TRACOM Group Managerial Admin Kit Sneak Peek - The TRACOM ...

TRACOM Sneak Peek
Excerpts from
Facilitating a Workshop
Using the Improving Managerial
Effectiveness with Versatility Guides
Admin kit

Table of Contents
Iintroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
History
Workshop Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Roots of the SOCIAL STYLE Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
The Model Comes Together . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Workshop Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Workshop Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Two-Hour Version And Four-Hour Version . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
The Self-Perception Questionnaires . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
The Improving Managerial Effectiveness With Versatility Concepts Guide . . . . . . . . . . . . . . . 4
Resource CD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Additional Materials Available For Supplemental Exercises . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Preparation For The Workshop . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Additional Facilitator Preparation Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Suggested Workshop Timing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Suggested Timing For The Two-Hour Workshop . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Suggested Timing For The Four-Hour Expanded Workshop . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Developing Managerial Effectiveness with Style Workshop—Two-Hour Version . . . . . . . . . . 10
Section I: Introduction, Overview, And Self-Perception Questionnaires . . . . . . . . . . . . . . . . . 11
Section II: SOCIAL STYLE Fundamentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Section III: Improving Your Effectiveness & Versatility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Optional Exercises — Four-Hour Version . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Strengths and Weaknesses of Each Style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
Taking my Growth Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
Identify the Facilitator's Style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
Style Observation Rules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Estimating a Direct Report's Style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
Style Forum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
Knowing What a Direct Report Accepts/Rejects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Helping Your Direct Reports Increase Their Productivity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Developing Actions Toward Others Using the Style Dial . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Communicating With My Direct Reports—with Style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Delegating to Direct Reports—with Style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
© The TRACOM Corporation, All Rights Reserved.
FACILITATOR
GUIDE
I

Introduction
WORKSHOP OVERVIEW
The SOCIAL STYLE Model is easy to understand and apply. It provides an effective framework and
specifi c techniques for helping people to improve their interpersonal managerial skills.
This guide provides you, the workshop leader, with the necessary information for conducting either a
basic or expanded workshop using TRACOM’s Improving Managerial Effectiveness with Versatility
Guides and accompanying SOCIAL STYLE and Versatility Questionnaires. The workshop focuses on
the essentials of Style and incorporates well over forty years of collective instructional and facilitative
experience with the SOCIAL STYLE Model.
To orient you to the Style legacy, this guide begins with a brief history of the SOCIAL STYLE Model.
Next, it provides a game plan for successfully conducting both a basic and an expanded version of the
workshop. The guide suggests instructional options depending on the amount of time set aside for
training. Finally, the guide includes Supporting Research about the SOCIAL STYLE Model to enrich
your knowledge of Style and Versatility and to prepare you for many of the questions typically asked by
participants.
This guide lays out instructions and activities in a way to give you maximum fl exibility in delivering
the program elements. It is up to you to decide what level of understanding and skill development are
necessary for your participants and to adjust the presentation accordingly.
© The TRACOM Corporation, All Rights Reserved.
FACILITATOR
GUIDE
1

Workshop Materials
WORKSHOP MATERIALS
© The TRACOM Corporation, All Rights Reserved.
FACILITATOR
GUIDE
The following pages explain how to use the materials that are available for delivering this workshop. By
carefully reviewing these materials, you will be able to select the workshop elements most appropriate for
your participants and the time you have available for training.
Specifi cally, this guide covers the following items:
■ Self-Perception Questionnaires
■ Improving Managerial Effectiveness with Versatility Concepts Guide
■ Resource CD (PowerPoint slides, participant handouts, marketing materials)
■ Optional exercises
■ Additional resource materials available for purchase
■ Additional facilitator preparation materials
TWO-HOUR VERSION AND FOUR-HOUR VERSION
This facilitator guide was designed to provide you quite a bit of fl exibility in delivering this program.
You will fi nd that we have provided a suggested workshop outline and timing for both a two-hour basic
workshop and a four-hour expanded workshop.
Two-Hour Workshop
The two-hour workshop is designed to provide an introduction to SOCIAL STYLE and Versatility.
The workshop teaches your participants about the fundamental concepts of behavior versus personality,
provides insight into the four SOCIAL STYLES, and demonstrates the impact that their SOCIAL STYLE
and Versatility have on others, such as their direct reports.
Four-Hour Workshop
The four-hour workshop expands the participants' understanding of the concepts covered in the two-hour
version through the use of a variety of hands-on experiential exercises that you may choose from. There is
also signifi cant additional content added to the program regarding the application of SOCIAL STYLE and
Versatility concepts in the skills and tasks associated with managing people.
3

