LAWS OF HUMAN

PETER BEHAVIOR
PRINCIPLE

People will rise to their level of incompetence

AND STAY
THERE

LEADERSHIP EFFECTIVENESS

LAWS OF HUMAN
BEHAVIOR
LEADERSHIP
EFFECTIVENESS
EQ

IQ

ILS WORKSHOP

PURPOSE AND OUTCOMES

PURPOSE
To better understand the implications of style diversity and its impact
on team dynamics and your ability to influence and lead others.

OUTCOME
Gain understanding of your own Interpersonal Leadership Style and its
specific strengths and blind spots.
Become aware of the qualities and characteristics of others style, both
effective and ineffective.
Gain insight into the impact your style has on your relationship with
your colleagues, your teams, and your overall leadership effectiveness.
Become aware of the impact stress has on all 4 styles and the
predictive behavior that is triggered.

THE STYLES

WHATS YOUR STYLE

SPONTANEOU
S
COUNSELING
STYLE

DIRECTING
STYLE

ACTIVITY AXIS

POWER
AXIS

ANALYZING STYLE

DISCIPLINED

SUPPORTING

CHALLENGIN
G

PERSUADING
STYLE

WHATS YOUR STYLE

BREAKOUT DISCUSSION
IDENTIF
Y

> The 3 major strengths as a leader

> The 2 blind spots/weaknesses as a leader
> The 2 most important criteria you consider when
establishing trust

IF

If we polled your people, how would they describe

your behavior when stressed out?

WHICH

Which quadrant do you have the most

difficulty working with when the stakes are
high, and what behavior, specifically, is
frustrating.

CREATE

Create a bumper sticker/logo that

best reflects your groups style.

MYTHS

TWO FACTS

ABOUT STRESS

Most people experience

considerable stress at
work.
Our behavior tends to
change under stress.

TYPICAL REACTIONS
INTOLERABLE STRESS
Emotional
attack
Verbalize
everything
Cry
Dump it forget
it
Over-react
emotionally

Avoid conflict

Explode

Nit-pick

Tell others

Blame

Leave

Give in & get

even

Over-control

Prove they are

right

Worry
Emotional

Take over
Hold in
emotions

Pull away
Withhold
emotions

WHATS YOUR STYLE

Z-PATTERNS IN STRESS
1st LEVEL

2nd LEVEL

ATTACKS

GIVES IN

3rd LEVEL

4th LEVEL

PERSUADING
BACK-UP BEHAVIOR
STYLE
DICTATES

WITHDRAWS

WHATS YOUR STYLE

Z-PATTERNS IN STRESS
2nd LEVEL

1st LEVEL

4th LEVEL

3rd LEVEL

ATTACKS

GIVES IN

COUNSELING
BACK-UP BEHAVIOR
STYLE
DICTATES

WITHDRAWS

WHATS YOUR STYLE

Z-PATTERNS IN STRESS
3rd LEVEL

4th EVEL

ATTACKS

GIVES IN

1st LEVEL

2nd LEVEL

DIRECTING
BACK-UP BEHAVIOR
STYLE
DICTATES

WITHDRAWS

WHATS YOUR STYLE

Z-PATTERNS IN STRESS
4th LEVEL

3rd LEVEL

2nd LEVEL

1st LEVEL

ATTACKS

GIVES IN

ANALYZING
BACK-UP BEHAVIOR
STYLE
DICTATES

WITHDRAWS

WHATS YOUR STYLE

A CLOSER VIEW

VERSATILITY

AND FLEXIBILITY

The temporary
adjustment of
ones style in
order to
situationally
meet the needs
of others.

WHY

FLEX?

To interrupt a
pattern,
and to create
heightened
attention and
engagement.

PATTERN INTERRUPT
FOR EACH STYLE

PERSUADING STYLE

RESTRAIN

DIRECTING STYLE

LISTEN

COUNSELING
STYLE
STRETCH

ANALYZING STYLE

DECIDE

PERCEPTION OF
YOUR FLEXIBILITY

PERCEPTION OF
YOUR FLEXIBILITY

Outcome-driven,
conscious of others
situation and needs.

Prefers to behave,
communicate and relate
within their comfort zone.

Comfortable shifting
behavior and
communication style to
establish productive
relationships.

Understands
environment and adapts
accordingly, however
inconsistent in how
he/she connects with
people.

Often perceived as a
genuinely interested
party.
Cares equally about my
issues.

Often perceived as
someone trying to get
their bearings.
I think he understandsbut
not sure.

Tends to demonstrate
dramatic expression of
ones own style
(strengths and
weaknesses).
Will demonstrate
flexibility when the
stakes are very high.
Often perceived as
inflexible, but firm.
Wellat least I know where
she stands.

APPLICATION
Breakout Discussion: What would be your strategy to adapt your
communication in these situations?
ONE-ONE SCENARIOS
You have a project deliverable that is NOT on time and the leadership of
the project team resides with an Analyzer. How do you approach the
issue in a way that conveys urgency and yet doesnt result in the
Analyzer getting defensive?
You have an urgent customer issue that needs to be resolved quickly. The
Relationship
Manager on the case is a Counselor. A decision must be made quickly.
How do you
convey/encourage a Counselor to come to a decision quickly?
Your department is in a collective frenzytotally conflicted over a recent
decision by the boss. Its a complex issue that needs sorting. Your boss is
a
Director. How do you convince him/her to listen to all problems before