Communicating for Results
“Developing the next generation of leaders”
© 2014 Patina Solutions, Inc..– All Rights Reserved
Imagine This Headline…
Study Suggests 50% of the People We Encounter
Are Turned Off By Their Perception of Our Style
2
Combine This With…
The number of US Hospitals investing money and
managerial effort into “rounding”.
Rounding as defined by the Studer Group as
proactively, engaging, communicating with,
listening to, building relationships with and
supporting your most important asset (your
employees).
3
Add This Piece of Data
The Gallup Organization (data from several million
employees) estimates that approximately 30% of
employees in US organizations are fully engaged.
This could mean in the average hospital in terms of
employee engagement, 70% of employees are giving
back in effort, productivity and discretionary effort
only 50% of what they are being paid.
That means 35% of payroll is pure cost...
No return on investment.
4
Discussion
Who in the room has had encounters with people
where the resulting conversation was not productive,
difficult, frustrating or made you angry?
What made the discussion difficult?
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People Give Up On Other People
6
The Comfort Zone
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Hypotheses
 Everyone exhibits patterns of behavior that can be identified and
responded to, in order to achieve better relationships.
 No one can do much about how others act, but we can modify
our own behaviors to be more effective.
 There are patterns in how people build trust.
 Any strength overused becomes a limitation!
 We are all someone else’s “difficult person”.
 The last person to understand your impact on others is YOU.
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How to Increase Effectiveness
Understand the Behavioral Model
Identify/Respond to Different Styles
Adapt to Different Styles
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The Golden & Platinum Rules
GOLDEN
“Do unto others as you would like others to
do unto you.”
PLATINUM
“Do unto others as they want done
unto them.”
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Evaluate (Judge)
Describe
We evaluate behaviors in a
subjective & judgmental
manner, using a personal set
of values.
We describe behaviors in a
factual way based upon
what we observe.
“I wish Mary weren’t
so rude.”
“I wish Mary would let
others finish talking
before she speaks.”
11
Paired Sharing
Identify a person with whom you work (no
names) and feel there is a need for improved
relations. Describe the specific behaviors of
that person using words in short phrases.
From
To
ATTITUDES
BEHAVIORS
JUDGMENTAL
DESCRIPTIVE
SPECULATIVE
OBSERVABLE
SUBJECTIVE
OBJECTIVE
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Osgood’s Research
The Measurement of Meaning
First Published in 1957
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Osgood’s Research
The Measurement of Meaning
25%
Dominance
25%
Emotions
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Osgood’s Research:
The Measurement of Meaning
25%
Dominance
25%
Emotions
50%
Evaluative
“Do we like what we
see?”
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Power & Emotion
POWER
Dominance
EMOTION
Emotions
Degree to which a person’s
behaviors are seen by others
as being forceful or directive.
Degree to which a person’s
behaviors are seen by others
as being emotionally
controlled.
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Communication Style Matrix
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Dominant vs. Unassuming
Dominant
Behavior
Unassuming
Behavior

Talkative
 Quiet

Faster pace
 Slower pace

More Statements
 Asks More Questions

More Direct
 More Indirect

Challenging
 Subtle

Assertive
 Goes Along

More pointing

Quick Decisions

Interrupts
 Gentle, Softer volume
 Slow Decisions
 Good Listener
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Expansive vs. Contained (Emotive)








Open
People Oriented
Warm
Wide Gestures
Spontaneous
Closed, more
rigid
“Task” Oriented
Cool