Suggested Workshop Timing
SUGGESTED TIMING FOR THE TWO-PLUS-HOUR WORKSHOP
8
SEGMENT
TIME
ACTIVITY
BASIC VERSION
2 hrs.
0:10
Section I: Introduction/Self-Perception Questionnaires
Introduction, Overview and Objectives 0:10
0:10 The SOCIAL STYLE and Versatility Self-Perception
Questionnaires
Section II: SOCIAL STYLE Fundamentals
0:20
0:05 Behavior vs. Personality 0:25
0:05 Say and Do Behaviors 0:30
0:20 Dimensions of Behavior
SECTION III: SOCIAL STYLE Model
0:50
0:05 The Four SOCIAL STYLE Positions 0:55
0:05 Your SOCIAL STYLE Position 1:00
0:20 Exercise: Learning More About Your Style 1:20
0:05 SOCIAL STYLE Summary 1:25
0:05 Key Characteristics
SECTION IV: Tension Management
1:30
0:15 Tension Management
SECTION V: Versatility
1:45
0:05 Managing in the Third Dimension 1:50
0:05 The Four Sources of Versatility 1:55
0:05 Your Versatility Score 2:00
0:05 Improving Your Effectiveness with your Direct Reports 2:05
0:05 Program Summary and Next Steps 2:10
Remember: you can add or delete optional exercises to meet the needs of your participants.
Facilitator's Guide: Enhancing Your Managerial Skills with SOCIAL STYLE

Suggested Workshop Timing
SUGGESTED TIMING FOR THE FOUR-PLUS-HOUR EXPANDED WORKSHOP
SEGMENT
TIME
© The TRACOM Corporation, All Rights Reserved.
ACTIVITY
EXPANDED VERSION
4 hrs.
0:10
Section I: Introduction/Self-Perception Questionnaires
Introduction, Overview and Objectives 0:10
0:10 The SOCIAL STYLE and Versatility Self-Perception
Questionnaires
Section II: SOCIAL STYLE Fundamentals
0:20
0:05 Behavior vs. Personality 0:25
0:05 Observable Say and Do Behaviors 0:30
0:20 Dimensions of Behavior, Assertiveness, Responsiveness
Section III: SOCIAL STYLE Model
0:50
0:05 The Four SOCIAL STYLE Positions 0:55
0:05 Your SOCIAL STYLE Position 1:00
0:20 Exercise: Learning More About Your Style 1:20
0:05 SOCIAL STYLE Summary 1:25
0:05 Key Characteristics 1:30
0:20 Optional: Taking My Growth Action
SECTION IV: Tension Management
1:50
0:15 Tension Management 2:05
0:30 Optional: Style Forum or Strengths & Weaknesses of My Style 2:35
0:10 Break 2:45
0:10 Optional: Style Observation Rules 2:55
0:15 Optional: Estimating a Direct Report's Style
SECTION V: Versatility
3:10
0:05 Managing in the Third Dimension 3:15
0:05 The Four Sources of Versatility 3:20
0:05 Your Versatility Score 3:25
0:05 Versatility Components 3:30
0:25 Optional: Know What a Direct Report Accepts and Rejects 3:55
0:20 Communicating with My Direct Reports—With Style 4:15
0:05 Program Summary and Next Steps
Alternate Exercises
4:20
0:10 Identifying the Facilitator's Style
0:30 Helping your Direct Reports Increase their Productivity
0:30 Developing Actions Toward My Direct Reports Using the Style Dial
0:30 Delegating to Direct Reports—With Style
Remember: you can add or delete optional exercises to meet the needs of your participants.
FACILITATOR
GUIDE
9

