2/17/2015
Managing for the Birds
The Birds
The Analytical Owl
The Behavioral Dove
Conceptual Peacock
Directive Eagle
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2/17/2015
The Analytical Owl
The Owl Characteristics
As Leaders they:
 Enjoy Challenges
 Plan detailed strategies
 Expect precise responses from staff
 Focus on technical problems
 Prefer traditional approaches
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THE OWL
• Attributes: Intellectual, ingenious, able to
exercise authority, good problem solvers
• Social Organization: Impersonal, skilled at
organization, like to establish controls, prefer
limited control by others
• Best Organizational Fit: Individual work,
planning, solving complex problems
How the Owl Communicates
• Verbal (words): Fact and task-orientated, limited
sharing of feelings, more formal and proper,
focused on conversation.
• Vocal (tone of voice): Little inflection, few pitch
variations, steady, monotone delivery, low
volume and slow speech.
• Visual (body language): Few facial expressions,
noncontact orientated, few gestures.
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The Owl Under Stress
“I can’t help you any further. Do what you want.”
They may Appear
Overeliant on data and documentation
Resistant to change
Slow to act
Slow to begin work
Unable to meet deadlines
Unimaginative
Withdrawn
Resentful
What the Owl Needs
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Guarantees that they are right or correct
Understanding of principles
Slow pace for “processing” information
Accuracy
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How To Keep the Owl Flexible
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They need to know how they can justify it logically/how it works.
Do it with Accuracy
Save them Embarrassment
To help them reach a decision, provide them with Data and
Documention
They like you to be Percise
Support their procedures
When writing to them be detailed and precise
On the phone be businesslike and precise
Managing an Owl
• Motivate by appealing to their need to be accurate and their
logical approach
• Compliment their efficiency, thought processes, organization,
persistence, and accuracy.
• Counsel by specifying the exact behavior that is indicated and
how you would like to see it changed and establish a
checkpoint and times.
• Delegate by making sure to answer all their questions about
the structure. Make sure the details are clear and establish
deadlines.
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The Behavioral Dove
The DOVE Characteristics
As Leaders they:
Are supportive of staff
Work for organizational agreement
Need staff who share their sense of mission
Focus on the feelings and well-being of others
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THE DOVE
Attributes: Sociable, friendly, supportive, good
counseling skills
Social Organization: Possess a talent for building
teams, encourage participation
Best Organizational Fit: Cooperative, people
oriented, collegial setting
How the Dove Communicates
Verbal (words): Ask more than tells, Listens more than
talks, reserves opinions, less verbal communication.
Vocal (tone of voice): Steady, warm delivery, less forceful
tone, lower volume, slower speech
Visual (body language): Intermittent eye contact, gentle
handshake, exhibits patience, slower moving.
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The Dove Under Stress
“Okay if that’s the way you must have it, we’ll try it.”
They may appear:
Wishy-Washy
Submissive
Passive
Dependent
Hesitant
Defensive
Indecisive
What The Dove Needs
Reassurances that they are liked
Personal assurances
Slow pace for comfort and security
Trusting relationships
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How to keep Doves flexible
• Need to know how it will affect their own personal
circumstances
• Do it with warmth
• Save them Conflict
• Provide them with personal service and assurances
• They like you to be pleasant
• Support their Feelings
• Focus on the Relationships
• Write Warm and Friendly
• On the Phone be Warm and Pleasant
Managing a Dove
• Motivate by showing them how it will benefit their
relationships
• Compliment their teamwork and their skills in
relationship building and getting along with others
• Counsel by reassuring them that what you are seeking
to correct is only the behavior, don’t blame or judge the
person-stay focused on the behavior.
• When Delegating make a personal appeal to their
loyalty. Give them a task, state the deadlines and, and
them explain WHY it’s important to do it a specific
way.
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The Conceptual Peacock
The Peacock Characteristics
As Leaders, They:
Energize their staff
See the Big picture
Enhance their organization’s reputation as a front
runner
Need staff who can implement details
Encourage creative solutions to problems
Take Risks
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The Peacock
Attributes: Insightful, like to test experiences,
enthusiastic, persuasive.
