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

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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
Page 1 and 2: TRACOM Sneak Peek Excerpts from Fac
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