Markdown lines 675–809 · Part 5 of 6
Now I'm gonna get motivation I really need them to do some of them I'll do so. Okay, we've got
10 minutes. And this is a half an hour, just to close as a half an hour. So we got 10 minutes, so
yeah. Okay, I knew I was gonna get that I tried to avoid that. What the Astra does is it tells you
to check in the blue pages where your where your style pattern is like objective thinker or a
counselor or whatever, there's a graph there that has dots on it, it tells you basically to carefully
compare the position of the dots on the blue page with the graph that you actually have. Okay,
and if there is a significant difference in the dots, like the height of the dots or the strength of
the dots, then you need to factor that in as you read it. Okay, so you might have a high D,
okay, you might be a high D, a dominant personality style. And so that might be the highest.on,
your graph and number one in the blue pages, but there may be a half an inch or an inch
difference in the height of that.on, the blue pages and yours is this making any sense at all. So
what you need to do is realize that you're not quite as dominant as that little explanation is
going to tell you if that's the case. And I'd be happy to look at that for anybody individually.
Soon as we get done with this. Okay, Sharon says hurry. Okay, so if you took that now, we're
just going to take that and go through real quick before style so people can get a flavor for
what they're like. You'll have a little bit of information about yourself. Now we'd like to give you
just a tad more general stuff about that plus, that you work a little bit about people around you.
And what we do, as we said, if you put them around the table, if you could just look at the di
s&c dominance influence steadiness cautiousness part. And for me, my brain works, okay,
trying to sort of get a little bit of a handle on four styles, I can't handle the 16. You know, like, I
can't watch people and figure out whether they're a counselor or objective thing that I mean, I
haven't that this doesn't work for me, in the real world, but I can't get a handle on whether
somebody tends to be dominant, or they tend to be highly social, or they tend to be real steady
and have those traits where they tend to be real cautious. And I can then use that information
to be more effective with him, should I so choose, or I can blow it off and what happened,
whatever happens, okay, and a lot of people choose to do that, too. But anyway, so we're
gonna talk about now is just those four dimensions as a practical use. So if you put them
around a table, this is kind of the way they might look. The other thing I have to say is, when
we talk about you talk about in the real pure form, and we try to dramatize a little bit to make
the point. And sometimes that's offensive to people. And it's not supposed to be especially
funny. Okay, so get your context shift shift from offensive to funny. We have one elementary
school principal who is a cautious style, he has a videotape with us sometime. And I'm telling
you, these people match so close, it was scary. And this particular elementary principal did not
want to use that videotape, anyplace. She said it was disgraceful. And then she went on and
on and on. And the interesting thing about it was she's as close to a concentrated sea style
ever seen anywhere. So sometimes it gets so close to home that it feels a little weird. But for
most people, they can laugh at it. So anyway, this is Lucy from Peanuts, this is Taurus tends to
be the dominant kind of a style. These are people that naturally kind of want to be in charge.
Okay, if you think about groups, you need somebody like that, that's a strength. So when
you're in a group, you try to make it take advantage, that person that takes charge and moves
things through, then this would be the social style. This is Susan. And these are the people
that want to make sure that not only does something happen, but that everybody has a good
time in the process. And we're ever studying style, and they're pretty much into, okay, let's just
get clear on what it is I'm supposed to do. And then let me do it. Okay, the studying style. And
then the cautiousness style is sort of the quality control person, very analytical. Now, if you
think about a group working together, if you had any, any way of controlling that like teachers
do in classrooms, sometimes you set up work teams. It's nice if you can get that next because
then you have all the strengths in there in a natural way. You don't have to have people
necessarily pushing themselves in order to do things that aren't comfortable with them. The
other thing is people have to learn to respect what each of these different styles brings to the
group. Sometimes the tendency is to think if you're not like me, you're not any good, you know,
and that comes in to all kinds of things in teaching it comes into teachers who are cautious
styles 10 Need to favor students who are conscious styles, teachers who are social styles
tending to like students or social styles. People that hire tend to hire people that are same kind
of style there are, if there isn't any systematic approach to that, you can get into some real
traps. And that was we're not going to talk about now, because I think we have about 42
seconds left. So dominant people are task oriented, get the job done kind of people, when we
talk, we talk a lot about needing a balanced swing task and relationship. Well, this is a style
that would need to work harder on the relationship part of it, because their natural tendency is
to be task oriented, where we're here for what do you got done, let's get moving. So if you're
dominant, you need to watch that you may be one of these people, that tends to be a nice
leadership type. But if you you know, if you don't be careful, we'll look back and be nobody
following you. Because you're not paying enough attention to the casualties that are being
created. And I'm not going to go through all of the stuff in here. But these are initiative time
kind of people, make decisions make decisions quickly, not necessarily good decisions, by the
way, because your style is comfortable ripping the decisions out has nothing to do whether
you're capable of making those decisions or not. That's an interesting concept. And we try to
create polling data for administrators, right.
