Behavior style

⌖ Behavioral Style Reportfor Blake Ramsey A u g , 09 2 01 6

IntroductionThe following Behavioral S tyle Report™ is based on decades of research by dozens of behavioral sc ientists around the world who have verifiedfour basic interpersonal styles that result from an interaction between a person's "drive" behaviors and "empathy" behaviors. S ince interactioneffects are generally less accurate than measurements based on a single trait or state of emotion, the attached four-style grid should only beused for general or leadership training and not for psychological evaluations. As an individual, this report describes general behavioral stylesyou can use for self-insight and personal development. This report may not be used for c linical or mental health evaluations.

Interpreting your Behavioral Style Report™Using your Ego Drive and Empathy scores, the report plots a "bull's eye" marker to show your primary and preferred Behavioral S tyle (Thinke r,Dynamo, Pe rforme r, Diplomat). If your marker is located on or near a dividing line to another quadrant, this would be your secondary style,which will influence your primary style. The c loser your marker is to the outside corner of the square, the more your behaviors are consistentwith your primary style, and the more difficult for you to adapt to the other styles. On the other hand, the c loser you are to another style or tothe middle of the four-style grid, the easier it will be to adapt to other style(s). It is important to note that, no matter where you fall on the grid,you have the ability to adapt your primary Behavioral S tyle, which makes communicating with other people more comfortable for the otherperson. You can do this by learning how to recognize, understand, and adapt to the other three styles. This is the purpose of your BehavioralS tyle Report. In addition to the four-style grid labels, this report also describes your primary Behavioral S tyle and gives specific suggestions forhow you might adapt your behavior and better communicate with different behavioral styles. In addition, this report describes your behaviortendencies when you are under stress. This awareness helps you understand how to reduce any negative effects your behavior tendenciesmight create when communicating with others. While this report provides you with better communication strategies and interpersonalbehaviors, it will also help your relational skills as a manager, parent, spouse or friend.

Understanding Ego Drive and EmpathyThe Behavioral S tyle Report™ looks at two aspects of how we interact: Ego Drive and Empathy. Ego Drive is an energiz ing, tactical dynamicbehind human behavior. When completing tasks or overcoming obstacles when communicating with others:

Empathy is the emotional and intuitive insight to perceive the needs of others. When completing tasks or overcoming obstacles whencommunicating with others:

High Scorers are impatient and highly driven, emphasiz ing creativity and speed.•Low Scorers are patient and methodical, emphasiz ing caution and consistency.•

High Scorers are relationship-centered, emphasiz ing social skills and personal insight.•Low Scorers are task-oriented, emphasiz ing self-disc ipline and effic iency.•


Your Primary Style: Thinker Secondary Style: DynamoImportant Note : Due to your position on the 4-style grid, your primary style (Thinker) is influenced by your secondary style (Dynamo). Therefore,you should find it relatively easy to relate to and communicate with anyone who falls into either the Thinker or Dynamo quadrant. It is highlyrecommended that you focus on taking the "unnatural stretch" to understand the other two styles most distant from your primary style(Diplomat and Performer).

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Dynamos Performers


Your Primary Style: ThinkerGeneral Description: Before you make a final decision or ask someone to take action, you have a profound need to make sure all of your t's arecrossed and your i's are dotted. That's because being accurate and not making a mistake have your highest priority. Your Thinker personalityperforms best in occupations that require patience and concentration and an understanding of how complex things work. Your greateststrength is your ability to effic iently organize your efforts within step-by-step processes, while your greatest improvement opportunity is yourlack of decisiveness in situations where you don't have enough information. Thinkers are traditionally found in positions that allow them tofocus on preparation and analysis of information; for example - accountants, researchers, financial analysts, computer programmers, dataprocessors, administrators or office managers.

