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 3. Managing Styles |
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Kalarhythms & Interpersonal Style
Managing Styles
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Balancing Polarities
Meeting the expectations of others often requires modifying your own behavior. This may mean moving into the other person's arena of expectations, and practicing Versatility. You may have to move out of your own comfort zone temporarily, but with practice and success with your constructive actions, versatility will become a habitual, more comfortable, part of your behavioral repertoire.
| Active & Dominant |  | Passive & Yielding |
Driver
Dominant, Swift to act, Makes Statements, Leans forward, Quick | | Amiable
Yielding, Unhurried, Listens, Leans Back, Deliberate |
This scale measures the degree to which a person is perceived as putting things into action or attempting to influence the thinking and actions of others. |
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If you are perceived as effectively yielding (Amiable or Expressive), take actions to...
u Volunteer information
u Quicken your pace, get to the point
u Be willing to disagree
u Act on your convictions
u Initiate conversations
If you are perceived as effectively dominant (Driver or Facilitator), take actions to...
u Listen without interruptions
u Ask for others" opinions
u Slow down, adapt to others' time
u Allow others to take the lead
u Negotiate decision making |
| Outward & Responsive |  | Inward & Reserved |
Expressive
Outgoing, Flexible, Involved, Informal, Warm | | Organizer
Reserved, Controlled, Detached, Formal, Cool |
This scale measures the degree to which a person is perceived as expressing feelings when relating to others. |
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If you are perceived as socially reserved (Organizer or Driver), take actions to...
u Say what you feel
u Make personal remarks/pay compliments
u Devote more time to relationships
u Engage in small talk
u Use more open body language
If you are perceived as socially outgoing (Expressive or Amiable), take actions to...
u Stick to facts/business
u Restrain enthusiasm
u Make decisions base on logic and solid evidence
u Refrain from referencing your feelings, intuition
u Acknowledge opinions of others |
| Complex & Detailed |  | Simple & General |
Analytical
Specific, Technical, Theoretical, Detailed, Researched | | Facilitator
General, Broad, Basic, Uninquisitive, Scanning |
This scale measures the degree to which a
person is perceived as supplying ideas to others. |
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If you are perceived as broad in research (Facilitator or Expressive), take actions to...
u Introduce case in point examples
u Focus on how to accomplish
u Refer to technical support
u Listen to special interests
u Examine categories
If you are perceived as technical in research (Analytical or Organizer), take actions to...
u Zoom out to overall strategy
u Focus on outcome
u Return to trunk instead of branches
u Squelch the data
u Put ideas over facts |
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Addressing Styles
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Managing Yourself with
Driver Styles |
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| Plan Actions to be seen as... | Avoid being seen as... |
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uConsise, to the point | uVague and time wasting |
| uBusiness link, result oriented | uPersonal and casual |
| uSpecific when asking questions | uPretentious or irrelevant |
| uArmed with alternative and choices | uConclusive or arbitrary when recommending |
| uPrepared with facts about the probabilities | uCareless with facts and forecasts |
| uSupportive of their conclusions | uDirective or forceful |
| uReady to stress results | uPersonalizing the decision |
| uOrganized, professional, in control | uWhining, making excuses, apologizing. |
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Managing Yourself with
Expressive Styles |
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| Plan Actions to be seen as... | Avoid being seen as... |
| uSupportive of their ideas and concepts | uArbitrary and directive |
| uStimulating, thought provoking | uUnyielding, too structured |
| uWilling to discuss their successes | uToo rigid about plans, existing procedures |
| uProviding ideas to put their plans into action | uLeaving decisions up in the air |
| uSeeking their opinions and ideas about people | uWasting time on formalities and protocol |
| uContributing idea to a plan | uEmphasizing concepts too much |
| uOffering special, immediate incentives to take a risk | uBeing too logical or dogmatic |
| uWilling to socialize, take time to know them personally | uPatronizing or superior |
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Managing Yourself with
Analytical Styles |
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| Plan Actions to be seen as... | Avoid being seen as... |
| uWell prepared, have an agenda | uLoosely organized, unstructured |
| uDirect, orderly, but patient | uInformal, too casual |
| uOriented toward specifics | uToo general about plan |
| uDoing what you say you will | uVague about what is expected of each party |
| uWilling to draw up a schedule with action steps | uLeaving loose ends, not geared toward follow through |
| uAmenable to verifying the plan | uToo reliant on others |
| uHaving evidence, ready to follow up | uUnrealistic with deadlines |
| uSupportive of their principles, logic, thought processes, and thoroughness | uThreatening, emotional impulsive |
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Managing Yourself with
Facilitator Styles |
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| Plan Actions to be seen as... | Avoid being seen as... |
| uEfficient, ready to go | uDistracted |
| uExperienced and communicative | uAbstract and theoretical |
| uWilling to work with others | uOverly adherent to plans |
| uContribute to and enhance the system | uIsolating methods from one another |
| uPresenting modifications | uCreating more work |
| uMeetings needs now | uExperimental |
| uWinning the support of others | uIncreasing responsibilities |
| uConformant with the system | uGoing against the grain. |
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Managing Yourself with
Organizer Styles |
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| Plan Actions to be seen as... | Avoid being seen as... |
| uOrganized, methodical | uAd hoc, without a plan |
| uFormatted and productive | uPersonal and tentative |
| uOrderly in process | uInattentive to detail |
| uHaving related experience | uInexperienced |
| uConceptual in planning | uSubjective in presentation |
| uCreating step by step application | uHaving to vision for the future |
| uProviding a higher yield versus cost | uLacking support for proposals |
| uAdaptable to the form | uFixed in demands |
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Managing Yourself with
Amiable Styles |
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| Plan Actions to be seen as... | Avoid being seen as... |
| uCandid, open, patient | uImpatient, don' force the agenda |
| uPersonally interested in them | uAloof, too business like |
| uResponsive to their ideas | uArbitrary, overly aggressive |
| uSupportive of teamwork & harmony | uLimiting participation in the plan |
| uHaving a well defined ideas, but willing to negotiate | uPushing for a quick, intuition-based decision |
| uSupporting win-win relationships | uPressing for an arbitrary decision |
| uReady to provide plans that minimize risk | uMaking promises that can't be kept |
| uWilling to commit your personal time and involvement | uManipulate or bullying |
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