People Literacy

popular literacy is the ability to read and understand the differences in behavioral style of others.

Each manager has experienced the frustration of not understanding why a management approach that works beautifully with one employee is ineffective with another. This is because what we think the motivation is not always motivating to someone else.

The same principle applies to client relations and co-worker. We "click" or connect with some individuals and understand. But we also work with people who approach things differently. Research shows there are four different dimensions of behavioral style. Understanding their characteristics can help us become more effective in our interactions with each other.

Four Dimensions

The Personal Profile System ® is a tool that helps identify how we tend to behave. It identifies four different behavioral dimensions: dominance, influence, steadiness and conscience. Even if we behave with all four dimensions, we tend to use one or two more often.

Dominance. People who demonstrate the dominant ("D") behavioral style are usually fast and task-oriented people. They thrive on the challenge of solving problems. Those with the "D" behavioral tendencies are responsible for quick decisions. Do not expect to be given sufficient authority, take it. Do not swamp these people down with fluff or details only the results of their interest. "Ds" are more comfortable when they can control their environment. They work best when they are free from controls and supervision. They exceed the opposition to get the job done.

Those with the "D" behavioral tendencies tend to get immediate results, actions or proceedings, accept challenges, make quick decisions, question the status quo, take authority, manage and troubleshoot problems. They seek an environment that includes power, authority, prestige, challenge, opportunity, scope, freedom and variety. But they need others who weigh the pros and cons, calculate risks, make sure the structure a more predictable environment, research facts, deliberate before deciding, and recognize the needs of others. Actually, to be more effective, those with the style "D behavior need to realize that they need people, identification with a group, awareness of existing sanctions, and restrain and relax more.

Influence. Individuals with influenza, or "I" behavioral tendency are also fast, but more people-oriented. These are "people people." They prefer to be around others and are enthusiastic and fun. Popularity is important to them. Get their work making allies with others. They enjoy contacting people, making a good impression, articulate speaking, creating a motivational environment, generating enthusiasm, entertaining people, and participation in groups. They seek an environment that includes popularity, social recognition, freedom of expression, group activities, democratic relationships, freedom from control and detail, the ability to verbalize proposals, coaching and counseling skills, and favorable working conditions. They need others who focus on the job, seek the facts, speak directly, sincerity, respect, to develop systematic approaches, prefer to deal with people, a logical approach and demonstrate individual follow-through. To be effective, individuals with "I" need to control behavioral style of the time, the objectivity of decision-making, participatory management, more realistic assessments of others, priorities and deadlines, and be more firm with others.

Firmness. Like those with the style of influence, people who demonstrate the firmness or "behavioral tendency S" are people-oriented, but at a much slower pace. The style's not like making quick decisions, but consistency value instead. The style "S is patient and faithful. They are also very good at listening to people and other soothing when they get angry. Individuals with the "focus style of behavior on cooperation with others to accomplish their tasks.

Individuals with the model of stability tend to play in a consistent, predictable. Have the 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 well done, sincere appreciation, identification with a group, and minimal conflict. They need others who react quickly to unexpected changes, extending to the challenges of an accepted task, be involved in more than one thing, are self-promotion, apply pressure on others to work comfortably in an unpredictable environment, the priorities of work are flexible work practices, value and contribute to the work. To be effective, individuals with the need to condition set style before changing, the validation of its value, information on how best to contribute, work colleagues competence similar guidance, encouragement and confidence in others.

Conscientiousness. People who demonstrate consciousness or behavioral tendency C "are slower paced and task-oriented. The "C" are concerned to do the job right and pay excessive amounts of attention making sure it is. Unless the quality will be improved, change the "C" does not like sudden or abrupt. They get their job, working with existing circumstances to promote quality.

These people participate in key directives and standards, focus 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, security, 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 the work of team. To be effective, individuals with the "C" behavioral tendency need precision work, the possibility of careful planning, exact job descriptions, performance evaluation plans, respect for their worth, and tolerance for the conflict.

Adapting to another dimension

Different behavioral dimensions are not a liability. This is a good thing since the restriction of a person to another force. If you understand and respect the individuality of others, we can make another person what they need to feel good and you can build on their limitations. For example, if you run "Democrats" need to understand and respect their need to control the environment. Do not try to force your behavioral dimension on them. If you do, will balk. Let them set their agenda and the work is still better for them. Those with the "I" style want to be sure have a lot of interaction with other people when they do their work. Think of projects in terms of how much fun they will be. The "S-style worker wants to know you are reliable. They need to be sure they can count on you and that you are available for follow-up.

The "C worker size can get so wrapped up in perfection, it may take some time to complete a project." C "pay close attention to key details because they want to ensure that each point" i "and cross every" t "

The only way you can learn to identify the size of the behavior of others is to practice, practice, practice and collect the points and signals. Then you need to practice adapting yourself to their size. As we increasingly technologically advanced, we tend to ignore the human side of productivity. This is a mistake. We can not neglect the people who run the machines and computers. To be more effective in dealing with others, you have to understand what motivates them and gives them what they need. This ability to simply reading another behavioral dimension, and the flexibility to adapt your own, can go a long way towards a more productive work or business relationship.