness
  • Assessments are invaluable tools to enhance the human capital within your organization
  • A good assessment tool does not create a “Right” or “Wrong” answer
step 2 building relationships
STEP #2:Building Relationships
  • Adaptive communication skills will help you become an effective leader
  • Paying attention to the mode in which the other person is currently operating in will give you immediate insight into how they wish to be coached, trained, counseled and/or motivated
the platinum rule1


Leadership Assessment

  • Leader-Manager Profile (LC)
  • Dale Carnegie Course
  • EQI-Emotional Quotient Inventory
  • The Learning Tactics Inventory
  • LPI-Leadership Practices Inventory
  • DISC Classic Assessment
  • Myers-Briggs Assessment
  • LIFO Training & Assessment
moving forward
Moving Forward

Looking for a Model with a better answer

  • Something simple
  • Something practical
  • Something easy to use
  • Something easy to remember
professional development
Professional Development

The Platinum Rule

Dr. Tony Alessandra

dr tony alessandra
Dr. Tony Alessandra
  • Is founder and President of Assessments Business Center and a founding partner in The Cyrano Group and Platinum Rule Group
  • Is author of 21 books and over 100 audio/visual programs and films
  • Specializing in cutting-edge technology and proven psychology in maintaining positive relationships
  • Recognized as “One of America’s most electrifying speakers”
the golden rule
The Golden Rule
  • What is your understanding of The Golden Rule
  • Great rule we have all grown up with
    • Values, ethics, honesty, consideration
  • The Platinum Rule
    • A business rule to follow
the platinum rule2
The Platinum Rule
  • The Golden Rule
    • Do unto others as you would have them do unto you
    • Or
    • Treat others the way you would like to be treated
  • The Platinum Rule
    • Do unto others as they would have you do unto them
    • Or
    • Treat others the way “they” would like to be treated
the platinum rule3
The Platinum Rule
  • The assessment is divided into three parts
    • First-Presents your assessment results.
    • Second-Focuses on understanding your style characteristics and offers strategies for increasing your personal effectiveness.
      • There is no ‘best’ style. Each style has its unique strengths and opportunities for continued improvement and growth. All of the behavioral descriptions mentioned are tendencies only and may or may not apply to you personally.
    • Third-Focuses on how to use the Platinum Rule concept with others and is the most important.
the ultimate goal
The Ultimate Goal
  • Productive relationships
    • You do not have to change your personality, ideas, beliefs, or values.
    • You do not have to roll over and submit to others.
    • You simply have to understand what drives people and recognize your options in dealing with them.
  • So
    • Understand your own style.
    • Understand and be able to quickly and accurately identify the style of others.
    • Adapt so that you treat others the way they want to be treated.
the platinum rule4
The Platinum Rule



characteristic behaviors
Characteristic Behaviors
  • Openness
    • Openness shows in the degree of self-disclosure: The readiness and willingness with which a person outwardly shows emotions or feelings and develops interpersonal relationships
  • Directness
    • Directness is the way one deals with information and situations. The amount of control and forcefulness a person attempts to exercise over situations or other’s thoughts and emotions
open behaviors
Open Behaviors
  • Goes with the flow
  • Opinion- and feeling-oriented
  • Easy to get to know in business or unfamiliar social situations
  • Flexible about how their time is used by others
  • Self-disclosing
  • Shows and shares feelings freely
  • Makes most decisions based on feelings (subjective)
  • Conversation includes digressions; strays from subject
  • More relaxed and warm
open behaviors1
Open Behaviors
  • Shows more enthusiasm than the average person
  • Friendly handshake
  • More likely to give nonverbal feedback
  • Responsive to dreams/visions/concepts
  • Prefers to work with others
  • Initiates/accepts physical contact
  • Shares, or enjoys listening to, personal feelings, especially if positive
  • Animated facial expressions during speaking and listening
guarded behaviors
Guarded Behaviors
  • Goes with the agenda
  • Fact- and task-oriented
  • Takes time to get to know in business or unfamiliar social situations
  • Disciplined about how their time is used by others
  • Keeps feelings private; shares only on a “need-to-know” basis
  • Makes most decisions based on evidence (objective)
  • Focuses conversation on issues and tasks; stays on subject
  • More formal and proper
guarded behaviors1
Guarded Behaviors
  • Shows less enthusiasm than the average person
  • Formal handshake
  • Less likely to give non-verbal feedback, if given at all
  • Responsive to realistic/actual experiences/facts
  • Prefers to work independently
  • Avoids/minimizes physical contact
  • Tells, or enjoys listening to, goal-related stories and anecdotes
  • Limited range of facial expressions during speaking and listening
indirect behavior
Indirect Behavior
  • Often makes qualified statements: “According to my sources.” or “I think so.”
  • Emphasizes points through explanations of the content of the message
  • Gentle handshake
  • Approaches risk, decision, or change slowly/cautiously
  • Infrequent contributor to group conversations
  • Infrequent use of gestures and voice intonation to emphasize points
indirect behavior1
Indirect Behavior
  • When not in agreement (if it’s no big deal), most likely to go along
  • Understated; reserved
  • Initial eye contact is intermittent
  • At social gathering, more likely to wait for others to introduce themselves
  • Questions tend to be for clarification, support, or information
  • Reserves expression of opinions
  • More patient and cooperative
  • Diplomatic
direct behavior
Direct Behavior
  • Often makes emphatic statements: “This is so!” or “I’m positive!”
  • Emphasizes points through confident vocal intonation and assertive body language
  • Expresses opinions readily
  • Approaches risk, decisions, or change quickly/cautiously
  • Frequent contributor to group conversations
  • Frequently uses gestures and voice intonation to emphasize points
direct behavior1
Direct Behavior
  • Intense; assertive
  • Initial eye contact is sustained
  • More likely to introduce self to others at social gathering
  • Firm handshake
  • Tends to bend/break established rules/policies
  • Questions tend to be rhetorical, to emphasize points, or to challenge information
  • Less patient
  • Confronting
  • More likely to maintain his/her position when not in agreement
the platinum rule5
The Platinum Rule

