Leadership Development: Communications and Motivation; Understanding Behavioral Styles and Values in the Workplace

Strategic Concepts Leadership Development: Communications and Motivation; Understanding Behavioral Styles and Values in the Workplace, an intensive full one-day workshop, will provide you with astounding insight into yourself and others. 
You will learn how to
  • See yourself as others see you
  • See others as they see themselves
  • Read people to adapt and communicate better
  • Improve the productivity of yourself and others
  • Build real world leadership effectiveness
  • Leverage the “hidden motivators” in yourself and others
How you and others respond to problems, people, pace and procedures is revealed by your behavioral style. Built on the proven DISC model this interactive workshop will provide you with a thorough understanding of human behavioral styles. Through an included behavioral style assessment you will gain in-depth insight of your own behavioral style and preferences. You will also learn to recognize the behavioral style of others and adapt your communications for maximum impact. 

Why you and others act as you do are based on your values. Values can be thought of as the “hidden motivators’ because they are not easily observed. Through an included values and attitudes assessmentyou will gain in-depth insight of your own values and attitudes and will learn how they drive your life, actions and decisions. You will also learn how to recognize the driving force in others lives.

Why our course?
Unlike some volume workshops this is a limited participant setting with highly interactive course material. You'll leave energized with the knowledge gained. We're so confident that you will be benefit from the workshop we offer a full money back guarantee. 
  • Results driven, bottom line benefits
  • A people environment fostering communication and collaboration
  • Easy to follow along, step-by-step method
  • Proven model backed by validated research and decades of use
Registration fee includes:
  • Validated Free Parking
  • Continental breakfast, lunch, drinks and snacks
  • Detailed Behavioral Style and Values online assessments with reports
  • Workshop and online debrief of assessment reports
  • Course manual, worksheets and take-aways
  • Certificate of Completion

Behavioral Styles in the Workplace

Everyone has a behavioral style. We see behavioral styles as the outward expression of someones inward personality attributes. There are four major behavioral styles, Dominant, Influential, Steady, and Compliant. This is known as the DISC model of behavioral styles. 

Typically most people have one dominant style and then another, or possibly two, secondary styles. In a workplace environment everyone has their "game face" on. That is, they adapt their behavioral style (normally without thinking about it) to fit their workplace situation. 

A persons natural behavioral style is heightened when they are under pressure, people notice the change if there is a significant difference between their adapted and natural behavioral style. For instance, if there is a tight deadline for a project and the parameters suddenly change people with certain behavioral styles can have difficulty with this change. That difficulty can manifest itself as stubbornness or the inability to adjust to the changes. 

Under normal circumstances the person wouldn't be seen as stubborn. That's because you normally see their adapted style, under pressure you see their natural style, which can have a stubborn streak. Many conflicts in the workplace can be attributed to co-workers with differing behavioral styles, even without stress or excessive pressure. 

Someone with a Dominate style is very forceful and is quick to make a decision, even if doing so means that some details fall through the cracks. If this person works on a team with someone with a Compliant behavioral style there can be conflicts, as this person needs to do the job correctly, even if it means missing the deadline. 

An example of this type of ongoing conflict situation would be a software development team leader and a programmer where the team leader is a high “D” style and the programmer is a high “C” style. There are many benefits to knowing your own behavioral style and those of your co-workers, including improved productivity and reduced conflicts. By knowing your own behavioral style you can be aware of your limitations and see yourself as co-workers see you. 

The same goes for knowing a co-workers behavioral style, you can be aware of their limitations and see them as they see themselves. This knowledge then allows you to make adjustments to suit combinations of differing behavioral styles and the pressure of the situation. So how do you determine your own and your co-workers behavioral styles? 

Easy, there are online assessments that provide a report detailing your behavioral style. Most people that take the assessments (around 90%) indicate that the reports are very accurate. When used as part of an overall team improvement training program the assessments provide a host of proven benefits including; improved productivity, reduced workplace conflict, improved communications and employee moral, reduced absenteeism, lower healthcare costs and more. You can take a free personal assessment here.

Values as Hidden Motivators

A person's performance and the reason for their behaviors can be directly related to their Values. When combined with DISC based behavioral styles knowledge, the picture of the individual is complete - both HOW he or she will behave and WHY - the values and motivational drivers behind his or her actions.

