BOLD Need for RESPECT
EXPRESSIVE Need to WIN
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Outspoken and direct.
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Verbal and passionate.
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Focused on the big picture.
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Values acceptance and personal prestige.
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Tends to be competitive, aggressive, and ambitious.
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Animated and persuasive.
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Gets right to the point and generally use as few
words as possible.
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Often speaks quickly, uses gestures, and gets
easily sidetracked.
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May come across as forceful or intimidating
to others.
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Great motivators because of their enthusiasm.
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Concerned with achieving tasks and goals. May
forget about the needs of the people carrying
out the work.
Focuses on the big picture; neglects the details
or the order of things.
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Easily bored by routine.
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Works best in a group setting for initial stages
but prefers to work alone.
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Makes decisions based on intuition.
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Enjoys spirited debates.
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Thrives on chaos.
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Likes to be involved in several projects at once.
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Unafraid of conflict; may seem overly stubborn
in defending their ideas.
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Thrives on fast-paced change.
SYMPATHETIC Need to be LIKED
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Naturally considerate and empathetic.
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Focused on people and interpersonal
relationships.
TECHNICAL Need to be RIGHT
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Tends to focus exclusively on facts and technical
details at the expense of feelings.
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Values logic, thoroughness, and precision.
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Team player; cooperative and easy to work with.
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Methodical when approaching problems and tasks.
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Great listener; always willing to help others.
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Prefers to work independently.
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Desire to keep everyone happy may interfere
with getting the job done.
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Tends to present too much detail in communications.
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Does not trust big picture without supporting
detail to back it up.
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Dislike conflict and will try to appease the
people involved and smooth over the issues.
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Slow to adjust to change because it upsets work
flow and routine.
May become overwhelmed by the details and
lose track of the big picture.
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Low assertiveness makes it difficult to say “no”
or to speak up when necessary.
Uncomfortable with conflict and defers to factual
conversations versus dealing with emotions.
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Needs to hear rationale for change.
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Guilty of saying what they think you want to hear.
Where Learning Drives Business Results
© 2007 Strategic Training Solutions. 2 Helena Court, Middletown, RI 02842 / TEL: 401 619-3451. This sheet may not be reprinted without written consent of STS of Middletown, RI.
BOLD
EXPRESSIVE
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Provide information in “real time”
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Avoid vague language like “very soon.”
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State exactly what you are thinking at that moment
of assessment. Don’t make them wait until the end.
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Keep informed of the situation.
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Be specific with time frames.
■
Get to the point right away, and communicate your
ideas quickly and clearly.
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Show how your ideas are compatible with their goals.
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If you’re the boss, ensure that the B’s curt and
straightforward style of communicating isn't causing
conflict with the rest of the staff.
■
If you are the boss and a B, remember to pay
attention to the feelings of your staff, not just the
end results they achieve.
■
Start conversations with the words “You’re right”
whenever possible. Then follow with an apology.
“You’re right. You have been waiting a long time.
I’m sorry.”
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Do not provide too many details verbally. E’s will
quickly get overloaded and annoyed.
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Have details written out so an E can read them instead.
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Do not expect an E to take notes.
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Start with “bottom line” of what is going to happen
and what the bottom line means.
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Work to keep up with their fast conversational pace.
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Be prepared for digressions and slowly help to
redirect them back to the conversation.
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If you’re the boss, give E’s tasks that require
innovation and showcase their capability.
■
Do not argue with an E. They do it for sport and are
great at it!
SYMPATHETIC
TECHNICAL
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Provide timely, specific, sequenced information.
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Encourage them to speak up: “I want to be able to
provide you with great clinical care, so it’s very
important that you let me know if anything changes.”
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Be truthful / do not sugar-coat.
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Give detailed explanation behind the test/results.
Do not give bottom-line only. An S needs to hear the
detail in order to trust the validity of information.
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Spend the time needed to establish rapport. Feel free
to share personal experiences or common interests.
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Avoid sounding rushed since an S will shut down
and become apologetic for needing your assistance.
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Let them know that it is okay to interrupt you if
they have questions.
■
If you are the boss, make sure that the S’s on your
staff are not overburdened or distracted by other
people’s problems.
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Acknowledge their intelligence. “That’s a great question”
Present information in a calm, controlled and
factual manner.
Present your ideas in a logical fashion, and back them
up with lots of facts and proof.
Describe the specific process flow. Provide specifics on
what to expect next, what test will be done & why, etc.
Details will help a T build trust in you and the process.
“This is what is going to happen…”
“These are the steps involved…”
Convey confidence in what you are saying.
Try not to rush a T during a conversation.
To help a T cope with change, focus on the reasons
that made it necessary, and the individual steps
needed to achieve it.
If you’re the boss, encourage T’s to share their ideas,
since they tend to be quiet and reserved during
group sessions.
Where Learning Drives Business Results
© 2007 Strategic Training Solutions. 2 Helena Court, Middletown, RI 02842 / TEL: 401 619-3451. This sheet may not be reprinted without written consent of STS of Middletown, RI.