Understanding the Four Behavioral Styles
Legacy signals
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- Wants to get results
- Likes “do it and do it now” approaches
- Wants to be in charge
- Likes new opportunities and challenges
- Wants opportunity for advancement
- Likes initiating change and taking risks
- Being taken advantage of
- Losing control over the environment
- Boredom
- Being tied to routine
- Appearing weak or soft
- Develop more patience with other people
- Learn to negotiate with others
- Develop greater awareness of other people’s needs
- Verbalize reasons for conclusions.
- Creating challenges
- Moving people and situations around in his/her favor
- Change for the sake of doing something new
- Wants to be involved with people
- Wants to have fun while getting things done
- Likes to help people talk things out
- Wants freedom from following through on details
- Making a favorable impression
- Being blamed for things going wrong
- Having people be upset with him/her
- Not being liked
- Public humiliation
- Become more objective in making decisions
- Develop more organized, systematic approaches to tasks
- Improve follow-through by paying attention to key details
- Learn to be direct and firm when confronting others
- Gain more control over use of time
- Emotional expressions or outbursts — others may feel attacked
- Verbalizing thoughts and feelings
- Humor, playfulness
- Meetings, discussions
- Likes to be involved with people
- Wants everyone to do their share
- Likes things to run smoothly
- Wants stability and security
- Wants conflict-free environment
- Enjoys being a good listener
- Calming excited people
- Situations where nobody knows what is happening
- Confusion and instability
- Lack of clarity on expectations
- Situations requiring aggressive confrontations
- Learn to handle change better
- Become more assertive
- Increase his/her comfort with handling conflict
- Vary routines occasionally
- Become more receptive to short-cut methods
- Speak up when conce ed or upset
- Modesty
- Accommodation to others
- Predictability
- Wants specific criteria for performance
- Likes accuracy
- Likes setting and meeting high standards
- Wants opportunities to analyze and assess
- Likes logical, systematic approaches to work
- Unjustified personal criticism
- Criticism of what he/she has done
- Changes and surprises that may affect his/her performance
- Spontaneous displays of feelings
- Situations that require talking about his/her personal life
- Develop more comfort with emotionally charged situations
- Determine potential payoff before investing time analyzing a task
- Learn to value informal interactions with others
- Adjust his/her standards to the needs of the environment
- Practice confronting directly rather than making indirect comments
- Analysis
- Criticism of performance — both of self and others
- Defensiveness when questioned about his/her performance
- Logical approaches to people and situations
Article author
About the Author
Susan Cullen is President of Quantum Learning Solutions, Inc. She is considered an expert in the use of blended learning methodologies for lasting organizational change. Susan has a Master's Degree in Organizational Development and over 18 years experience in workforce development and learning. For more information, contact 1-800-683-0681 or http://www.quantumlearn.com
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