Open-People Oriented

Indirect-Slower Paced

Direct-Faster Paced

Guarded-Task Oriented

the four behavioral styles
The Four Behavioral Styles



Indirect Direct



the director
The Director
    • 10% of the population
    • Fast-paced and task oriented
    • Dominant, driving personality often thought of as “Natural Leaders”
    • Challenge oriented and decisive propelled by an inner need to be in charge
    • Achievement, overcoming obstacles and accomplishing things are inherent with this style
    • Most often behave in a direct and guarded manner
the socializer
The Socializer
    • 10% of the population
    • Fast-paced and people oriented
    • Chatty, expressive, fun-loving optimist personality often thought of as “The Life of the Party”
    • Long on ideas, short on follow-through and leads by dealing with others in an upbeat manner
    • Fast-paced, energetic and outgoing are inherent with this style
    • Most often behave in a direct and open manner
the relater
The Relater
    • 50% of the population
    • Slow-paced and people oriented
    • Friendly, personable and well-liked personality often thought of as “The negotiator”
    • Low-keyed, calm and discreet, unlikely to make sudden moves or say anything that will anger others
    • Steady-paced and seldom show emotional peaks or valleys are inherent with this style
    • Most often behave in an indirect and open manner
the thinker
The Thinker
    • 30% of the population
    • Slow-paced and task oriented
    • Cautious and thorough personality often thought of as “Detail oriented”
    • Serious, analytical with long-term goals
    • Logic, efficiency and accuracy are inherent with this style
    • Most often behave in an indirect and guarded manner
the platinum rule6
The Platinum Rule
  • Behaviors to be on the “Look-Out” for:
    • Open-Shares personal information willingly
      • People Oriented
    • Guarded-More reserved in displaying feelings
      • Task Oriented
    • Direct-Displays control and forcefulness on others
      • Fast Paced
    • Indirect-Displays more patience
      • Slow Paced
the platinum rule7
The Platinum Rule
  • What behavior style you are?
    • You have probably found yourself relating to one of the styles.....
  • What style is your boss, co-worker, subordinates, spouse, children, neighbor, etc.
  • As a reminder-
    • There is no best style
    • Each has its strong/weak points
the platinum rule philosophy
The Platinum Rule Philosophy
  • Step #1
    • Recognize and understand your Behavior Style
  • Step #2
    • Understand and be able to quickly and accurately identify the style of others
  • Are we here?
  • Step #3
    • Adapt so that you treat others the way they want to be treated.
the platinum rule8
The Platinum Rule

As mentioned earlier, the key to success in this applied philosophy, we must focus on patterns of external, observable behaviors using scales of directness and openness that each style exhibits.