10
Introduction
AS A MANAGER, WHY IS IT IMPORTANT
TO LEARN ABOUT SOCIAL STYLESM AND
VERSATILITY?
his guide is designed to teach you about
SOCIAL STYLE and Versatility concepts Tand
how they can help you to develop
skills that will make you more effective as a
manager. So, what does this mean and why should
you care? The short answer is, by applying the
SOCIAL STYLE and Versatility concepts that you
will learn throughout this guide, you can get more
done faster and with less effort. Plus, your direct
reports will most likely increase their levels of
support and respect for you as a manager.
Here's how it works. You have ways that you
prefer to act and interact with your direct reports.
For example, when you undertake a project you
may prefer to move fast, gather just the necessary
facts, make assignments, and get things going right
away; or you may prefer to take things a little
slower as you sort out the details, consider
alternatives, and contemplate the consequences of
taking one course of action versus another. These
behavioral preferences and patterns of behavior are
a part of your SOCIAL STYLE.
Each of your direct reports also has their own
behavioral preferences or SOCIAL STYLE. As
you might imagine some of their styles can be
quite different from your own. How interpersonally
effective you are with your direct reports depends
on how well you take into account their
preferences as well as your own. The impact and
effectiveness of your chosen behaviors on your
direct reports is a result of another key concept,
Versatility.
1
© The TRACOM Corporation, All Rights Reserved.
PPT # 1
Participant Guide Pages 1, 2 & 3
CONCEPTS
GUIDE
Introduction
Think about the different people who report to you.
Perhaps one speaks loudly and tends to be the
center of attention; another is highly HOWfocused THEonSOCIAL STYLE MODEL
getting the job done; another goes out of his way to
be friendly to just about everyone. These and many
other characteristic ways of acting and interacting
with people at work are expressions of a person's
SOCIAL STYLE.
Your success in managing a diverse group of
people depends on your technical skills and
specialized knowledge as well as your ability to
make your relationships mutually productive. Your
ability to do this in a way that increases the
interpersonal effectiveness and productivity of both
you and your direct reports and earns you their
support and respect is the essence of Versatile
Managing.
In addition, Versatile Managing can help you more
effectively do such things as delegate, provide
feedback, coach, and mentor your direct reports. It
can also help you to resolve, or even head off,
unnecessary conflict caused by “interpersonal
friction.”
TM IS
DIFFERENT
The SOCIAL STYLE Model is not complex. Its
strength is that it is easy to understand and
remember because it is based on just two scales of
observable behaviors that intersect to form four
basic SOCIAL STYLES. So, you don't have to be
a trained psychologist to understand and
effectively apply SOCIAL STYLE principles on
the job. Once you know what SOCIAL STYLE
and Versatility concepts and principles are all
about, you can immediately put them to work and
begin to see real results.
2
1
Introduction
© The TRACOM Corporation, All Rights Reserved.
SOCIAL STYLE AND VERSATILITY WORK,
REALLY
TRACOM’s SOCIAL STYLE Profiles have been
administered to millions of people over the past
four decades. The SOCIAL STYLE Model
undergoes continuous refinement and
enhancement. It has been researched and
developed for global applications, validating both
SOCIAL STYLE and Versatility concepts
worldwide.
© The TRACOM Corporation, All Rights Reserved.
CONCEPTS
GUIDE
One recent research report, “Documenting the
Relationship Between Versatility and Job
Performance—Managerial Success Study,”
scientifically reaffirms that Versatility is a
powerful indicator of workplace effectiveness. The
study shows that interpersonal skills are an
important element of overall success comparable
to intelligence, work experience, and personality.
Statistical analysis identified a strong correlation
between high Versatility and effectiveness in 47
elements of job performance such as “ability to
effectively manage conflict,” “ability to
influence,” “initiative” and “effective team
leadership.”
Visit www.tracomcorp.com to view the entire
“Documenting the Relationship Between
Versatility and Job Performance—Managerial
Success Study.”
MANAGERIAL SUCCESS STUDY
Managers with higher levels of interpersonal skills, otherwise known as Versatility, perform better on
the job.
PERFORMANCE MEASURE1 PERCENT INCREASE FROM
LOW VERSATILITY
TO HIGH VERSATILITY
Ability to establish effective relationships with direct reports 27%
Effectiveness as a team leader 27%
Ability to effectively coach others 25%
Ability to work well within a team 23%
Ability to effectively manage conflict 22%
Ability to provide constructive performance reviews 22%
Ability to be open with others 22%
Ability to positively impact the commitment of his/her direct reports to the organization 22%
Ability to effectively communicate with others 20%
Ability to influence or persuade others 18%
1 “Documenting the Relationship Between Versatility and Job Performance.” TRACOM Corporation. Highlands Ranch, CO.
Facilitator's Guide: Enhancing Your Managerial Skills with SOCIAL STYLE
3