Social Organization: Very personal, are the life of
the party, well liked, able to even out the rough
spots.
Best Organizational Fit: Decentralized setting,
open organization.
How Peacocks Communicate
Verbal (words): Tells stories, anecdotes, shares personal
feelings, informal speech, expresses opinion readily,
flexible time perspective, digresses from conversation.
Vocal (tone of voice): Lots of inflection, more pitch
variation, more variety in vocal quality, dramatic, high
volume, and fast speech.
Visual (body language): Animated facial expressions, much
hand/body movement, contact oriented, spontaneous
actions.
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Peacocks Under Stress
“Hey, Let’s get on to something more positive”
They may Appear:
Manipulative
Overeager
Impulsive
Inconsistent
Superficial
Unrealistic
Wasteful of Time
What Peacocks Need
To get credit
Action and Interaction
Quick pace for stimulation and
excitement
Prestige
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Keeping a Peacock Flexible
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They need to know how it enhances their status and visibility
Do it with Flair
Save them Effort
In making a decision, provide them with testimonials and
incentives
Likes you to be Stimulating
Support their Ideas
Focus on the Relationships/Interactions
Write Informal and Dramatic
On the Phone, be Conversational and Playful
Managing a Peacock
• Motivate by Offering Incentives and Testimonials. Show them
how they can look good in others eyes.
• Compliment their Appearance, Creative Ideas, and
Persuasiveness and Charisma.
• Counsel them by being Specific about what the problem is
and what behavior is needed to eliminate the problem. Be
sure to confirm in writing the agreed upon behavior changes.
• When delegating a task, make sure you get a clear agreement.
Establish checkpoints so that there is not a long period of
time between progress reports-meet frequently.
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The Directive Eagle
Directive Eagle Characteristics
As Leaders, they:
 Exercise power and control over others
 Prefer short-term goal setting
 Focus on internal problems of the organization
 Look for speed, efficiency, and results from coworkers
 Enforce Rules
 Work hard to produce results
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The Eagle
Attributes: Practical, matter of fact, quick, results
oriented, good administrative skills
Social Organization: impersonal, need power and
status, dislike committees
Best Organizational Fit: Structured, goal oriented
How Eagles Communicate
Verbal (words): Tells more than asks, talks more than listens,
lots of verbal communication, makes emphatic statements,
blunt and to the point.
Vocal (tone of voice): More vocal variety, more forceful
tone, communicates readily, high volume fast speech,
challenging voice intonation.
Visual (body language): Firm handshake, steady eye contact,
gestures to emphasize points, displays impatience, fast
moving.
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The Eagle Under Stress
“If you can’t stand the heat, get out of the kitchen”
They may appear:
Restless
Critical
Blunt
Intrusive
Uncooperative
Irritable
Aggressive
Pushy
What the Eagle Needs
 Control of the situation
 Tangible evidence of progress
 Fast pace for moving toward goals
 Accomplishments
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Keeping the Eagle Flexible
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They need to know What it does, By when and What it Costs.
Do it with Conviction
Save them Time
When needing a decision provide options with supporting
analysis.
They like you to Get to the Point
Support their Goals
Focus on The Task/The Result
Write Short and to the point
On the Phone be Short and to the Point
Managing the Eagle
 Motivate them by providing them options and clearly
describing the probability of success in achieving the
goal.
 Compliment their Achievements and Leadership
potential
 Counsel by sticking to the facts, describe what Result is
desired, Show them the gap between actual and desired.
Establish a time when they will get back to you.
 When Delegating, give them the bottom line and get
out of their way, so they can be more efficient. Give
them parameters, guidelines and deadlines.
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Leadership
No one style is better than another
Leaders have different dominant styles
Understanding styles helps us speak each other’s language
No leader has all the skills
We all use a combination of styles
Use an honor all 4 styles
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