Because we can see and hear these external behaviors, it becomes much easier to ‘understand’ people.

t he platinum rule
The Platinum Rule

These are powerful life-skills that will serve you well in all your relationships: work, friends, school, spouse, and children.

behavior adaptability
Behavior Adaptability


The willingness to exercise behaviors not necessarily characteristic of your own style, for the benefit of the relationship.

the platinum rule9
The Platinum Rule
    • Relaters Need To:
      • Say “No” occasionally
      • Attend to completion of task without oversensitivity to others feelings
      • Take risks by stretching beyond their comfort zone
      • Delegate to others
      • Accept necessary changes in procedure or routine
      • Verbalize their feelings and thoughts to the appropriate people
the platinum rule10
The Platinum Rule
    • Socializers Need To:
      • Control time and emotions
      • Develop a more objective mindset
      • Spend more time checking, verifying, specifying, and organizing
      • Follow through on agreements
      • Concentrate on the task at hand
      • Take a more logical approach
      • Try to complete more of what they start
the platinum rule11
The Platinum Rule
    • Thinkers Need To:
      • Openly show concern and appreciation of others
      • Occasionally try short cuts and timesavers
      • Adjust more readily to change and disorganization
      • Work on timely decision-making
      • Initiate new projects
      • Compromise with the opposition
      • State unpopular decisions
      • Use policies as guidelines, rather than laws
the platinum rule12
The Platinum Rule
    • Directors Need To:
      • Practice “active” listening
      • Project a more relaxed image by pacing themselves
      • Develop patience, humility, sensitivity, and empathy
      • Use more caution
      • Verbalize the reasons for conclusions
      • Identify with a group
      • Be aware of existing sanctions
      • Verbalize compliments to others
the platinum rule relaters
The Platinum Rule-Relaters
    • In relationships with Relaters, be warm & sincere
      • Support their feelings by showing personal interest
      • Assume that they’ll take everything personally
      • When you disagree, discuss personal feelings
      • Allow them time to trust you
      • Move along in an informal, slow manner
      • Show that you are “actively” listening
      • Provide guarantees and personal assurances that any action will involve minimal risk
the platinum rule thinkers
The Platinum Rule-Thinkers
    • In relationships with Thinkers, be well prepared
      • Support their organized, thoughtful approach
      • Demonstrate through actions rather than words
      • Be systemic, exact, organized and prepared
      • List advantages and disadvantages of any plan
      • Provide solid, tangible, factual evidence
      • Provide guarantees that actions can’t backfire
the platinum rule directors
The Platinum Rule-Directors
    • In relationships with Directors, be competent
      • Support their goals and objectives
      • Keep your relationship businesslike
      • If you disagree, argue facts-not personal feelings
      • Recognize their ideas-not them personally
      • To influence decisions, provide alternative actions with brief supporting analysis
      • Be precise, efficient, and well organized
the platinum rule socializers
The Platinum Rule-Socializers
    • In relationships with Socializers, interest in them
      • Support their opinions, ideas and dreams
      • Don’t hurry the discussion
      • Try not to argue-you usually won’t win
      • Agree on the specifics of any agreement
      • Summarize in writing who, what, when, where
      • Be entertaining and fast moving
      • Use testimonials and incentives to positively affect decisions
summary of styles
Summary of Styles
  • Relater Style
    • Slow at taking action and making decisions
    • Likes close, personal relationships
    • Dislikes interpersonal conflict
    • Supports and “actively” listens to others
    • Weak at goal-setting and self-direction
    • Has excellent ability to gain support from others
    • Works slowly and cohesively with others
    • Seeks security and the need to belong
    • Good counseling skills
summary of styles1
Summary of Styles
  • Thinker Style
    • Cautious actions and decisions
    • Likes organization and structure
    • Dislikes involvement
    • Asks many questions about specific details
    • Prefers objective , task-oriented, intellectual work environment