Developing Managerial Effectiveness with Style and
Versatility Workshop — Two-Hour Version
PPT # 1
5 Min
�
Use the Improving Managerial Effectiveness with Versatility Concepts Guide (Concepts
Guide) as your reference during the workshop that follows.
SECTION I: INTRODUCTION, OVERVIEW, AND SELF-PERCEPTION
QUESTIONNAIRES
Welcome, Objectives, and Overview
Introduction
WELCOME participants to the workshop and provide a brief overview of the workshop.
ASK participants to turn to Pages 1, 2 and 3 in the Concepts Guide to follow along.
© The TRACOM Corporation, All All Rights Reserved.
■ Welcome participants and stress the importance of active participation.
■ Briefl y review the history of SOCIAL STYLE.
FACILITATOR
GUIDE
■ Cite the proven effectiveness of increased Versatility on page 3 in the Concepts
Guide. Emphasize that managers with higher levels of interpersonal skills, otherwise
known as Versatility, perform better on the job …and, generally, earn more money.
(Note: additional information and statistics can be found in The Managerial Success
Study on your Resource CD.
■ Explain what SOCIAL STYLE is all about. Say something like, “Did you ever notice
that some people have certain patterns of behavior: some are animated and loud,
some treat you like a friend from the start, others are all business? SOCIAL STYLE
gives you a way of identifying a person’s pattern of behavior, and of interacting with
them in ways that will help you to increase your effectiveness as a manager.”
■ Ask participants to think about their past bosses. Ask, “Besides, ‘they were good to
me,’ what made that person a good boss? Ask also, “What made your diffi cult bosses
harder to deal with.” Use the participant’s responses to identify issues that will
addressed in this SOCIAL STYLE and Versatility training.
11

40
Tension Management
GETTING RUN OVER BY “BACKUP
BEHAVIOR”
Backup Behavior is what happens when you
or your direct reports exceed your ability to
cope with high tension. Backup behavior is an
exaggerated form of style behaviors used by a
person to reduce excess personal tension. In each
case, the Backup Behavior becomes a self-serving
way to achieve a style need because it is done
without regard for what it does to interpersonal
relationships.
Here is how each style tends to exhibit its Backup
Behavior:
� The Driving Style often tries to take charge of
the situation and force others to act in order to
accomplish a task or reach a goal.
� The Expressive Style often becomes angry,
perhaps abusive and vents their feelings about
the relationship that is the source of their
tension.
� The Amiable Style often complies, or
acquiesces, typically without commitment one
way or the other, because they don’t want to
risk damaging the relationship.
� The Analytical Style often avoids the whole
situation by retreating to think over the facts
and details of the situation.
21
PPT #13
Participant Page 21
CONCEPTS
GUIDE
When a direct report expresses his or her tension
to you or to a co-worker, there is typically a
strong temptation to “return the favor.” However,
meeting hostility with hostility, or aggression with
aggression, can only increase the level of tension.
The best way to deal with Backup Behaviors is to
recognize when tensions are mounting and then
quickly develop ways to constructively channel
the tension into productive work that takes
advantage of their style’s strengths.
BACKUP BEHAVIOR
AVOIDS: Withdraws
to reduce personal tension
Emotes Controls
AUTOCRATIC: Takes charge
to reduce personal tension
Asks Tells
ACQUIESCES: Goes along
to reduce personal tension
Analytical Driving
Amiable
Expressive
ATTACKS: Confronts
to reduce personal tension
Facilitator's Guide: Enhancing Your Managerial Skills with SOCIAL STYLE

