brownbagmarch08

Brown Bagger

This section is set up to provide a ready-made Brown Bag Session for you to use with employees and/or managers. Use as is, or adapt this information for a general employee group. You may reproduce as many copies as needed.

Getting Communication Styles In Sync ne of the key challenges in business involves getting employees to overcome their personality and communication differences to work together so everyone is “on the same page” in its drive for organizational success. This is not unlike the professional football team that has to meld the personalities (and admittedly big egos!) and communication styles of 53 players into a single unit in its drive toward a championship.

Achieving this goal is never easy, but better understanding these differences will go a long way.

Understanding the dissimilarities between teamwreckers and eccentrics, for instance, can mean the difference between a company remaining on course, recognizing that eccentrics are merely “different,” not dysfunctional — versus the organizational “implosion” that may occur as a result of the behavior of truly dysfunctional teamwreckers. (See this month’s Employee Assistance Report cover story for more on different personality types.)

This article, however, will focus on another important aspect: communication. Communication styles can be narrowed down to four major behavioral approaches. The following are the four different styles, as well as tips on how managers can utilize the strengths and weaknesses of each style to increase cooperation and productivity.

O

Dominance Style (D) The “D” communication-style individual is direct, opinionated, wants the bottom line, seeks immediate results, and enjoys challenges.

Communicators who use this style like to win, will take risks, and work hard to get desired results. “D” communicators prefer a fast pace, new activities, change, variety, and use a direct approach to solve problems. They are confident leaders and believe in pragmatic principles — if it doesn’t work, get rid of it.

Putting into practice for managers — To be effective with these employees, show them the simplest and quickest way to be productive. In managing a “D” worker, it’s important to clearly define the limits of his or her authority. When faced with conflict, “D” communicators will confront the opposiMarch 2008

tion and defend their position. Often they will win a disagreement by using intimidation tactics.

However, when they feel the conflict is a no-win situation, they will mentally leave the conversation and sometimes physically exit.

“D” Style Strengths Born leader Excels in emergencies Goal-oriented Motivational Logical thinker Confident

Weaknesses Bossy Intolerant Overdemanding Workaholic Impatient Rude/tactless

Influence Style (I) “I” communicators like to interact with people.

They are fast-paced, animated, enthusiastic, and like to express their thoughts and feelings. These outgoing people desire results, and are very sociable in their interactions. They are excellent communicators and are viewed as friendly, creative, and persuasive.

Putting into practice for managers — To be effective with this employee, avoid overwhelming details and request specific feedback to check on their understanding on how to complete a project.

Use public praise and provide opportunities for them to interact with others. Use fast-paced, enthusiastic descriptions with an “I” communicator.

Remember also that they are very persuasive and vocal in a conflict situation. They will talk at length on a variety of topics — quickly moving from one topic to the next.

“I” Style Strengths Magnetic personality Storyteller Entertaining Friendly Creative and colorful Enthusiastic

Weaknesses Exaggerates Compulsive talker Undisciplined Immature Interrupts Disorganized

Steadiness Style (S) The “S” communicator is very accepting of others. They like cooperation and harmony and are good at calming others. “S” types also like security, EA Report Brown Bagger 1

Brown Bagger being part of a team, and stability. These people are not risk-takers and dislike change — especially abrupt change. “S” communicators are patient, loyal, and wonderful listeners. They prefer to work with others and like to take time in establishing group cohesiveness. They have a predictable manner and are known as peacemakers.

Putting into practice for managers — Use a stepby-step plan for development with an “S” communicator. Provide one-on-one, hands-on instruction and regular informal feedback on improvement. Use warm and sincere statements, complimenting his or her efforts. Be patient and sincere when managing an “S” communicator. These are loyal employees who respond positively to group achievements. In times of conflict they will seek win-win solutions.

During intense disagreements they can become stubborn and uncommunicative.

“S” Style Strengths Weaknesses Cooperative Indecisive Patient Procrastinating Well-balanced Passive Team-oriented Sarcastic Steady and easygoing Too accommodating Mediator and good listener Fearful and worried Conscientious Style (C) The “C” communicator is cautious, detailed, and demands quality. They like to work under known conditions, and prefer to follow written standards and procedures. These people are neat and orderly, they value accuracy, and are tactful and diplomatic.