Fewer Gestures

Structured

Shows More Emotion

Excitable

Facial Expressions

Fun Loving

Orderly

Self Disciplined

Serious

Exacting
Expansive
Behavior
Contained
Behavior
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Communication Style Matrix
EXPANSIVE
Expansive
& Dominant
Expansive
& Unassuming
U
N
A
S
S
U
M
I
N
G
D
O
M
I
N
A
N
T
Dominant
& Contained
Unassuming
& Contained
CONTAINED
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The Matrix:
Controlling Style
D
O
M
I
N
A
N
T
• Determined
• Direct
• Results Oriented
• Impatient
• Time Conscious
• Immediate Return
• Winning
CONTAINED
“Less Expressive of Feelings”
22
The Matrix
Promoting Style
EXPANSIVE
“Shows Feeling”
D
O
M
I
N
A
N
T
• Stimulating
• Verbal
• Enthusiastic
• Creative
• Energetic
• Socialize
• Assertive
• Ideas
23
The Matrix:
Facilitating Style
EXPANSIVE
“Shows Feeling”
Caring
“Nice” Person
Sensitive
Friendly
Helpful
Trusting
Careful with People
Co-operative
U
N
A
S
S
U
M
I
N
G
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The Matrix
Analytical Style
• Less Verbal
• Specific
• Detailed
• Precise
• Exacting
• Patient
• More Internal
• Thinking/Writing
U
N
A
S
S
U
M
I
N
G
CONTAINED
“Less Expressive of Feelings”
25
Communication Style Matrix
EXPANSIVE (Shows Feelings)
Promoting
D
O
M
I
N
A
N
T
Stimulating
Verbal
Enthusiastic
Energetic
Socialize
Creative
Assertive
Ideas
Determined
Direct
Winning
Results Oriented
Impatient
Immediate Return
Time Conscious
Controlling
Facilitating
Friendly
Caring
Helpful
Co-operative
Trusting
“Nice” Person
Sensitive
Careful w/ People
Patient
Specific
Detailed
Precise
Exacting
Less Verbal
More Internal
Thinking/Writing
U
N
A
S
S
U
M
I
N
G
Analytical
CONTAINED (Less Expressive of Feelings)
26
Communication Style Matrix
EXPANSIVE (Shows Feelings)
Promoting
Facilitating
D
O
M
I
N
A
N
T
Stimulating
Verbal
Enthusiastic
Energetic
Socialize
Creative
Assertive
Ideas
Basic Need:
Personal
Recognition
Basic Need:
•Achieve
•Show
Results
Determined
Direct
Winning
Results
Oriented
Impatient
Immediate Return
Time Conscious
Controlling
Basic Need:
Acceptance
by Others
Friendly
Caring
Helpful
Co-operative
Trusting
“Nice”
Person
Sensitive
Careful
w/ People
Basic Need:
• Security
• Being Right
Patient
Specific
Detailed
Precise
Exacting
Less Verbal
More Internal
Thinking/Writing
U
N
A
S
S
U
M
I
N
G
Analytical
CONTAINED (Less Expressive of Feelings)
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The Assessment Process…
Quickly review each line, starting with line 1
Select and circle the word that most resembles you
at work
After completing all 15 lines, add up the number of
circles in each column
The facilitator will discuss what to do next
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Styles Summary
Keep the following points in mind:
It’s not who you are, but how you are seen by others as a
result of what you do.
Styles are a pattern or trend we exhibit to “most people,
most of the time.”
Styles are our way of communicating our needs to others.
We all exhibit some characteristics of each style and
tend to favor one style over others.
We each tend to like our own style; we believe our
approach to life is appropriate and productive.
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Styles Summary (continued)
We often forget that different people have different perceptions
of the world.
There is no correlation between style’s likelihood of success. No
one style is better or worse than another, only different.
Differences between styles can cause communication and
relationship difficulties.
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Judgmental Descriptions
EXPANSIVE
Promoting
D
O
M
I
N
A
N
T
Unrealistic
Shallow
Flakey
Egotistical
Pushy
Superficial
Dogmatic
Critical
Demanding
Tyrant
Slave Driver
“Bull” Headed
Insensitive
Domineering
Controlling
Facilitating
Weak
Wishy-Washy
Time Waster
Gullible
Lacking Goals
Unfocused
Sentimental
Cold
Stubborn
Nit Picker
Perfectionist
Boring
Indecisive
Remote
U
N
A
S
S
U
M
I
N
G
Analytical
CONTAINED
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Shares Time With…
PROMOTING
FACILITATING
Interesting
Fun Loving
People
Everyone
Useful
People
Knowledgeable
People
CONTROLLING
ANALYTICAL
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How Each Communication Style Uses Time
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
l.
m.
n.
o.
Busy/Pushy
Often Late
Future-Oriented
Relaxed
Keeps Agreements
Has time for efficient
people
Present-Oriented