Developing Managerial Effectiveness with Style and
Versatility Workshop — Two-Hour Version
PPT #13
5 Min
�
Backup Behavior
EXPLAIN the Backup Behavior and how excess Style-related tension occurs.
ASK participants to turn to page 21 of the Concepts Guide.
SAY, “Backup Behavior typically occurs when individuals become frustrated in their
efforts to act in ways consistent with their Style Orientation. The Backup Behavior for
each Style is an exaggerated form of Style-related behavior used by a person to reduce
tension within the relationships that caused the tension."
■ To increase your interpersonal effectiveness, learn to recognize when you are being
detrimentally affected by tension and develop ways to constructively deal with it.
© The TRACOM Corporation, All All Rights Reserved.
FACILITATOR
GUIDE
■ Recognizing the Backup Behavior for each Style can also help you to deal
constructively and effectively when working with others who are experiencing excess
tension and behaving in style-bound ways.
■ Review the Backup Behavior for each Style (using the slide)
■ Share tips for dealing with Backup Behavior:
■ Driving � Autocratic. Show this Style how you can help them achieve the
results or goals they are committed to achieving.
■ Expressive � Attacks. Listen emphatically, without evaluating or defending.
Accept the emotion expressed without getting involved or committed by it.
■ Amiable � Acquiesces. Encourage this Style to feel safe in becoming involved
again and initiating points of view. Invite him/her to offer constructive criticism.
■ Analytical � Avoids. Reinforce the value of their facts and data. Avoid focusing
on personalities or emotional issues. Ask to compare their facts with yours in a
non-confrontational manner.
41

Optional Exercises — Four-Hour Version
You can draw upon the following exercises to enhance your workshop to best meet the needs of your
participants. See the fi rst section of this guide for suggested outlines for conducting a two-hour (basic) or
four-hour (expanded) version of the workshop.
Important Note: Some optional exercises require additional materials such as the Improving Managerial
Effectiveness with Versatility Applications Guide, Skills Guide Card, Do Unto Others—Accepts/rejects
Card, and Style Dial which are not included with this Admin Kit. Please, contact TRACOM for ordering
information.
This table shows the optional exercises and their suggested running times:
Know Yourself/Control Yourself
1.
© The TRACOM Corporation, All All Rights Reserved.
Optional Exercises Additional Materials Required
Strengths and Weaknesses of Each Style (Identify
and discuss strengths and weaknesses of each Style)
Control Yourself
Handout (on Resource CD)
and Concepts guide
FACILITATOR
GUIDE
Approx.
Time
30 Min
2. Taking My Growth Action Handout (on Resource CD) 20 Min
Know Others
3.
Identifying the Facilitator’s Style (Skill practice in
identifying SOCIAL STYLE)
Skills Guide Card 10 Min
4. Style Observation Rules Applications Guide 10 Min
5. Estimating A Direct Report’s Style
6.
Style Forum (Identify and discuss strengths and
weaknesses of each Style)
Do Something for Your Direct Report
7. Knowing What a Direct Report Accepts and Rejects
8.
9.
Helping your Direct Reports Increase their
Productivity
Developing Actions Toward My Direct Reports
Using the Style Dial (Skill Practice in applying Style
concepts)
Applications Guide and
Handout on Resource CD
15 Min
None 45 Min
Do Unto Others—Accepts/
Rejects Card
25 Min
Applications Guide 30 Min
Style Dial 30 Min
10.
Communicating with My Direct Reports—With
Style
Applications Guide 30 Min
11. Delegating to Direct Reports—With Style Applications Guide 30 Min
59