    • Wants to be right, so can be overly reliant on data collection
    • Works slowly and precisely alone
    • Good problem-solving skills
summary of styles2
Summary of Styles
  • Director Style
    • Decisive actions and decisions
    • Likes control
    • Dislikes inaction
    • Prefers maximum freedom when managing
    • Cool, independent, and competitive
    • Low tolerance for feelings, attitudes, and advice
    • Works quickly and impressively alone
    • Good administrative skills
summary of styles3
Summary of Styles
  • Socializer Style
    • Spontaneous actions and decisions
    • Likes involvement
    • Dislikes being alone
    • Exaggerates and generalizes
    • Tends to get caught up in their dreams
    • Jumps from one activity to another
    • Works quickly and excitedly with others
    • Good persuasive skills
managing by style relater
Managing By Style-Relater
  • Motivating
    • Show how something will benefit their relationships and strengthen their position with others.
  • Compliment
    • Their teamwork, the way they are regarded by other people, their relationship skills, and their ability to “get along” with others.
  • Delegating
    • Make a personal appeal to their loyalty. Give them the task, state the deadlines that need to be met, and explain why it’s important to do it that specific way.
managing by style relater1
Managing By Style-Relater
  • Counseling
    • Allow plenty of time to explore their feelings and understand the emotional side of the situation. They express their feelings, but indirectly. Draw them out through questioning and listening techniques. Create a non-threatening environment.
  • Correcting
    • Reassure them that what you are seeking to correct is the behavior only. Don’t blame or judge the person ; keep things focused on the behavior and its appropriateness.
managing by style thinker
Managing By Style-Thinker
  • Motivating
    • Appeal to their need to be accurate and to their logical approach to things.
  • Compliment
    • Their efficiency, thought process, organization, persistence and accuracy.
  • Delegating
    • Take time to answer all of their questions about structure and guidance. The more they understand the details, the more likely they will be complete the task properly. Be sure to establish deadlines.
managing by style thinker1
Managing By Style-Thinker
  • Counseling
    • Describe the process that you plan to follow. Outline how that process will produce the results they seek. Ask questions to help them give you the right information. Let them show you how much they know.
  • Correcting
    • Specify the exact behavior that is indicated, and outline how you would like to see it changed. Establish checkpoints and times.
managing by style director
Managing By Style-Director
  • Motivating
    • Provide them with options and clearly describe the probabilities of success in achieving goals.
  • Compliment
    • Their achievements, upward mobility, and leadership potential.
  • Delegating
    • Give them the bottom line and then get out of their way. So that they can be more efficient, give them parameters, guidelines, and deadlines.
managing by style director1
Managing By Style-Director
  • Counseling
    • Stick to the facts. Draw them out by talking about the desired results. Then discuss their concerns. Focus on tasks more than feelings . Ask them how they would solve the problem.
  • Correcting
    • Describe what results are desired. Show them the gap between actual and desired. Suggest clearly the improvement that is needed, and establish a time when they will get back to you.
managing by style socializer
Managing By Style-Socializer
  • Motivating
    • Offer them incentives and testimonials. Show them how they can look good in the eyes of others.
  • Compliment
    • Their appearance, creative ideas, persuasiveness, and charisma.
  • Delegating
    • Make sure you get clear agreement. Establish checkpoints so that there is not a long period of time between progress reports.
managing by style socializer1
Managing By Style-Socializer
  • Counseling
    • Allow them plenty of opportunity to talk about things that are bothering them. Listen for facts and feelings. Many times they merely need to “get something off their chest” and talking may solve the problem.
  • Correcting
    • Specify exactly what the problem happens to be and what behavior is required to eliminate the problem. Be sure you confirm in writing the agreed-upon behavior changes.
presentation brought to you by
Presentation brought to you by:


Management Consulting

action plans relater
Action Plans-Relater
  • So you:
    • Show how your idea minimizes risk
    • Shows reasoning
    • Provide data and
    • proof
    • Demonstrate your interest in them
    • Provide an outline or instructions as you personally “walk” thru them
  • They are:
    • Concerned about stability
    • Think logically
    • Want documentation and facts
    • Like personal involvement
    • Need to know in a step-by-step sequence
action plans relater1
Action Plans-Relater
  • So you:
    • Compliment them for their steady follow-through
    • Give them personal assurances
    • Act non-aggressively focus on common interest or needed support
    • Allow to provide support for others
  • They are:
    • Want others to notice their patient perseverance
    • Avoids risk/changes
    • Dislikes conflict
    • Accommodate others
action plans relater2
Action Plans-Relater
  • So you:
    • Provide a relaxing, friendly atmosphere
    • Provide them with a cooperative group
    • Acknowledge their easygoing manner and helpful efforts, when appropriate
  • They are:
    • Look for calmness and peace
    • Enjoy teamwork
    • Want sincere feedback that they’re appreciated
action plans thinker
Action Plans-Thinker
  • So you:
    • Approach them in an indirect, non-threatening way
    • Show your reasoning
    • Give it to them in writing
    • Provide explanations and rationale
    • Tell them “why” and “how”
  • They are:
    • Concerned with aggressive approaches
    • Think logically
    • Seek date
    • Need to know the process
    • Like to contemplate
action plans thinker1
Action Plans-Thinker
  • So you:
    • Allow them to think, inquire, and check before they make a decision
    • When delegating, let them check on others’ progress and performance
    • Compliment them on their correctness
  • They are:
    • Utilize caution
    • Prefer to do things themselves
    • Want others to notice their accuracy
action plans thinker2
Action Plans-Thinker
  • So you:
    • Let them assess and be involved in the process when possible
    • Tactfully ask for clarification and assistance that you may need
    • Allow them time to find the best answer within available limits
  • They are:
    • Gravitate toward quality control
    • Avoid conflict
    • Need to be right
action plans director
Action Plans-Director
  • So you:
    • Show them how to win, and new opportunities
    • Display reasoning
    • Provide concise date
    • Agree on goal and boundaries, then support them or get out of their way
  • They are:
    • Concerned with being #1
    • Think logically
    • Want facts and highlights
    • Strive for results
action plans director1
Action Plans-Director
  • So you:
  • Allow them to “do their thing” within limits
  • Vary routine
  • Look for opportunities to modify their work load focus
  • They are:
    • Like personal choices
    • Like changes
    • Prefer to delegate
action plans director2
Action Plans-Director
  • So you:
    • Compliment them on what they’ve done
    • Let them take the lead, when appropriate, but give them parameters
    • If necessary, argue with conviction on points of disagreement
  • They are:
    • Want others to notice their accomplishments
    • Need to be in charge
    • Tendency towards conflict
action plan socializer
Action Plan-Socializer
  • So you:
    • Show them that you admire and like them
    • Behave optimistically and provide an upbeat setting
    • Support their feelings when possible
    • Avoid involved details, focus on the “big picture”
  • They are:
    • Concerned with approval and appearances
    • Seek enthusiastic people and situations
    • Think emotionally
    • Want to know the general expectations
action plan socializer1
Action Plan-Socializer
  • So you:
    • Interact and participate with them
    • Vary the routine; avoid requiring long-term repetition by them
    • Compliment them personally and often
    • Do it together
  • They are:
    • Need involvement and people contact
    • Like changes and innovations
    • Want others to notice them
    • Often need help getting organized
action plan socializer2
Action Plan-Socializer
  • So you:
    • Act non-aggressively and avoid arguing directly on a personal basis
    • Keep up a fast lively pace
    • Support their ideas and don’t poke holes in their dreams
    • Mention their accomplishments
  • They are:
    • Dislike conflict
    • Look for action and situation
    • Surround themselves with optimism
    • Want feedback that they “look good”
high performance leadership
High Performance Leadership
  • Position Power-Granted and Given
    • A certain amount of power comes from being placed/elected into a position of authority.
    • Employees/Volunteers become “compliant” to leaders who have position power.