Responding Well to Stress: Under stress resist the temptation to avoid making hard decisions. Fight the temptation to withdraw where youavoid emotion, social interaction, and any form of confrontation. This stress occurs for you when social interaction has reached certainthresholds or when interaction with people keep you from the analysis that you enjoy. As you learn to fight your withdrawal during stressfulsituations, work to provide the polite conversation and positive attitude Performers and Diplomats expect. Learn to work harder within yourselfwhen the activity demands and social response required of the other styles demand it. It's important to stretch your communication style sothat, Dynamos will not think you are ignoring them and Diplomats will feel that you care about their needs. When stress increases, for examplein socially demanding or high-activity periods, remind yourself that keeping yourself present to a service-oriented approach at all times willprovide for less interpersonal conflict.

The Behavioral Style Requiring the Most Adaptation: When communicating with others, a Thinker's natural communication behaviors are mostincompatible with the Performer who requires more spontaneity and creativity in the initial and ongoing relationship. Because the Performer isalways looking for a better way, a shorter route, or a more effective solution, it is important that you honor their communication style byshowing flexibility and versatility. You should flex to the Performer's style by picking up your pace, trying new ideas, and using your intuitionmore. You should avoid the temptation to rein in Performers or place too many controls on them. You need to remember that you don't have tojoin them in their tangents or unusual ideas, just honor and show interest in them.

Behaviors for Each StyleHere are some tips to remember when communicating, serving, or working with the four personality styles.

Never exaggerate your statements or c laims•Respect their time by stating your purpose/objective•Be sure to be well-prepared and well-organized•Stick to the facts; avoid tangents•Focus on what is important to them (time, money, etc .)•Avoid looking down; look directly into their eyes•Let them be in control to tell you what they need•Avoid personal feelings and personal anecdotes•

Be casual and less formal/professional•Entertain them with stories and testimonials•Encourage them to do the talking•Minimize paperwork; most likely they won't read it•Ask questions to lead them into the decision•Feel free to share your experiences with them•Avoid drawn-out or detailed explanations; be brief•Be agreeable, not confrontational•

Thinkers Diplomats


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Your Primary Style: ThinkerImportant Note : The close r you are to the corne r of your 4-style quadrant, the more e xtre me the se be haviors be come , and the more difficult it is foryou to adapt to the othe r style s.

Behavioral Strengths: While Performers may be best at social relationships, and Dynamos are best at getting things done on time, your uniquestyle is best at analyz ing the numbers and making sure the facts and figures are accurate. You excel when it comes to preparing importantinformation, organiz ing the information, and communicating the relevant details to others. When communicating, your lower Ego drive andEmpathy helps you to patiently provide others with all the information they need to make a decision. You are most effective when working withprofessionals who share your interest.

Improvement Opportunities: Though you are good at explaining the details, there are times when you may need to focus more on the benefitsand less on the details. You might have a tendency to spend too much time in the office planning the presentation, when you should becommunicating your ideas to others. You might have a tendency to worry more about the paperwork side of the business, instead of being moreconcerned about the people side of the business. If you are experiencing low productivity, compensate by setting personal deadlines and goals.

The Behavioral Style Requiring the Most Adaptation: When communicating with authoritative Dynamos, make sure you honor their sense ofurgency and their desire for only information that is most relevant. When communicating with warm and supportive Diplomats, be sure to askpersonal questions and build the personal relationship before you begin presenting your ideas. Remember to tie every detail to a specificbenefit. You will feel most comfortable communicating with other analytical Thinkers who share your interest in the information and fine detailsof your ideas. Remember to shift from educating others to presenting ideas on how your information can impact them. Your greatest challengewill be to convince your opposing style - expressive Performers. You will need to speed up your presentation of ideas, minimize the informationyou provide, and focus on the impact of your information that relate specifically to their needs using stories to which they can relate.

Minimize hand and body movements•Provide hand-outs and published materials•Only make promises/commitments you can keep•Be effic ient and well-organized•Avoid being overly friendly or overly expressive•Focus on the facts and the figures, not the feelings•Be gently persistent; give them time to decide•Be more formal/professional and less casual•

Build the relationship over time; don't impose•Greet them informally and casually•Avoid telling or selling; just share your ideas•Talk little; listen carefully•Understand their needs and concerns•S low down; give them time to relate to you•Avoid talking about your successes; be humble•Share personal feelings/experiences•

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Behavior style