A Deep Dive into WHO You Are, WHY You Do

and HOW You CanDawn Brackett

www.dawnbrackett.com@brackettspeaks

Take what you need…

Instructions

• For each group of four descriptors check five words based on how you are at work.

• There are no right or wrong answers.

Factors Contributing To Your “Style”

Communication Style

Work Style

EducationCulture

Genetics

Values

Environmental Challenges

Physical ChallengesGender

Two Dimensions of Defining Style

Communication: Active vs. Passive

Orientation: Task vs. Relationship

Defining Style (continued) Orientation

Task Oriented• Focused on end

results• Clear and specific

answers to questions• Data and facts• Business-like

Relationship Oriented• Focused on the person• Casual and friendly• Informal atmosphere• Concerned about

“people needs” in the situation

Active

• Tell

• Assertive, direct and controlling

• Fast-paced speech

• Straightforward

• Loud

Passive

• Ask

• Question “details” in conversation

• Low-key pace of speech

• Quiet

Defining Style -Communication

Personal Style MatrixActive

(Decisive—Assertive)

Decisive Optimistic

Analytical Contemplative

Passive(Cautious—Accommodating)

Task

Orie

nted

Relationship Oriented

Your Work Style

• Is challenged when dealing with people who share a common orientation or communication preference

• Is most vulnerable when dealing with people who are opposite to your primary style

• Is most effective when dealing to people who share your style

Lines of CommunicationActive

(Decisive-Assertive)

Passive(Cautious-Accommodating)

Task

Orie

nted

Relationship Oriented

TADecisive

RAOptimistic

TPAnalytical

RPCalm

Respect Your Strengths

Natural Strengths

WHAT?

Sets goalsProvides direction

Takes actionConfronts issues

Focuses on prioritiesNeeds challenge

Keeps communication flowingComfortable with the unknown

Puts others at easeEffective in the face of chaos

Stimulates new ideasNeeds interaction

Builds teamsKeeps things confidential

Finds a better waySees potential in people & ideas

Seeks others’ opinions Needs to understand why

Brings order Upholds quality standards

Looks for systematic improvements Good mediator

Thoroughly analyzesNeeds facts and systems

How to Avoid

Hot Buttons and

Over reaction

DirectingHot Buttons• Losing authority or being controlled • Being taken advantage of• Indecision and delayStress Reaction• Can become aggressive or dictatorial• May be argumentative or attack others• Can be impatient and critical

OutgoingHot Buttons• Disapproval or being left out• Excessive details • Lack of freedomStress Reaction• Becomes forgetful and doesn’t comply • May be sarcastic or lose temper• Can miss deadlines and lack detail

ContemplativeHot Buttons• Feeling that their job is being threatened• Being pressured• Unnecessary or unexpected change Stress Reaction• Become impassive and stop talking• Will be slow to take action • May become confused or acquiesce easily

AnalyticalHot Buttons• Being intimidated or forced • Too much attention or criticism• No clear plan or procedure; low standardsStress Reaction• Over-controls or becomes rigid • Hesitates and likely to withdraw• Gets bogged down in detail

Everyone is a blend of the four personality preferences.

Each style has strengths and predictable patterns.

Strengths overused become your weaknesses.

You can flex your style to be more effective.

How to ”Flex” Your Strengths

Become More Effective

Directing

• Listen and ask before deciding.• Don’t push your way; get others to buy in.• Practice relaxing and patience.• Avoid expecting too much and underestimating the

time.

Outgoing

• Focus on planning, time and deadlines.• Curb a tendency to switch positions or jump to

conclusions.• Reflect before reacting; control your nonverbal

responses when bored.• Practice active listening; decrease exaggeration

Contemplative• Increase urgency about decisions

and action.• Avoid concealing feelings; express

doubts or disagreement.• Watch for stubbornness when asked to

change; try initiating change.• Increase comfort with conflict and avoid

being too lenient

Analytical

• Increase tolerance for change and imperfection.• Show concern and appreciation for others;

compromise more.• Decide more quickly; use policies as guidelines not law.• Put less in writing and reduce detail.

How to Work With the Other Styles

Adapt Your Style

High D

Be confident, and get to the point. Influence, don’t order. Ask for their opinion. Focus on results. Take a stand; be prepared to debate. Anticipate quick decisions; help them consider other

options.

High O

Be friendly and enthusiastic. Provide the big picture first. Disclose feelings and ideas. Let them talk; help them stay on track. Be ready to brainstorm. Avoid many details or rules.

High C

Pace it slow, and listen carefully. Allow them time to think. Acknowledge contributions. Respect their way of doing things. Ask what their concerns are and how they

would implement. Don’t press for snap decisions; avoid

aggression.

High A Be prompt and organized. Make quality and standards a

consideration. Recognize their efforts. Give them facts, details and time. Be more formal and avoid conflict. Don’t be critical or make jokes about their

concerns.

We tend to favor our own style.

High performance teams embrace all styles.

No law or ordinance is mightier than understanding.

-- Plato

Respect Your Strengths