In a previous article, we talked in detail about the four social styles and how they shape employees.
Our team members' character traits, motivations, and tendencies are powerful pieces of knowledge that can maximize our impact as leaders.
So, let's explore the social styles once again, but this time, through the lens of business owner/leader. Starting with the golden leadership trait that unlocks that gives the social styles power.
Your Secret Weapon: Versatility
There is no connection between social style and job success. However, when it comes to social styles, a superpower for leaders is versatility. Also known as “stylistic flexibility” or “interpersonal versatility”, versatility refers to the ability to meet others where they are and to build relationships and trust with people of all different types of styles. Versatility in leadership looks like being able to read situations and personalities and adjust your approach accordingly.
Versatility is linked to career success: more productive managers have high interpersonal versatility, according to their peers. Also, according to research, leaders who exercise stylistic flexibility are viewed (by their superiors) as more effective in many leadership abilities.
Versatility comes more naturally to some than others. We can develop our versatility by entering conversations neutrally, reading behavior to determine the social styles of those we are interacting with, and adjusting our behavior to better suit the level of responsiveness or assertiveness we see in them.
For our versatility to flourish, we also have to be skilled in social intelligence, we must be situationally aware, and we should be quick to adjust to different types of communication.
After developing versatility, we can expect our efforts at work to be more substantial and our skills and rewards to skyrocket to new heights. According to TRACOMGroup, managers with higher versatility are 25% better at coaching, 27% better at leading employees, and, therefore, 19% more likely to be promoted! Highly versatile managers also receive 29% more in compensation than less versatile managers.
How To Support All Four Social Styles
To support Amiable employees, here are some suggestions:
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Put Amiables in charge of team-building activities and tasks that are relationship-focused. They will excel in these roles, and their confidence will grow.
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Approach conversations with Amiables genuinely, without accusations, as to not come off as confrontational.
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In meetings, ask their opinion, for them to take the lead on a subject, or to share their expertise with the team. This helps Amiables get more comfortable with sharing their opinions and contributing equally.
- Find professional development that matches their energy and opportunities to thrive. Amiables might consider the Power of Positive Influence: Recipe for Positive Influence module from GettaMeeting.
To align wth Analyticals, here’s what you can try:
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Ask them for their opinion, or else you might never hear it.
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Give Analytical employees your views backed with research/data so that they trust the proposition.
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Encourage them to trust their gut, skills, and knowledge when making decisions to speed up the decision-making process. Consider delegating more to Analytics so that they can practice making decisions faster while still yielding good results.
- Discover and suggest professional development that matches their personality and improves weaker areas. Analytics might consider the Strengthen Skills: Play Ball or Build Relationships: Breaking Bread modules from GettaMeeting.
To guide Drivers, consider the following:
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Drivers want results, so sharing progress updates with them regularly can keep them determined and keep productivity high.
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Drivers often struggle with listening to others and considering their points of view, so moderating conversations and brainstorming sessions can ensure that everyone’s voice is truly being heard.
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Employees with the Driver social style might also struggle with power dynamics, so clearly defining job expectations and roles can keep Drivers informed and composed.
- Find professional development opportunities that align with their drive and introduce helpful tips and tools. Drivers might consider the Shifting Perspectives: The Big Picture module from GettaMeeting.
To support Expressives, consider the following:
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Expressives appreciate and need recognition to thrive. Affirm their hard work by giving feedback often, and don’t shy away from rewarding and recognizing their accomplishments and contributions, small or large.
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If Expressives tend to contribute a lot in meetings, give others opportunities by inviting them to share while thanking Expressives for their unique perspectives.
- Suggest professional development that matches their energy, personality, and opportunities for improvement. Expressives might consider the Healthy Habits module from GettaMeeting.
Leadership & Social Styles
Leaders have a responsibility to understand their own social management style and make an effort to understand their employees’.
For example, people who are low in assertiveness may not get their needs met often, which can cause issues in job satisfaction and productivity. Team leaders have a responsibility to see these types of shortcomings in the office, to hear less assertive individuals, and take care of them.
“People who have a greater awareness of the communicative significance of actions… can be more successful… in the work that involves the persuasion, leadership, and organization of others.” - Albert Mehrabian, Silent Messages
Similarly, managers and leaders themselves benefit greatly from investing in the knowledge that is social styles. Leaders become more self-aware, they can capitalize on their strengths, work on their social style weaknesses, and manage a diverse team of employees better. They facilitate better meetings, delegate more easily, manage conflict more effectively, and pursue professional development opportunities that serve employees the best.
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