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Communication Styles

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Communication Styles

  1. 1. Understanding Communication Preferences Shannon L. Oborne MB351 June 26, 2008
  2. 2. Why are you here? <ul><li>You are the leadership team expected to drive this organization’s goals </li></ul><ul><ul><li>Staffing – 40% growth in FY2008-2009 </li></ul></ul><ul><ul><li>Revenue – 85% growth (3x market share) </li></ul></ul><ul><ul><li>Marketing –4 new products; U.K. expansion </li></ul></ul><ul><li>People are the engine </li></ul>
  3. 3. Why am I here? <ul><li>Vice President/General Manager, College Loan Corporation (2002-2007) </li></ul><ul><ul><li>Expanded from 8 to 72 sales executives </li></ul></ul><ul><ul><li>Moved from 63 rd to 8 th largest education lender in U.S. </li></ul></ul><ul><ul><li>Launched 2 new brands and 6 successful products </li></ul></ul><ul><li>Director of Marketing/eCommerce, Collegiate Funding Services (1999-2002) </li></ul><ul><ul><li>Expanded from 60 to 1200 employees </li></ul></ul><ul><ul><li>Increased annual loan originations from $850,000 to $2Billion </li></ul></ul><ul><ul><li>Launched 15 successful products; expanded into BPO market </li></ul></ul>
  4. 4. It’s a Fact: <ul><li>Individuals have various preferences for both communicating with others and interpreting the communications from others. </li></ul>
  5. 5. Historical Types & Temperaments Carl Jung (1921) Extraversion Introversion Sensing iNtuition Thinking Feeling Judging Perceiving Katharine Cook Briggs and Isabelle Briggs Myers (~1942) Driver Analytical Expresser Relater Artisan Idealist Guardian Rational Intuitor Thinker Feeler Sensor Sanguine Choleric Melancholic Phlegmatic GST Telecom (1992) Dr. David Keirsey (1984) Dr. Paul Mok (1974) Hippocrates (~400 B.C.)
  6. 6. Personality Scales  Open --- Reserved   Direct (tells) ----------------- Indirect (asks) 
  7. 7. Personality Scales  Open --- Reserved   Direct (tells) ----------------- Indirect (asks)  Relater Expresser Analytical Driver
  8. 8. Inherent Strengths Cooperative Loyal Supportive Diplomatic Patient Easygoing Respectful Logical Thorough Serious Systematic Critical Precise Prudent Imaginative Friendly Enthusiastic Outgoing Excitable Persuasive Spontaneous Independent Candid Decisive Pragmatic Determined Efficient Objective Relater Expresser Analytical Driver
  9. 9. Potential Weaknesses Dominating Insensitive  Determined Objective Driver Conforming Permissive  Supportive Easygoing Relater Undisciplined Unrealistic  Enthusiastic Imaginative Expresser Exacting Inflexible  Precise Systematic Analytical Weaknesses (Can Become) Strengths Style
  10. 10. The Driver <ul><li>Action-oriented; prefers to communicate about: </li></ul><ul><ul><li>Getting things done </li></ul></ul><ul><ul><li>Objectives & results </li></ul></ul><ul><ul><li>Performance & productivity </li></ul></ul><ul><ul><li>Efficiency & moving ahead </li></ul></ul><ul><ul><li>Decisions & achievements </li></ul></ul>“ Show me how this affects our bottom line.”
  11. 11. The Analytical <ul><li>Process-oriented; prefers to communicate about: </li></ul><ul><ul><li>Facts & figures </li></ul></ul><ul><ul><li>Policies & procedures </li></ul></ul><ul><ul><li>Systems & organizations </li></ul></ul><ul><ul><li>Planning & forecasting </li></ul></ul><ul><ul><li>Analysis & control </li></ul></ul>“ What I need are practical suggestions.”
  12. 12. The Expresser <ul><li>Idea-oriented; prefers to communicate about: </li></ul><ul><ul><li>Innovation & change </li></ul></ul><ul><ul><li>New ways of doing things </li></ul></ul><ul><ul><li>Creativity & possibilities </li></ul></ul><ul><ul><li>Alternatives or options </li></ul></ul><ul><ul><li>Concepts & grand designs </li></ul></ul>“ I like competent, imaginative problem-solvers.”
  13. 13. The Relater <ul><li>People-oriented; prefers to communicate about: </li></ul><ul><ul><li>Needs & motivation </li></ul></ul><ul><ul><li>Teamwork & team spirit </li></ul></ul><ul><ul><li>Feelings & beliefs </li></ul></ul><ul><ul><li>Values & self-development </li></ul></ul><ul><ul><li>Emotions & relationships </li></ul></ul>“ Show concern for me and my problems.”
  14. 14. Impact on Decisioning No. I’m sorry; I know you worked hard on this & wanted it to happen. (unsaid: I wasn’t moved by your presentation) I think so. Let me discuss this with the staff before we finalize. Since they’ll be using the new program, I want to make sure they feel like they’re part of the decision. Relater No. Your proposal falls short in a few areas & just doesn’t meet all of our needs. Yes. This project is going to be a great advantage for our staff & customers; I’m thrilled to get started. Expresser No. Re-crunch your numbers and come back to me if it makes sense. Yes, it makes logical sense. Analytical No. Thanks & goodbye. Yes, let’s do it. Driver No Yes
  15. 15. Questions?
  16. 16. Resources <ul><li>Books </li></ul><ul><li>Personal Styles & Effective Performance </li></ul><ul><li>Authors: David W. Merrill and Roger H Reid </li></ul><ul><li>Publisher: CRC (January 1981) </li></ul><ul><li>Please Understand Me: Character and Temperament Types Authors: David Keirsey & Marilyn Bates </li></ul><ul><li>Publisher: Prometheus Nemesis Book Company (1984) </li></ul><ul><li>People Styles at Work: Making Bad Relationships Good and Good Relationships Better </li></ul><ul><li>Authors: Robert Bolton and Dorothy Grover Bolton </li></ul><ul><li>Publisher: AMACOM (May 1996) </li></ul><ul><li>Audio Download </li></ul><ul><li>The Platinum Rule: Do Unto Others as They'd Like Done Unto Them </li></ul><ul><li>Authors: Tony Alessandra, Ph.D. and Michael J. O'Connor, Ph.D </li></ul><ul><li>Publisher: Time Warner AudioBooks (1996) </li></ul>
  17. 17. Resources <ul><li>Internet Articles </li></ul><ul><li>Versatile Leadership </li></ul><ul><li>Michael Leimbach, Ph.D., Wilson Learning </li></ul><ul><li>http://wilsonlearning.com/images/uploads/pdf/versatile_leadership_en.pdf </li></ul><ul><li>Communication Styles </li></ul><ul><li>David G. Jensen, Search Masters International </li></ul><ul><li>http://www.searchmastersinternational.com/web/us/smi/en/pages/careers_career_dev_commun_styles.html </li></ul><ul><li>Leading Up In The Organization: A Model For Increased Effectiveness </li></ul><ul><li>John R. Darling and W. Earl Walker </li></ul><ul><li>http://lta.hse.fi/2003/3/lta_2003_03_a1.pdf </li></ul>
  18. 18. Understanding Communication Preferences Shannon L. Oborne MB351 June 26, 2008