Tool Title:
Tips for Working with Different Social Styles
Source:
Seagate Technology; Corporate Executive Board; Social Styles® (David Merrill and Roger Reid)
HR Business Partner Portal Topic Area:
Design & Management of the HRBP Team
Purpose:
To identify most and least appropriate techniques for working effectively with HRBPs through the understanding of social styles.
User Guidelines:
Use the models provided below to identify your personal style and determine how best to communicate with individuals with distinct styles.
HR Business Partner Context:
As leaders of a team, HRBP managers should consider the various social styles present among that team. By illuminating and addressing four communication styles, this exercise builds understanding between HRBP managers and their direct reports as well as HRBP team cohesion.
Although this tool allows users to choose either David Merrill’s Social Styles Model or Seagate
Technology’s Distinct Style matrix, HRBP managers may use other models as well to evaluate styles and appropriate techniques for working with various individuals.
See the Corporate Leadership Council's HR Business Partner Portal at www.clc.executiveboard.com
for updates and additional tools and insights.

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This is not an exercise for conducting an in-depth self-analysis.
Instead, this exercise serves to evaluate your style and different styles of clients to help you identify ways to effectively communicate and work together.
Use one of the models (Merrill’s or Seagate’s) and align yourself with one of the four styles that most fits you at work (see next page)
Ask yourself:
 What are two effective approaches an HR Business Partner could use with me?
 What is the worst approach an HR Business Partner could use with me?
Consider individually or as a group:
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What are two effective approaches to use with Analytical (or A) styles?
What is one technique you would never use with Analytical (or A) styles?
What are two effective approaches to use with Expressive (or B) styles?
What is one technique you would never use with Expressive (or B) styles?
What are two effective approaches to use with Amiable (or C) styles?
What is one technique you would never use with Amiable (or C) styles?
What are two effective approaches to use with Driver (or D) styles?
 What is one technique you would never use with Driver (or D) styles?
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Understand the client’s style and your style
Experiment with techniques that might work well with the client and gauge his/her reaction
Identify areas where you can appreciate the client
Consider modifying your approach given reactions
See the Corporate Leadership Council's HR Business Partner Portal at www.clc.executiveboard.com
for updates and additional tools and insights.
Source: Seagate Technology; Corporate Executive Board;
David Merrill; Corporate Leadership Council research.
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Seagate Technology created a simple, four-box matrix that lists characteristics of four different styles. Although individuals combine elements from more than one style and may switch styles, depending on the situation, focus on you or your client’s most dominant style for the purposes of this exercise.
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A (Analytical)
Drills down to the details
Responsible, implements
Values duty, loyalty, service
Can micro-manage
Keeps on task in meetings
C (Amiable)
Concerned about impact on people
Avoids conflict
Likes to get consensus, involve people
Communicates, asks questions
Concerned about the process at meetings
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B (Expressive)
Excited about vision for the future
Motivated by challenge
Likes to talk about opportunities
Makes plans with little follow-through
Impatient with human concerns
D (Driver)
Values action, change, risk-taking
Impatient with those who bring up obstacles
Does not need all the information before making a decision
Practical, not theoretical
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See the Corporate Leadership Council's HR Business Partner Portal at www.clc.executiveboard.com
for updates and additional tools and insights.
Source: Seagate Technology; Corporate Executive Board;
David Merrill; Corporate Leadership Council research.

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Merrill’s Social Styles arranges four styles—Analytical, Expressive, Amiable, and Driver—around two axes: responsiveness and aggressiveness.
Ask
Amiable
(C)
Relationship
Expressive
(B)
Tell
Analytical
(A)
Driver
(D)
Task
As with the Seagate model, although individuals combine elements from more than one style and may switch styles, depending on the situation, focus on your or the HRBP’s most dominant style for the purposes of this exercise.
Avoids Attacks Acquiesce
Autocratic Style when Stressed:
Measures personal value by:
Specialty:
For growth needs to:
Wants to save:
Activity Applause Attention Results
Needs climate that:
Words used to describe:
May be viewed as:
Take time to be:
Support their:
Technical
Decide
Face
Provides details
Social
Check
Effort
Inspires to their goals
Supportive
Initiate
Relationships
Suggests
Organized
Thorough
Logical
Prudent
Accurate
Conscientious
Enthusiastic
Ambitious
Creative
Fast-Paced
Optimistic
Confident
Diplomatic
Loyal
Supportive
Friendly
Considerate
Relaxed
Critical
Indecisive
Stuffy
Picky
Manipulative
Excitable
Undisciplined
Reactionary
Conforming
Unsure
Pliant
Dependent
Moralistic Egotistical Awkward
When interacting with the style YOU SHOULD:
Accurate
Principles and thinking
Stimulating
Dreams and intuitions
Agreeable
Relationships and feelings
Control
Listen
Time
Allows to build own structure
Direct
Assertive
Results-Oriented
Independent
Decisive
Competitive
Pushy
Severe
Tough
Dominating
Harsh
Efficient
Conclusions and actions
Persuade them by telling/answering:
For decision, give them:
How
Evidence and service
Who
Testimony and incentives
Why
Guarantees and assurances
What
Evidence and service
See the Corporate Leadership Council's HR Business Partner Portal at www.clc.executiveboard.com
for updates and additional tools and insights.
Source: Seagate Technology; Corporate Executive Board;
David Merrill; Corporate Leadership Council research.
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