  • Personal Power-Earned and Developed
    • Displaying your skill in dealing with people.
    • Employees/Volunteers become “cooperative” to leaders who display personal power.
    • Practice “The Platinum Rule”
the best leadership style
The “Best” Leadership Style
  • The best leader is not someone with a particular behavior style
  • The best leader realizes what a job or task requires-then does it
  • That requires a person who works well with all of the personality styles in all sorts of situations
if you re a director
If You’re A Director
  • Ratchet down a notch or two….
  • Keep in mind that others have feelings and that your hard-charging, know-it-all style can make your subordinates feel inadequate and often resentful
  • Encourage growth in others by praising them and give them some authority
  • Try not to be quite so bossy
  • Ask others’ opinions and even plan some collaborative actions
if you re a socializer
If You’re A Socializer
  • If you fail to follow-up, procrastinate on tough decisions, or make pledges you don’t keep, your employees will loose faith.
  • Come to grips with the fact that conflicts are going to occur. Try to deal with them up front, not sweep them under the rug.
  • Organize your time better and keep your socializing in balance with your tasks
if you re a relater
If You’re A Relater
  • Learn to stretch a little, take on more, or different, duties and try to accomplish them more quickly.
  • You may want to be more assertive as well as more open about your thoughts and feelings.
  • Being sensitive is your strength, but you must seek a middle ground between that and being knocked off balance by the first negative comment or action that comes your way.
if you re a thinker
If You’re A Thinker
  • Your employees are inspired by your quest for excellence, but often the feel frustrated because they can never quite seem to please you.
  • Lessen and soften your criticism, spoken or unspoken.
  • Ease up on your need to control
  • Walk around and spend more time with your employees.
making teams work
Making Teams Work
  • Analyze the objective before you recruit a group and then create a team that best matches the desired results
  • Assign projects to those able to do them well
  • Sustain a cooperative climate in which each person can gain genuine respect
  • Customize work groups to get the best results in the most efficient, satisfying manner
making teams work1
Making Teams Work
  • How the Four Styles act in groups
    • They each bring a different perspective to a group. And different ways of doing things too.
    • Each communicates, influences, involves others and make decisions in different manners.
making teams work2
Making Teams Work
  • Communicating
    • Director-Tend to communicate with short, task-oriented comments. Concerned with having a clear agenda and setting the tone, keeping the discussion on track and on time.
    • Socializer-Communicate more frequently and more evenly throughout a meeting. Their comments may include jokes and cover a range of topics so wide that it may appear they are hopping all over the place .
making teams work3
Making Teams Work
  • Communicating
    • Relater-Seem generally interested in discussions throughout the whole meeting and may ask many questions. Naturally act as synthesizers, go-betweens, or translators.
    • Thinker-Usually just quietly observe until they grasp an issue fully and figure out in some detail what they want to say and if they’ll feel comfortable saying it.
making teams work4
Making Teams Work
  • Using Influence
    • Directors- Like to influence others by structuring agendas, tasks, and assignments and, if relevant, using their formal position as leverage.
    • Socializers-Use flattery or compliments to win over the group. Often use humor to defuse tension or conflict. Try to avoid a hard line that will lose them acceptance or recognition by the group.
making teams work5
Making Teams Work
  • Using Influence
    • Relaters-Often take on the role of keeping the process moving along. They’ll elaborate on what others say and encourage everyone to speak. Exert influence by keeping things mellow and moving.
    • Thinkers-Use the tools of logic and information. They like to furnish information that, directly or indirectly, suggests their expertise and experience. They’re the most likely to focus on the “rightness” or logic of a solution, rather than spending a lot of time debating who’s personally helped or hindered by it.
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Making Teams Work
  • Involving Others
    • Directors- Groups assembled by Directors are smaller and have shorter meetings. They want groups to make some key decisions on key issues, and then delegate the rest of the work to individuals or sub-committees.