They have a perfectionist nature and an analytical view of the world, thereby analyzing situations and problems, utilizing high standards for themselves and others.

Putting into practice for managers — To be effective with this communicator, provide precise, factual statements and specific performance expectations. Use accurate, detailed statements, and check for understanding and acceptance of information. Be specific and detailed when managing a “C” communicator. Before a meeting, prepare information to be discussed prior to the conversation. This style asks many questions so allow extra time for your meeting. In a conflict they will stand behind the facts rather than opinions.

“C” Style Strengths Artistic and musical Schedule-oriented Keeps emotions in check Long-range goals Serious and analytical Likes charts and graphs

Weaknesses Perfectionist Moody Suspicious Inflexible Pessimistic Slow to action

For a Strong Team, Mix them Up! A work group that has all four styles can be an effective team. Each style brings different strengths to the team. However, it is important for the manager to set a positive tone by demonstrating mutual respect, trust, and acceptance. It will be a challenge to minimize the interpersonal conflicts that will naturally arise within the group, but if the manager can create the right environment, minimize conflicts, and allow the group to motivate themselves, this team can achieve outstanding results.

Source: Deanne DeMarco, an award-winning trainer, certified business coach, and author of several books, including “Pocket Resource: Coaching Tips” and “Speaking of Success”. For more information, visit www.breaking-boundaries.com. The research of William Marston was used as the foundation of this article as well as the terms Dominance, Influence, Steadiness, and Conscientiousness from his DiSC® research.

DeMarco’s clients have experienced tremendous success with DiSC® assessments and training. For more on these assessments, visit www.discprofile.com.

What’s YOUR Management Style?

A Crash Course in 2R Versatility onsider the styles of the following two managers. Andrea tends to be a perfectionist, setting rigid deadlines and goals, and placing her own ideas above those of her employees. Bob, on the other hand, is more of a consensus-builder.

He places a priority on creating strong relationships

C

2 EA Report Brown Bagger

with his people, sometimes to the detriment of getting projects done. Both are good managers, yet both have areas of inherent weaknesses.

What about your own management style? Are you more of an Andrea or a Bob? What if you could learn to be a more effective, successful blend of March 2008

both? According to Peter Friedes, author of The 2R Manager: When to Relate, When to Require and How to Do Both Effectively, everyone is either a natural Requirer (Andrea) or a natural Relater (Bob). Neither type of manager is “better” than the other. On the contrary, the best managers have the ability to do both well, and know when to choose one over the other.

Brown Bagger 2)

3) What’s the Difference?

Generally speaking, the ideal Requiring manager focuses on results, achievement, quality, accuracy, innovation, service and profitability. Requiring managers believe that it’s necessary to carefully monitor quality in order to achieve it. Getting the task done right is a mantra, and these managers insist that work be re-done if it’s wrong. They concentrate on setting and meeting both deadlines and goals. They delight in exceeding their boss’s expectations and take pride in working hard and personally achieving significant objectives.

On the other hand, the ideal Relating manager focuses on establishing a good working relationship with each person he/she manages, believing that a good relationship is necessary in order to work effectively and achieve positive results. In many instances, Relating managers are motivated by an ideal — they want to help others succeed. As a result, they provide guidance designed to facilitate strong performance.

The bottom line, according to Friedes, is that by immersing yourself in 2R training, you will become a more versatile manager: you’ll get the best possible performance from your people, give your own career a boost, and make the entire company or organization more profitable. Essentially, 2R training is a form of “one-stop shopping” — it covers every skill needed to be a great manager.

“A versatile manager is a better communicator, a better decision-maker, and a better consensusbuilder than his IR counterpart,” Friedes writes.

Ways to Reduce Over-Relating 1) Add the words “long term” to how you think and what you need. Increase the time frame over which you ask yourself if your relationship is OK. Work toward understanding that the relationship you really want is a long-term respectful one. Provide employees with the information they need to grow, even if you think they won’t like to hear it.

