We’re judged on our behaviors.
Of the three elements of Social Intelligence, your Behavioral Style is the easiest for others to assess. They may not see your Emotional Intelligence or identify your Mindset, but they can tell if you’re animated, rushed or sulking. The way you behave has a direct impact on your interactions with others and on your success in the workplace.
SOCIAL STYLE is the world’s leading Behavioral Style model. It has been used by thousands of organizations to improve leadership performance and sales results.
Each of the four Styles displays positive and negative characteristics when working with others, and research shows that people of any SOCIAL STYLE can be successful in any profession. If someone’s SOCIAL STYLE is not inherently good or bad, what is the point of studying these behavioral preferences? Understanding Style allows you to identify the preferences of others and modify your behavior to make others more comfortable. This is known as Versatility, and it is strongly linked to career and business success.
TRACOM’s SOCIAL STYLE Profile measures SOCIAL STYLE and Versatility, allowing you to take steps to improve your relationships and performance. Taking these steps is especially important for increasing leadership performance, developing coaching skills, increasing sales, building relationships, working in teams and enhancing communications. Click one of the links below to learn more about how SOCIAL STYLE can make all the difference in these areas:
- Leadership Performance
- Coaching Skills
- Increasing Sales
- Building Relationships
- Working in Teams
- Enhancing Communications
- International Training
Social Style Tip of the Day
Effectively Asking the Expressive Style Person a Question
Expressive Style people are direct and open. When you need information from them, approach them in a friendly way and ask open-ended questions (e.g., “How can we manage this project so we meet the deadline?”). These types of questions allow them to share their opinions and expand on their thoughts, without constraint. In contrast, closed-ended questions (“What is your plan to meet the deadline?”) can be confining and uncomfortable for these individuals. When it is necessary to ask closed-ended questions, ask a series of questions about discreet facts rather than a broad detailed question that would need to be answered in a linear way. For example, ask “Which team members are working on this project?” Once they have answered ask “What is each person’s role?” A less effective method would be to ask “Who is working on this project and what are their roles and time commitments?”
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