People literacy is knowing how to read and understand the behavioral style
differences of others.
Every Manager has experienced the frustration of not understanding why one
management approach that works beautifully with one employee is
ineffective with another. That’s because what we think would be motivating
isn’t always motivating to someone else.
The same principle applies to client and co-worker relationships. We
“click” or connect with some individuals and understand each other. But we
also work with individuals who approach things differently. Research shows
there are four different behavioral style dimensions. Understanding their
characteristics can help us become more effective in our interactions with
each other.
Four Dimensions
The Personal Profile System® is an instrument that helps identify how we
tend to behave. It identifies four different behavioral dimensions:
dominance, influence, steadiness, and conscientiousness. Although we
behave with all four dimensions, we tend to use one or two most often.
Dominance. People who demonstrate the Dominant (“D”) behavioral style are
usually fast-paced and task-oriented people. They thrive on the challenge
of solving problems. Those with the “D” behavioral tendencies are quick
decision makers. They don’t wait to be given authority; they take it.
Don’t bog these people down with fluff or details—only results interest
them. “Ds” are most comfortable when they can control their environment.
They work best when they are free from controls and supervision. They
overcome opposition to get the job done.
Those with the “D” behavioral tendencies tend to get immediate results,
cause action, accept challenges, make quick decisions, question the status
quo, take authority, manage trouble, and solve problems. They seek an
environment that includes power, authority, prestige, challenge,
opportunity, scope, freedom, and variety. But they need others who weigh
pros and cons, calculate risks, use caution, structure a more predictable
environment, research facts, deliberate before deciding, and recognize the
needs of others. In fact, to be more effective, those with the “D”
behavioral style need to understand that they need people, identification
with a group, an awareness of existing sanctions, and to pace self and
relax more.
Influence. Individuals with the Influence, or “I” behavioral tendency are
also fast-paced, but they are more people-oriented. These are the “people
people.” They prefer to be around others and are enthusiastic and
entertaining. Popularity is important to them. They get their job done by
making allies with others. They enjoy contacting people, making a
favorable impression, speaking articulately, creating a motivational
environment, generating enthusiasm, entertaining people, and participating
in groups. They seek an environment that includes popularity, social
recognition, freedom of expression, group activities, democratic
relationships, freedom from control and detail, opportunity to verbalize
proposals, coaching and counseling skills, and favorable working
conditions. They need others who concentrate on the task, seek facts,
speak directly, respect sincerity, develop systematic approaches, prefer
dealing with people, take a logical approach, and demonstrate individual
follow-through. To be more effective, individuals with the “I” behavioral
style need control of time, objectivity in decision-making, participatory
management, more realistic appraisals of others, priorities and deadlines,
and to be more firm with others.
Steadiness. Like those with the Influencing style, individuals who
demonstrate the Steadiness or “S” behavioral tendency are people-oriented
but at a much slower pace. The “S” style doesn’t like to make quick
decisions, but value consistency instead. The “S” style is patient and
loyal. They also are very good at listening to people and calming others
when they get upset. Individuals with the “S” behavioral style focus on
cooperating with others to accomplish their tasks.
Individuals with the Steadiness pattern tend to perform in a consistent,
predictable manner. They desire to help others, demonstrate patience,
develop specialized skills, concentrate on the task, show loyalty, be good
listeners, and calm excited people. They seek an environment that includes
security, predictability, minimal work infringement on home life, credit
for work done well, sincere appreciation, identification with a group, and
minimal conflict. They need others who react quickly to unexpected change,
stretch toward the challenges of an accepted task, become involved in more
than one thing, are self-promoting, apply pressure on others, work
comfortably in an unpredictable environment, prioritize work, are flexible
in work procedures, and contribute value to the work. To be more
effective, individuals with the Steadiness style need conditioning prior
to change, validation of self-worth, information on how best to
contribute, work associates of similar competence, guidelines,
encouragement, and confidence in the ability of others.
Conscientiousness. Individuals who demonstrate the Conscientious or “C”
behavioral tendency are slower paced and task-oriented. The “Cs” are
concerned about doing the job right and will pay inordinate amounts of
attention making sure it is. Unless quality will be improved, the “C” does
not like sudden or abrupt changes. They get their job done by working with
the existing circumstances to promote quality.
These people attend to key directives and standards, concentrate on key
details, use a systematic approach to situations, are diplomatic with
people, check for accuracy, think critically, and use subtle or indirect
approaches to conflict. They seek an environment that includes security,
standards, protection, reassurance, stability, and collegiality. They need
others who delegate important tasks, make quick decisions, open doors, use
policies only as guidelines, compromise with the opposition, state
unpopular positions, initiate and facilitate discussion and encourage
teamwork. To be more effective, individuals with the “C” behavioral
tendency need precision work, opportunity for careful planning, exact job
descriptions, scheduled performance appraisals, respect for their personal
worth, and tolerance for conflict.
Adapting to Another’s Dimension
Different behavioral dimensions are not a liability. They are an asset
because one person’s limitation is another’s strength. If you understand
and respect another’s individuality, you can give the other person what
they need to feel good and you can build on their limitations. For
example, if you are managing “Ds” you must understand and respect their
need to control the environment. Don’t try to force your behavioral
dimension on them. If you do, they will balk. Let them set their schedule
and work however is best for them. Those with the “I” style want to be
sure they will have plenty of interaction with other people when they do
their job. They think of projects in terms of how much fun they will be.
The “S” style employee wants to know you are dependable. They need to be
confident they can count on you and that you are available for follow-up.
The “C” dimension employee can get so wrapped up in perfection, it can
take a long time to finish a project. “Cs” pay much attention to key
details because they want to make sure they dot every “i” and cross every
“t.”
The only way you can learn to identify other people’s behavioral dimension
is to practice, practice, and practice picking up the cues and signals.
Then you need to practice adapting yourself to their dimension. As we
become more technologically advanced, we tend to ignore the human side of
productivity. This is a mistake. We can’t neglect the people who run the
machines and the computers. For you to be most effective in dealing with
others, you must understand what motivates them and give them what they
need. This simple skill of reading another’s behavioral dimension, and
being flexible enough to adapt yours, can go a long way toward a more
productive work or business relationship.
About the Author
Susan Cullen is President of Quantum Learning Solutions, Inc., based in
New Jersey. She has over 15 years experience in Organizational Development
and is considered an expert in the use of blended learning methodologies
for lasting organizational change. For more information go to
http://www.quantumlearn.com or
you can reach us at (800) 683-0681.