March 2008

Play, “Will it really make a difference?” For example, will it really make a difference if you don’t spend any time today guessing what others are thinking, liking, or disliking? Try to catch yourself when this starts to happen, and stop it for a few days.

Find a symbol or object in your office that can be used to represent your desire to avoid being excessive in a particular activity. Whenever you look at it, consider it a reminder. For example, maybe a clock in your office might remind you that time is precious and you should avoid making up artificial reasons to keep in contact with employees.

Ways to Reduce Over-Requiring 1) Reduce “I” statements. Over-Requirers often use “I” when “we” would be more accurate and appropriate. Develop an ear to catch yourself using “I” or “my” as in “my people,” “my group,” “my goals,” etc. Use “we,” “us,” “our people,” “our group,” and “our goals.” This single strategy can work wonders for OverRequirers to create the sense that the group is a team.

2) Realize that over-requiring prevents you from getting what you profess you want — the highest quality possible. Your perfectionist, results-oriented nature may foster an environment where you must constantly watch over everything to get it right. In so doing, you will be the victim of a self-fulfilling prophecy — others won’t volunteer to do things differently because they know you will ultimately take over the project and direct how you want it done. Your extreme oversight dampens employees’ initiative.

3) Create a “go-to” alternative — what you might do instead of the activity where you overrequire. If you are about cut someone off in mid-conversation and launch into one of your themes (which he/she has heard before!) you can ask the worker a clarifying question about what he/she is saying instead.

Source: Excerpted from “The 2R Manager: When to Relate, When to Require and How to Do Both Effectively,” by Peter Friedes, $19.95, Jossey-Bass/A. Wiley Company.

EA Report Brown Bagger 3

Brown Bagger H A N D O U T Over-RELATING: How to Break the Habit ou have a high-relating tendency if you exhibit any of the following traits:

Y

 You believe you are solely responsible for your project’s success or failure.  You have such a great need to be liked that you find yourself trying to please your workers on every interaction — you are sensitive to their feelings and don’t want to leave them feeling badly at the end of a conversation.  When talking about other people, you are constantly trying to receive signals from them about how they feel about what you are saying.  You find reasons (that are not needed to conduct business) to call them or visit just to be with them and feel close.  You are so empathetic and understanding about how it feels to be confronted about performance issues, that you just avoid it.

 You are accommodating and nice to your employees — sometimes at the expense of deadlines and quality. This often places extra burdens on you and others to cover for underperforming workers.  You have a tough time defining priorities because this will usually result in some disagreement or confrontation.

Exercise: Try a “find the obstacle” approach to the activity you want to diminish. For example, ask yourself what stops you from reducing how often you ask people how they are doing. The obstacle might be: “I’m afraid that if I don’t ask, he/she might become unhappy and start looking for another job.” In this situation, you could tell him/her: “I’m always available to discuss your career and anything else that’s on your mind. Just let me know if you want to talk.” In this way, you’re placing the responsibility on the employee to initiate a conversation.

Over-REQUIRING: How to Break the Habit he following are some symptoms of overrequiring:

T

 Taking charge too much, not giving others enough “rope” (you may interrupt or finish their sentences);  Pushing too hard and trying to do the impossible;  Preventing others from speaking out or volunteering new ideas because they fear you’ll interrupt or criticize them;  Being overly direct and encountering resistance even from good performers;  Being eager to explain your agenda, but uninterested in listening to employees’ input;  Confronting others using words that are

4 EA Report Brown Bagger

harsh, angry, or judgmental; and  Being insensitive to others or arrogant about your own abilities and opinions.

Exercise: Find a symbol or object that has a calming influence on you. Whenever you are annoyed and about to criticize an employee, think of the symbol so anger is removed from your statement. For example, maybe a picture of your family or a relaxing vacation (on your desk or in your mind) might encourage you to take a deep breath.

Source: Excerpted from “The 2R Manager: When to Relate, When to Require and How to Do Both Effectively,” by Peter Friedes, $19.95, Jossey-Bass/A. Wiley Company.

March 2008