Optional Exercises — Four-Hour Version
STRENGTHS AND WEAKNESSES OF EACH STYLE
60
Purpose
• The purpose of this exercise is to allow participants to
learn more about their Style and to encourage them to
begin thinking about Style behaviors that affect their
effectiveness as a manager.
Recommended Time
• 30 minutes
Materials Needed
• Handout: Strengths and Weaknesses of Each Style (available on Resource CD)
• Flipchart
• PowerPoint slide: Strengths and Weaknesses of Each Style (PPT #20)
Directions
1. Give participants about 10 minutes to read more about each of the Styles in the Concepts Guide.
(Driving Style: pg 13, Expressive Style: pg 14, Amiable Style: pg 15, Analytical Style: pg 16)
2. Divide class into groups by Style.
3. Distribute the Strengths and Weaknesses handout and ask the groups to (1) create a Style bumper
sticker, (2) identify popular songs appropriate for their Style, and (3) create a list of their perceived
strengths and weaknesses when it comes to managing.
You may want to read aloud the task described on Available on Resource CD
the handout to make sure everyone understands it.
(Feel free to modify the terms of the task to fi t your
Strengths and Weaknesses of Each Style
Read about your Style in the Concepts Guide and then, working with others who have the same Style
as you, identify the strengths and weaknesses of your Style given Task described below.
Finally, create a “saying” or “bumper sticker” and identify some popular songs (past or present) that
organization. Just be sure that it includes a fairly
appropriately describe the theme of your Style. Be prepared to share your group’s results.
Style: ___________________________________________________________________________
signifi cant task and that it involves working with
direct reports.
4. After about ten minutes, ask the each group to share its
results and ask members of the opposite Style to provide
feedback.
Task:
A manager at a manufacturing company has just received news from executive leadership that the
company is adjusting its priorities and strategy, based on economic concerns and analysis of its
competitors. This shift in strategy will mean that much of the work that the manager’s team has
developed over the previous months will need to be modified or scrapped all together. The manager
needs to meet with her team to explain the new priorities and get them started on their new tasks.
Bumper Stickers or Sayings: _________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
Popular Songs: ___________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________
Assess the strengths and weaknesses a person with the assigned Style would have in approaching and
accomplishing this task.
Strengths: ____________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
Weaknesses: _________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
© The TRACOM Corporation. All Rights Reserved Strengths and Weakness of Each Style
Facilitator's Guide: Enhancing Your Managerial Skills with SOCIAL STYLE

Optional Exercises — Four-Hour Version
STYLE OBSERVATION RULES
Purpose
• This exercise familiarizes participants with the rules for
identifying another person’s SOCIAL STYLE.
Recommended Time
• 10 minutes
Materials Needed
• Applications Guide (p. 5, Rules for Observing Behaviors)
• PowerPoint Slide: Style Observation Rules (PPT #23)
Directions
1. Ask participants to read "Rules for Observing Style" (p. 5; Applications Guide) and give
participants a few minutes to review the rules.
2. Explain why the Style Observation Rules are important:
a. The more accurately you are able to observe your direct reports' Style, the better you will be
able to adapt your behavior and “Do something for others” (the fourth of the four steps for
improving your managerial effectiveness) and earn the support and respect of your direct
reports.
b. It is important to understand that observing your direct report's behavior in order to determine
their Style is not an automatic or mechanical process. Just like any other skill, it takes practice.
c. It helps to keep in mind the six rules to aid you in this process.
3. Ask participants if they have any questions about the rules.
4. Tell the participants that the handout can be used as a quick reference when identifying their coworkers’
Styles.
© The TRACOM Corporation, All All Rights Reserved.
FACILITATOR
GUIDE
63

Your SOCIAL STYLE and Versatility training experience doesn’t
have to end ...
In fact you can continue learning more about STYLE, for free, by following us on Facebook,
Twitter, LinkedIn and YouTube. Each week we cover topics such as:
• Which SOCIAL STYLES are most prevalent in different industries and occupations?
• Does gender affect a person’s SOCIAL STYLE or Versatility?
• How to work better with your boss.
• Does Versatility vary by age?
• How to use Style to improve your coaching, EQ and relationships.
Keep up with the latest SOCIAL STYLE news, join the discussions on TRACOM’s Performance
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