Behavior Style #4: Compliar

Think Al Gore, Monica Geller on Friends, Accountants, Auditors.

These folks are critical thinkers, direct and to the point in their communications, very detail and fact oriented, precise, accurate, compliant, logical and meticulous. They see the holes before the net, they fear being wrong, they tend to avoid conflict and they love to ask questions.

On the other hand, by some they are viewed pessimistic, cold, distant, picky, fussy, hard-to-please. But hey, you want them on your team for they'll catch potential critical mistakes before they happen, so they can be prevented.

For them a famous saying could be "In God we Trust, All Others Use Data". They like to test things out for they want proof. And if High Cs are reading this, I am sure they must have found my typos in this post already and that they already have long list of questions on what I have written, and on this topic in general.

Oh, one critical piece of data. This style in particular is not comfortable with physical contact, specially from strangers. So when you come into "contact" with them, I recommend you keep some distance, giving them their space.

Can you visualize those within your circle who fit these characteristics?

Behavior Style #3: Steady

Think Laura Bush, Mr. Rogers.

These folks are absolutely wonderful for they serve as a calming force when it seems all hell is breaking loose. Plus they are extremely loyal and very dependable, getting done what they commit to. They are the rock you can count on to be there when you need them. But don't let the calm easy going nature fool you. They have strong opinions but they just don't express them vocally.

In addition, they are great listeners, consistent, patient, quietly persistent, highly sensitive, tolerant, friendly, tactful, diplomatic, amiable, stable, understanding and team players. They love to build long-term relationships.

They are also great at reconciling factions, and they serve as a stabilizing force. Before they start on a project, they love to plan it out, draw it, and then think and act step wise. Start one task, finish and then move onto next. For example, they'll read a book start to finish before staring another one.

By some though, they can be viewed as unconcerned, as if they are not with the program, hesitant, inflexible, stubborn, detached, indecisive, resistant change, overly sensitive. It's just that they time to ponder alternatives and make decisions.

For these people, they do fear personal rejection and loss of stability so be sensitive to this when dealing with them. As for emotions, they are pretty good at hiding their emotions so you gotta be very attuned and sensitive to know what they are really feeling and thinking under that cool calm collected surface. For they'll quietly tolerate conflict, till one day it builds to a level that it can erupt like a volcano, leaving everyone stunned and surprised.

Can you visualize those within your circle who fit these characteristics?

Behavior Style #2: Influencer

Think Bill Clinton, Robin Williams, Cheerleaders.

Without these people, life would be dull. They bring fun, high energy, cheerfulness where ever they go. They are people people, life of the party, friendly, excited, enthusiastic, persuasive, optimistic, trusting, entertaining, talkative, lively, confident, inspiring, to name just a few.


They are comfortable with touch, with physical contact, and they tend to make decisions very quickly. Sometimes they appear disorganized and they have a tendency to throw around names. It's just how they are wired.

By some though, they can be viewed as say unrealistic, poor listeners, self-promoting, chatterboxes, scattered.

Yet when you need someone who is great at networking, to liven things up, to promote an idea, make connections, get your message out to lots of people, these are great people to have on the team. If they like you and what you have to offer, they will actively promote you.

With these folks though, make sure you make time to socialize first and then get to business, stay away from hard facts and don't focus too much on details. Details is not their thing. As for their fear , it is social rejection and when it comes to conflict, they run from it.

Can you visualize those within your circle who fit these characteristics?

Behavior Style #1: Dominance

Think Donald Trump, George W. Bush, Hiliary Clinton, Michael Jordon, Barbara Walters.

• Cut to the chase
• Get it done, now
• Move on
  

If you're a high D, you got the gist and are ready to log off this post at this point I am sure. No problem. All other types, I am sure will continue reading.

This style shows up as very competitive, independent, decisive, direct, results oriented, take charge, loves big challenges, fearless, blunt, head strong, impatient. Many times they are labeled as Type A, Alpha Males (applies to women too). This is how they are naturally wired.

While it's not High Ds intent, some view them as demanding, pushy, aggressive, egotistical, abrasive and other similar choice words. In the right role and situation though, they add tremendous value to the team for they are not afraid to take on tough challenges. In fact, they thrive on them.

These individuals are forward looking, great in situations where quick decisions are needed, where one needs to say take on a tough competitor, make the impossible possible. And they love change and in conflicts, they'll fight back. So never back them into a corner for they don't like to loose control or to loose.

Can you visualize those within your circle who fit these characteristics?

Don't Judge a Book By It's...

Yes, you said it...cover.

Yesterday I mentioned I'll be writing over the next 10 days about 4 different behavior styles and 6 different workplace motivators. Before I dive into that, I want to bring up two additional very important points.

First is human beings are way to complex to define by any one label. So while the information I will share with you will help you in gaining a deeper understanding and appreciation of yourself as well as others, please be mindful that there is so much more to each of us. Secondly, recognize that behaviors and motivators interplay.

