e, freedom, and variety. But they need others who weigh pros and cons, calculate risks, use caution, structure a more predictable environment, research facts, deliberate before deciding, and recognize the needs of others. In fact, to be more effective, those with the “D” behavioral style need to understand that they need people, identification with a group, an awareness of existing sanctions, and to pace self and relax more.

Influence. Individ

Every Manager has experienced the frustration of not understanding why one management approach that works beautifully with one employee is ineffective with another. That’s because what we think would be motivating isn’t always motivating to someone else.

The same principle applies to client and co-worker relationships. We “click” or connect with some individuals and understand each other. But we also work with individuals who approach things differently. Research shows there are four different behavioral style dimensions. Understanding their characteristics can help us become more effective in our interactions with each other.

Four Dimensions

The Personal Profile System? is an instrument that helps identify how we tend to behave. It identifies four different behavioral dimensions: dominance, influence, steadiness, and conscientiousness. Although we behave with all four dimensions, we tend to use one or two most often.

Dominance. People who demonstrate the Dominant (“D”) behavioral style are usually fast-paced and task-oriented people. They thrive on the challenge of solving problems. Those with the “D” behavioral tendencies are quick decision makers. They don’t wait to be given authority; they take it. Don’t bog these people down with fluff or details—only results interest them. “Ds” are most comfortable when they can control their environment. They work best when they are free from controls and supervision. They overcome opposition to get the job done.

Those with the “D” behavioral tendencies tend to get immediate results, cause action, accept challenges, make quick decisions, question the status quo, take authority, manage trouble, and solve problems. They seek an environment that includes power, authority, prestige, challenge, opportunity, scope, freedom, and variety. But they need others who weigh pros and cons, calculate risks, use caution, structure a more predictable environment, research facts, deliberate before deciding, and recognize the needs of others. In fact, to be more effective, those with the “D” behavioral style need to understand that they need people, identification with a group, an awareness of existing sanctions, and to pace self and relax more.

Influence. Individ

ifferently. Research shows there are four different behavioral style dimensions. Understanding their characteristics can help us become more effective in our interactions with each other.

Four Dimensions

The Personal Profile System? is an instrument that helps identify how we tend to behave. It identifies four different behavioral dimensions: dominance, influence, steadiness, and conscientiousness. Although we behave with all four dimensions, we tend to use one or two most often.

Dominance. People who demonstrate the Dominant (“D”) behavioral style are usually fast-paced and task-oriented people. They thrive on the challenge of solving problems. Those with the “D” behavioral tendencies are quick decision makers. They don’t wait to be given authority; they take it. Don’t bog these people down with fluff or details—only results interest them. “Ds” are most comfortable when they can control their environment. They work best when they are free from controls and supervision. They overcome opposition to get the job done.

Those with the “D” behavioral tendencies tend to get immediate results, cause action, accept challenges, make quick decisions, question the status quo, take authority, manage trouble, and solve problems. They seek an environment that includes power, authority, prestige, challenge, opportunity, scope, freedom, and variety. But they need others who weigh pros and cons, calculate risks, use caution, structure a more predictable environment, research facts, deliberate before deciding, and recognize the needs of others. In fact, to be more effective, those with the “D” behavioral style need to understand that they need people, identification with a group, an awareness of existing sanctions, and to pace self and relax more.

Influence. Individ

nsions, we tend to use one or two most often.

Dominance. People who demonstrate the Dominant (“D”) behavioral style are usually fast-paced and task-oriented people. They thrive on the challenge of solving problems. Those with the “D” behavioral tendencies are quick decision makers. They don’t wait to be given authority; they take it. Don’t bog these people down with fluff or details—only results interest them. “Ds” are most comfortable when they can control their environment. They work best when they are free from controls and supervision. They overcome opposition to get the job done.

Those with the “D” behavioral tendencies tend to get immediate results, cause action, accept challenges, make quick decisions, question the status quo, take authority, manage trouble, and solve problems. They seek an environment that includes power, authority, prestige, challenge, opportunity, scope, freedom, and variety. But they need others who weigh pros and cons, calculate risks, use caution, structure a more predictable environment, research facts, deliberate before deciding, and recognize the needs of others. In fact, to be more effective, those with the “D” behavioral style need to understand that they need people, identification with a group, an awareness of existing sanctions, and to pace self and relax more.

Influence. Individ

they can control their environment. They work best when they are free from controls and supervision. They overcome opposition to get the job done.

Those with the “D” behavioral tendencies tend to get immediate results, cause action, accept challenges, make quick decisions, question the status quo, take authority, manage trouble, and solve problems. They seek an environment that includes power, authority, prestige, challenge, opportunity, scope, freedom, and variety. But they need others who weigh pros and cons, calculate risks, use caution, structure a more predictable environment, research facts, deliberate before deciding, and recognize the needs of others. In fact, to be more effective, those with the “D” behavioral style need to understand that they need people, identification with a group, an awareness of existing sanctions, and to pace self and relax more.

Influence. Individ

e, freedom, and variety. But they need others who weigh pros and cons, calculate risks, use caution, structure a more predictable environment, research facts, deliberate before deciding, and recognize the needs of others. In fact, to be more effective, those with the “D” behavioral style need to understand that they need people, identification with a group, an awareness of existing sanctions, and to pace self and relax more.

Influence. Individuals with the Influence, or “I” behavioral tendency are also fast-paced, but they are more people-oriented. These are the “people people.” They prefer to be around others and are enthusiastic and entertaining. Popularity is important to them. They get their job done by making allies with others. They enjoy contacting people, making a favorable impression, speaking articulately, creating a motivational environment, generating enthusiasm, entertaining people, and participating in groups. They seek an environment that includes popularity, social recognition, freedom of expression, group activities, democratic relationships, freedom from control and detail, opportunity to verbalize proposals, coaching and counseling skills, and favorable working conditions. They need others who concentrate on the task, seek facts, speak directly, respect sincerity, develop systematic approaches, prefer dealing with people, take a logical approach, and demonstrate individual follow-through. To be more effective, individuals with the “I” behavioral style need control of time, objectivity in decision-making, participatory management, more realistic appraisals of others, priorities and deadlines, and to be more firm with others.

Steadiness. Like those with the Influencing style, individuals who demonstrate the Steadiness or “S” behavioral tendency are people-oriented but at a much slower pace. The “S” style doesn’t like to make quick decisions, but value consistency instead. The “S” style is patient and loyal. They also are very good at listening to people and calming others when they get upset. Individuals with the “S” behavioral style focus on cooperating with others to accomplish their tasks.

Individuals with the Steadiness pattern tend to perform in a consistent, predictable manner. They de