Values help to initiate one's behavior, and are sometimes called the hidden motivators because they are not always readily observed. Knowing motivating factors and attitudes allows people to understand the driving forces behind their decisions.

For example, if you were to develop a bonus program, would you know what "perks" would actually motivate a person? If you're giving money to a person with a low economic, high aesthetic value, it would be a mistake.

You might better motivate him or her with the prospect of a newly designed office. Which would be most motivational: a cash bonus, a trip to a technological convention, a pass to a major classical art exhibition, to be given an assistant, or to be freed of the tasks of managing others? If you know what is most valued, you know how to motivate.

Consciously or unconsciously, every decision or course of action we take is based on our beliefs, ethics and values. Values direct our actions and offer stimuli for behavior. Every great achievement was the result of someone seeing the value of the results. Values provide the initiative for the diligent pursuit of a goal or vision.

Attitudes and values are a lens through which we see the world. If we are participating in a discussion, activity, or career that is in line with our attitudes, we will value the experience. Conversely, if we are in a conversation, activity or career that is against our dominant attitudes, we will be indifferent or even negative toward the experience, most likely causing stress. If our values are not being lived at work or home, then our lives feel empty and we eventually search for that fulfillment elsewhere.

Six-factor Value Model: Theoretical, Utilitarian, Aesthetic, Social, Individualistic and Traditional.

Everyone has some of each of these values to a varying degree; Strong, Situational, or Indifferent. Each of the values consists of actions and initiatives you might expect to see exhibited from the person based on the value:
  • Theoretical
The chief aim in life is to use cognitive ability to understand, order and systematize knowledge for the sake of knowledge itself, the discovery of truth.
  • Utilitarian/Economic
Every investment in time, money or resources must always have a greater return. Practical interest in money and what is useful. Time and resources are meted out with an eye to future economic gain.
  • Aesthetic
Interest in form and harmony. Life is a series of episodic events, each enjoyed for its own sake. Has a heightened sense of beauty and inner vision (not necessarily talented in creative artistry).
  • Social
Invest resources into helping others to realize their full potential. Inherent love of people. Seeks to eliminate hate and conflict. Other persons are ends in themselves (not means). Altruistic, kind, empathetic, and generous, even to their own detriment.
  • Individualistic/Political
Power, highest position, not necessarily politics (most leaders). Others may be seen only through their own eyes and used as simply the means to an end.
  • Traditional/Regulatory
Unity, order and highest meaning of life. The need to be regulated or the need for structure from an outside source. Seeks to comprehend the cosmos as a whole and to relate themselves to a global totality. Dislikes change and chaos. May also exhibit inflexibility with regard to their convictions.


Values interact with one another.

Studies show that two or three values will be dominant and impel action. The very lack of importance of particular values can be significant in itself, since it shows the relative priority of the dominant motivations.

Values can and do change over a period of time.

Some values eclipse others as needs and wants are satisfied. Values are also affected by interactions with family, friends, teachers, religious issues, geographic location, the media, leaders, and so on.

The Kings Speech: When High D's Collide

As you may know the movie The Kings Speech won three academy awards; Best Picture, Colin Firth for Best Actor and David Seidler for Best Original Screenplay. The story of the screenplay and how it came to be is very interesting. You can read several articles here: http://www.firth.com/king.html Hopefully you have seen the movie. It will make reading this article more understandable.

This article revolves around the behavioral styles and values of the two main characters, Lionel Logue and Mr. Johnson/The Duke of York/Bertie/King George VI, as well as some of the other characters, and how they are exhibited in the movie.

For those that would like a brief primer of the four factor behavioral style model please click here: http://en.wikipedia.org/wiki/DISC_assessment For a primer on values click here: http://strategic-concepts.blogspot.com/2011/03/values-as-hidden-motivators.html

Princess Elizabeth first meets with Lionel Logue in his outer office where Elizabeth laments, “My husband has seen everyone to no avail. He’s given up hope.” To which Lionel quickly replies, “He hasn’t seen me.”
Ahh, the supreme confidence that Lionel shows us in some of his very first lines. Lionel is a “High D” in the vernacular of the DISC behavioral styles model, meaning that he has a high Dominant behavioral style component. High dominance can show itself in many ways, such as this statement of high self-confidence. Indeed, as Elizabeth’s next line is, “You’re awfully sure of yourself.”