Has time for everyone
Past-Oriented
Over-Committed
Effective
Orientation is equally
present, past, future
Takes things as they come
Has time for experienced
& knowledgeable people
Has time for lively people
EXPANSIVE
Facilitating
Promoting
D
O
M
I
N
A
N
T
B
C
J
O
D
H
L
M
A
F
G
K
E
I
N
Controlling
U
N
A
S
S
U
M
I
N
G
Analytical
CONTAINED
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How Each Communication Style
Makes Decisions
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
Realistically
Vacillating
Boldly
Reluctant
Idealistically – in terms of people
Prefers new alternatives
Willing to take a calculated risk
Logically-in sequence
Independently
Slowly
Prefers to be part of the group’s decision
Intuitively
Carefully
Quickly
Prefers effective alternatives
Prefers tested alternatives
Concerned about the decision’s effect on
people
EXPANSIVE
Facilitating
Promoting
D
O
M
I
N
A
N
T
12
6
14
5
2
11
17
4
9
3
15
1
7
8
16
13
10
Controlling
Analytical
CONTAINED
U
N
A
S
S
U
M
I
N
G
Social Styles Key Points
 No Ideal Style
 Not ‘good’ or ‘bad’
 Each can be effective and has a contribution to make
 Observation of Behavior
 Not ‘Why’ people behave as they do, but ‘What’
makes people different’
 And, ‘How’ to deal with these differences effectively
 Not Labeling People, but Grouping Behavior
 A Tool to:
 Understand others
 Identify needs
 Build trust
 Achieve good communications
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Trust - Why Build It?
 Constructive, Less Stressful Relationships
 Increased Credibility with Others
 Seen as a Problem Solver
 Win Others’ Confidence
 Greater Self-Confidence
 More Durable Results
 Build a Platform for Engagement
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Elements of Trust
Reliability
Congruence/
Candor
“What I say I’ll do and
what I do are the same.”
“What I say and what I mean
are the same.”
Openness
“I’ll tell you who I am and
what I’m about.”
Acceptance
“Who you are is okay with me.
I don’t wish to change you to
be more like me.”
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Ability for Trust Building
EXPANSIVE
Promoting
+ Openness
- Reliability
Facilitating
+ Acceptance
- Congruence
D
O
M
I
N
A
N
T
+ Congruence
- Acceptance
+ Reliability
- Openness
Controlling
U
N
A
S
S
U
M
I
N
G
Analytical
CONTAINED
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The Platinum Rule
“Do unto others as they want
done unto them.”
Two Others Critical Items
Regardless of style, 2 others things critical to
understand about yourself:
1. How flexible are you?
2. How approachable are you?
2012 Life Path Partners
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Flexibility- What is it?
1.The degree to which a person is open to change
2.The ability to view other people’s needs as being
at least as important as your own.
3.Doing something temporarily that is appropriate
to the situation at hand but that doesn’t come
naturally
Flexibility
You are seen as being flexible if you are…
1.
2.
3.
4.
5.
6.
7.
8.
Open to change
Meeting mutual needs
Being adaptable
Focusing on others
Having a variety of interests
Not locked into your social style
Willing to compromise
Able to deal with ambiguity
Flexibility – How Flexible Are You?
2012 Life Path Partners
43
Approachability
The degree to which you project to others that you
are aware of, and attentive to, their feelings.
It is respecting their individuality and also
projecting that you understand or want to
understand them.
People strong in approachability are usually more
accepting of differences in people, and tend to be
perceived as concerned and trustworthy.
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How Approachable Are You?
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As You Re-Enter Reality,
What Will You Do Differently?
Spend a couple of minutes with your
neighbors discussing the possibilities…
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Remember This Headline…
Study Suggests 50% of the People We Encounter
Are Turned Off By Their Perception of Our Style
47
Our Recommendation
1. Identify 2 people who you’d like to have a
better relationship with.
2. Develop a “Styles Hypothesis” for each,
and contrast it with your own.
3. Identify 2 things you’ll do differently to improve
each relationship, build more trust, be more
flexible or appear more approachable.
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Next Steps – Spend 2 minutes
As a result of this presentation, I will…..