    • Socializers-Are more inclined to favor a group for the group’s sake. They like others to be involved in the give-and-take. Not everyone who is put on a committee by a Socializer will have a logical role but, in the mind of the Socializer, the person adds value.
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Making Teams Work
  • Involving Others
    • Relaters-Are innately attracted to groups. However, instead of using meetings for presentation of reports, they prefer to work toward consensus as they collect information from many sources.
    • Thinkers-Involve others in groups to get information from a wide variety of sources. However, The Thinkers are just less comfortable operating in groups. They prefer to have much of the work done behind the scenes by individuals. They also like to be the only one who knows how all the parts of the group’s task puzzle fit together.
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Making Teams Work
  • Decision Making
    • Directors- Meetings run by Directors, decisions are more likely to be made unilaterally by the Director or they will call for a vote. Voting is preferred by Directors since it is clean, quick, and decisive. It keeps debate to a minimum. Closure is clearly attained. Next topic.
    • Socializers-Being more people oriented try to work out compromises that reduce resentment and maybe even fudge over differences. They like to downplay group decisions. Not big on voting since it creates winners and losers.
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Making Teams Work
  • Decision Making
    • Relaters-Also prefer decision by consensus and prefer to see a majority of the group “on the bus” so actions tend to be worked and reworked until almost all are in agreement.
    • Thinkers-Crave “rational” decisions. Optimally, the decision won’t be made as much as it will be dictated by the facts and logic of the situation. They like to list the pros and cons of issues-sometimes even weighing the options numerically-to reach the “correct” decision. The process, they believe, will make obvious the best course of action.
the secret of sales
The Secret Of Sales
  • Contrary to what passes for age-old wisdom, customers don’t buy because they’re made to understand the product or service. They buy when they feel they are understood. They buy when they get what they expect-and more.
  • But more what?
the secret of sales1
The Secret Of Sales
  • The savvy salesperson knows the Director customer wants more control, the Socializer customer cries out for more recognition and excitement, the Relater customer wants more support, and the Thinker customer wants more logic.
  • The most successful salespeople customize their approach and follow-through for each type
the secret of sales2
The Secret Of Sales
  • A Cooperative Triumph
    • The modern, collaborative salesperson helps the customer solve a problem, fill a need, or reach a goal.
  • A Matching Process
    • Match the right product or service to the customer’s needs and the selling style must also match the customer’s buying style
the secret of sales3
The Secret Of Sales
  • Adjusting Pace and Priority
    • Recognize and properly adjust your selling style that of the buyer
    • Listen more than you speak
  • Working Toward a Win-Win
    • Treating customers the way they want to be treated, selling to them in the way they want to buy, is a strategy that can change your life.
providing service with style
Providing Service with Style
  • Exceeding expectations
    • Dealing with Directors
      • A fast-pace
      • Evidence they have control of the situation
      • A belief that time is being saved
      • Show tangible signs of progress
    • Dealing with Socializers
      • Personal attention
      • Affirmation of their position
      • Lots of verbal give-and-take
      • Assurance that effort is being saved
providing service with style1
Providing Service with Style
  • Exceeding expectations
    • Dealing with Relaters
      • Make them feel they’re personally “okay”
      • Promise that the crisis will soon ebb
      • Guarantee the process will be relaxed and pleasant
      • Show your commitment to working with them
    • Dealing with Thinkers
      • Suggest that they’re right
      • Explain the process and details
      • Show appreciation for their accuracy
      • Help them “save face”
step 3 managing your emotions
Step #3:Managing Your Emotions
  • Emotional Intelligence may be defined as the awareness of feelings; ability to define them; recognition of their causes; and the controlling of these emotions to elicit optimal effectiveness
  • Emotional Intelligence is much more powerful than IQ in determining who emerges as a leader
  • Emotional Intelligence can be learned and improved
eiq 2 learning system