Elizabeth and Lionel’s dialog continues and Lionel tells Elizabeth to have her husband come to the office to which she rebuts, “You must come to us.” Lionel stands firm and lightly says, “Sorry, Mrs J, my game, my turf, my rules.” Lionel is in complete control, which is another High D behavioral attribute.
Further on Elizabeth discusses her referral to Lionel but was warned that he is unorthodox and controversial, which concerned her. Lionel simply states, “I succeed.” Even when Elizabeth lets on that she is actually Princess Elizabeth and her husband the Duke of York Lionel states, “...for my method to work there must be trust and total equality in the safety of my consultation room. No exceptions.” How many doctors would have relented and gone to see the Duke of York forsaking their method? Elizabeth relents and asks when can they start.

So now we have the firmly established “High D” Lionel Logue and His Royal Highness The Duke of York in Lionel’s office where The Duke of York eventually asks, “Aren’t you go to start treating me Dr. Logue.” They spar over what they will call each other with Lionel preferring to call him Bertie and himself Lionel stating, “Perfect. In here, it’s better if we’re equals.”

When Bertie starts to light a cigarette Lionel tells him, “Don’t do that.” Bertie is of course stunned. How many people talk like that to a Royal? Lionel even says, “My ‘castle’, my rules.” We’re equals, end of discussion shall we move on?

Lionel starts by asking Bertie his earliest memory. Bertie wants none of that. He doesn’t want to talk about personal matters. When Lionel asks, “Why’re you here then?” Bertie explodes, “Because I bloody well stammer!” without stammering. “Temper”, Lionel says.

So yes, Bertie has a temper and gets angry. The emotion of a High D behavioral style is anger. So both Lionel and Bertie are High D behavioral styles. This will be very interesting. One of them has to win. In the ongoing conversation Bertie yells at Lionel to stop calling him Bertie. Lionel won’t call him anything else. Bertie retorts, “Then we shan’t speak!”

Lionel proposes a bet with Bertie, a competition using his recording contraption. With a High D person this is sure to get them going, they can’t stand to lose and will rise to the challenge. Think of talking to a strong-willed three year old, “I bet you can’t pick up ALL those toys in less than five minutes.” “You wanna bet!” will be the reply. Furious, Bertie accepts the bet, even though Lionel has to stake him. Eventually Bertie is completely fed up and leaves in a huff without hearing himself speak.

Later, after more failure speaking, Bertie listens to the recording at home. He hears himself speak without stammering. He goes back to Lionel who says, “Got the shilling you owe me?” “No I don’t!” an angry Bertie retorts. Lionel is still using Bertie’s High D behavioral style against him.

There relationship continues like this throughout the movie until eventually Bertie trusts Lionel. He no longer feels that he is in danger of being taken advantage of, another classic Dominant style attribute.
There’s another significant relationship in the movie other than between Bertie and Lionel. It’s between Bertie and David. This one, however, does not revolve around behavioral styles, even though they are quite different, it revolves around values.

David is a philanderer and doesn’t care what anyone thinks about it or what it does to his life or the lives of those around him or, ultimately, even his country. He is only interested in Love and it’s beauty. He is a high Aesthetic. Bertie, on the other hand, has a very high Traditional value system which means that he lives within a set of rules and a system and wants others to do so as well, even if it is not comfortable for him or them.

These values collide when David will not give up his divorced mistress even though he is king. He plans to marry her and stunningly abdicates the throne, turning it over to Bertie. Bertie’s motivation to be king is not based on the more common High Individualistic value. He’s not doing it for power. He’s doing it to save a Traditional value system.

For Lionel’s part he certainly isn’t in it for the money, even though he is making money off of Bertie. Lionel’s hidden motivational value system is High Social, he simply loves helping people.

Once you have a good foundation of knowledge about behavioral styles and values you’ll interpret movies and tv shows like this. Even better, you’ll learn to read the styles and values of those you work with, allowing you to get a lot more accomplished with a lot less stress, well sometimes less stress...

Leveraging Behavioral Style and Values Assessments

Many companies will say that their most valuable asset is their people. Even in today's highly digitized and anonymized (yes, I just made that word up) economy people are still what make businesses tick.

Can you accurately predict how a new hire will behave after you hire them? Yes, you can. We can show you how.

Through the use of our job benchmarking process and candidate behavioral style and values assessments you can do a better job of hiring the right person for the job. Then, once they are on the job, you'll have better knowledge to motivate and retain them.