For example, let's look at Joe (a real person, a dear friend of mine, whose name I have changed here as I don't share personal information about anyone on these blogs, aside from my own).

Joe on the surface (behavior) comes across as a pushy, dominating, aggressive individual. For those who are turned off by such behavior, as I too was at first, they often miss out by what he has to offer for deep in his heart, he has a heart of gold. You see, he has a strong drive to serve, to help others succeed. So if you get Joe in your corner, you have someone who will go to great lengths to help you get what you want.

Then there is Jane. On the surface she comes across as friendly, as charming, as someone who is there to help you. Yet on the inside she is driven very little by need to help others and instead her real drivers are power and prestige. In the right situation and role, she is a huge asset.

Therefore, as you gain greater insights into behaviors and motivators through my upcoming posts, please recognize that they do interplay, and therefore avoid the tendency to "judge a book by it's cover" alone.

Getting Along, Getting Aligned, Getting Ahead

As we're about to enter the holidays when there will be many gatherings, I wanted to continue on the post "Why Can't People Get Along", that I had written back in January of this year.

In my experience, a big reason for disagreements, distance between people, lost productivity, low engagement, turnover, etc. is simply because people can't get along. That often happens when people don't understand each other.

When they do get along and enjoy being with each other, they more effectively align, and it's simply amazing what they then can achieve. This is true not just in business but also in our lives outside of work as well. In fact, here's the formula to achieve nearly anything in life:

Simple Strategy + Systems/Processes + People + Action ===> Success

So no matter how good the strategy and systems and processes you have, nothing happens till people make it happen. And that doesn't happen 'till they are engaged in their work and with each other.

Therefore over the next 10 days, I am going to share with you, one each day, key pieces of information on each of the 4 basic personality styles and 6 key workplace motivators. Personality is what you can observe and motivators are what "internally" moves one into action. As you gain a deeper understanding of these and begin to apply this knowledge in your various personal and professional relationships, I am confident you're going to experience stronger connections, better results and greater joy.

One point to note though is that as you learn about these styles and motivators, it's important to recognize that there is no one style or motivator that is better then the other. Each style is important for everyone adds value. In addition, majority of individuals while they tend to exhibit one primary style, we're all complex beings and therefore we each have a mix of all styles generally and which one shows up more often depends on a given situation.

In any event, as you gain deeper understanding and apply of this knowledge, my hope is it will help you in numerous ways, as it has helped me. So for the next 10 days, I'll send you one post each day. (I'll do my best to keep 'em short and to the point.)

Five Ways to Fight Your Fear of Sales

My dear friend Kara S. McKinn and I recently published another article in the September/October 2010 issue of Association Now, publication of the American Society of Association Executives (ASAE). The article is entitled Five Ways to Fight Your Fear of Sales. For my blog readers, it is reposted below. Enjoy!

Many association executives have a secret: They don't like to sell. Stereotyped images of slick salespeople backing customers into the proverbial corner or dreaded repeat phone calls from someone who considers you a "hot lead" come to mind when we hear the word "sales."

In the "good old days," those of us who didn't like sales could often avoid it. But in today's economic reality, products and programs that used to almost sell themselves are hurting, and staff in departments as disparate as membership, certification, professional development, and conventions have added sales to their burgeoning to-do lists.

Selling in our experience can actually be a satisfyingly enriching experience. Making the switch from dread to success is often simply a matter of realigning your thoughts and actions. Here are some ideas to help you get started.

1. Understand what selling really is. Selling is simply fulfilling your members' needs with products and services that will help them meet their needs. It's matching problems to solutions.

2. Think in terms of connections and networks. As association professionals, we know how to connect with our members, nurturing helpful networks of like-minded people. This action of catalyzing connection and sharing is just selling by another name.

3. Ask and listen. In associations, we know how to ask great questions, to probe, and to listen to what members really need. We possess a thorough understanding of our products and services that will help our members achieve their desired outcomes. All we need to do is make the connection between members' needs and our solutions.

4. Invite and ask. Once you've asked probing questions, listened to members' or customers' answers, and discovered the connection between their needs and your offerings, it's time to invite and ask them to make the purchase—"invite" and "ask" being the key words. We can't really sell anyone what they don't need, at least not if we want to establish long-term relationships, which are essential to associations. We care about our members' success. And that's what professional selling is all about—helping others succeed.

5. Leverage your personal strengths. There is no one right way to do sales, so just be your authentic, natural self. Some people become subject-matter experts. Others enjoy picking up the phone and initiating conversations. Leverage your unique strengths to drive sales in a way that's comfortable for you. Otherwise, it can be hard to generate internal energy, which often leads to inaction. When you leverage your unique strengths and motivations, the inner energy naturally flows to provide the fuel necessary to do sales.

Once you make this mental shift, you can see that selling is really about establishing and enriching long-term relationships that help others succeed. Even the most sales averse among us can find that process to be fulfilling, deeply satisfying, and even joyous.

*****

To view the article on ASAE's site, go to: http://www.asaecenter.org/Resources/ANowDetail.cfm?ItemNumber=52801