EIQ-2 Learning System

Emotional Intelligence Assessment

emotional intelligence
Emotional Intelligence
  • The results of your Emotional Intelligence assessment are personal, sensitive, private and confidential.
  • Your personal results will not be shared in this development session although we will discuss the testes areas of the assessment and any questions you may have.
emotional intelligence1
Emotional Intelligence
  • The Emotional Competence Framework
    • Personal competencies determine how we manage ourselves
      • Self-awareness-Knowing one’s internal states, preferences, resources, and intuitions
        • Emotional awareness
          • Recognizing one’s emotions and their effects
        • Accurate self-assessment
          • Knowing one’s strengths and limits
        • Self-confidence
          • A strong sense of one’s self-worth and capabilities
emotional intelligence2
Emotional Intelligence
  • Self-regulation-Managing one’s internal states, impulses, and resources
    • Self-control
      • Keeping disruptive emotions and impulses in check\
    • Trustworthiness
      • Maintaining standards of honesty and integrity
    • Conscientiousness
      • Taking responsibility for personal performance
    • Adaptability
      • Flexibility in handling change
    • Innovation
      • Being comfortable with novel ideas, approaches, and new information
emotional intelligence3
Emotional Intelligence
  • Motivation-Emotional tendencies that guide or facilitate reaching goals
    • Achievement drive
      • Striving to improve or meet a standard of excellence
    • Commitment
      • Aligning with the goals of the group or organization
    • Initiative
      • Readiness to act on opportunities
    • Optimism
      • Persistence in pursuing goals despite obstacles and setbacks
emotional intelligence4
Emotional Intelligence
  • Social Competencies determine how we handle relationships
    • Empathy-Awareness of others’ feelings, needs, and concerns
      • Understanding others
        • Sensing others’ feelings and perspectives, and taking an active interest in their concerns
      • Developing others
        • Sensing others’ development needs and bolstering their abilities
      • Service orientation
        • Anticipating, recognizing, and meeting customers’ needs
emotional intelligence5
Emotional Intelligence
  • Leveraging diversity
    • Cultivating opportunities through different kinds of people
  • Political awareness
    • Reading a group’s emotional currents and power relationships
emotional intelligence6
Emotional Intelligence
  • Social Skills
    • Adeptness at introducing desirable responses in others
      • Influence
        • Wielding effective tactics for persuasion
      • Communication
        • Listening openly and sending convincing messages
      • Conflict management
        • Negotiating and resolving disagreements
      • Leadership
        • Inspiring and guiding individuals and groups
      • Change catalyst
        • Initiating or managing change
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Emotional Intelligence
  • Building bonds
    • Nurturing instrumental relationships
  • Collaboration and cooperation
    • Working with others toward shared goals
  • Team capabilities
    • Creating group synergy in pursuing collective goals
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Emotional Intelligence
  • Assertiveness
    • Be specific, clear, honest, and respectful
  • Change Management
    • Change becomes easier to accept when you are open to the idea of learning something new
  • Commitment
    • Understand what the organization stands for allows for people to connect with the organization
  • Consideration
    • Care for others more than you care for yourself
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Emotional Intelligence
  • Conflict Management
    • Manage stress, emotions and behavior; resolve any conflict in your life
  • Decision Making
    • Manage your emotions and have a clear mind when making decisions
  • Discipline
    • Determine your level of commitment to change a habit or behavior and take it slow
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Emotional Intelligence
  • Focus
    • Commit to the topic by gaining knowledge and a sense of enthusiasm
  • Leadership
    • The Platinum Rule-Practice, Practice, Practice!
  • Teamwork
    • Understand the differences in people and accept the fact that we are all different; we all bring something different to the table; adapt accordingly
step 4 seek feedback
Step #4: Seek Feedback
  • Allow the assessments to create a new direction for personal growth opportunities
step 5 take the initiative
Step #5:Take The Initiative
  • Personal Connection
    • Ownership in an organization
    • A powerful emotion of belonging that inspires people to contribute
    • People support what they create or have a hand in creating
creating ownership
Creating Ownership
  • Have those responsible for implementing develop the plan for themselves
  • People need to:
    • Interact with it
    • Develop it
    • Be committed to it
  • This is the power to creating more freedom in self-organization and that leads to more order
    • Developed guidelines or boundaries
    • Defined end result
leadership styles
Leadership Styles
  • Directive Leadership
  • Consultative Leadership
  • Participative Leadership
  • Negotiative Leadership
  • Delegative Leadership
  • Transactional Leadership
  • Transformational Leadership
  • Charismatic Leadership
directive leadership
Directive Leadership
  • Tells the subordinates what to do and how to do it; is very task oriented
  • Initiates the action about the things to do and tells subordinates exactly what is expected of them, specifically standards and deadlines
  • Exercise firm rules and ensure subordinates follow
  • Employees find it difficult to work under this type of leadership due to its restriction of potential in regards to creativity and initiative
consultative leadership
Consultative Leadership
  • Very task oriented and focuses on the end result
  • Very similar to Directive style; still has the last say in regards to the decision, but is willing to ask subordinates for their opinion
  • Recognizes the benefit of considering all views before coming to a final decision
  • As a result, the quality of decisions made will often be far better than if made without considering all points of view
participative leadership
Participative Leadership
  • Takes into consideration the opinions and thoughts of the subordinates and all team members before making a decision
  • Especially useful when diverse talents of team members can offer insight not known or shared by all members
  • The responsibility of the decision will be bore by the whole team since usually the decision is unanimously agreed upon by all team members
negotiative leadership
Negotiative Leadership
  • Comes to the table with their own agenda and seeks out personal interest ahead of and before that of the organizations
  • Leverage their position as leaders and entice followers to perform tasks for incentives and other benefits
  • This style is destructive because when everyone looks out for themselves, no one looks out for the benefit of the organization
  • A house divided can not stand
delegative leadership
Delegative Leadership
  • An advanced form of leadership and should not be experimented with
  • Requires a large amount of trust and faith on the side of the leader to actually fully delegate task to the followers
  • Can only be successful once the followers are prepared to be totally independent
  • Empowering your followers means giving them the competencies to complete any task successfully from start to finish
transactional leadership
Transactional Leadership
  • Generally found in middle management
  • Generally more directive style by telling their subordinates what exactly is to be done and task-oriented
  • Practice ‘management-by-exception’ where they set work objectives and standards, but wait for problems before reacting to them
  • Reward followers according to performance
  • Not typically the leadership style found in volunteer organizations
transformational leadership
Transformational Leadership
  • Also known as a ‘Visionary’ leaders and found at the top of successful organizations
  • Known to make positive changes to the environment
  • Seek to meet the needs of others before their own
  • An attitude that there is always room for improvement
  • Shares a vision from the heart with others
  • Impeccable character standards in terms of integrity and responsibility
charismatic leadership
Charismatic Leadership
  • Induce more belief on team and stakeholders than otherwise
  • A trusting individual whom people feel comfortable around when uncertainty exists
  • Move the hearts of men by spoken or written words
  • They have attractive and likeable personality and have big, exciting visions
  • Tend to speak and visualize of how great the future could be to their team