1:06:16
Yeah, right. Pushing the big button. Right. Okay. Next one is Hi, I, and I know we have some
high eyes out here. These are what we call the party animals. You know, these are the people
that like to be what's happening. And if the high D is the one who stays awake at night, coming
up with ideas, right? Well, you might want the higher ID the person to sell them. Because the
high AI is a person that can get up in front of people and talk about anything, anytime,
anyplace, and not know a thing about it, that they can do a good job. So they can sell it.
Usually the people that will go to the restroom because the phones and they talk to they like
them as people, they're very social people. Now the thing that I have to watch out for, so they
take care of feelings in a group, I D may miss the feelings because you need to task, the I will
take care of that. They'll make sure everybody's feeling okay about this decision. Okay. The
thing with the eyes there is they're a little disorganized. So they need some kind of
organizational system to keep track as if they're out having lunch. And they have an
appointment at one o'clock, they might just kind of forget, because you're having such a good
time. They sometimes jump from idea to idea. So they don't think things through sometimes
quite as easily. And each one has a fear. And naturally the eyes fears loss of social approval. If
you you know, put down their idea, then you've also put down them got it. They want to be
liked. That's really important. Okay, the next one is the s. And these are the stabilizer people.
These are very practical, possessive kinds of people, I happen to be an S. So I like to talk
about ss, ss are likable people are team members, they like to do things together. We can do it
together, we can get this done. And you need to talk and language like that with Ss. Ss don't
like change. So we always tell principals, if you're going to change an SS room, you need to
start three months ahead and say, you know, that room down the hall was painted not too long
ago, and a few more weeks, you know, it was pretty good view doesn't prepare them. Because
they'll say we've been doing this for 20 years. I just got the hang of it. You know, and I don't
want to change it. Okay, not going to change causes water chaos. They're the kind of people
that will say, just tell me what to do. And I'll do it. Okay. And there. Yes, people? Yes, I can do
this. Sure. I can do this. Oh, no problem, I can do this. And it ends up like that. Their fears are
loss of security or the unknown naturally, because they don't like change. Okay. And in today's
world, with now doubling the way it is, you know, we have a lot of instance, twitching out there
going on. Okay. Let's see.
1:09:03
Okay, under the cautious style, basically, this is the analysis to paralysis group. Okay, this is
my, this is my preferred style. It's basically where the D style is, get out there and make
decisions and make things work. The C style is I would never make a decision if I had a choice
because I never have all the information that I would really like to make the absolutely perfect
decision. So the deal there is they like they like to keep collecting data and collecting data. You
know, it's like out there one more question I'd like to have answered, then I'll be ready to go.
So you give them the answer that question and then what's the next thing that happens? They
have three more questions. Exactly. And that's kind of where I tend to operate. So again, you
look at the difference between the different natural styles and if they respect each other. It can
be it can be a real nice configuration. I've had people on management teams that have said,
Okay, now this is just my high C coming out, but I have to have the answer to this question
before I go on. Well, if you start to understand what the game is You give them a little bit more
tolerance for that. And sometimes they'll give you a little bit more tolerance in terms of when
you're taking the freight train over the cliff. Those, by the way have to be confronted about stuff
like that are going over the cliff, Jim, you'd better stop. And look, before we take the next step,
extremely accurate, detail oriented quality control type people also said to be intuitive type
style, whatever intuitive means. And there are tests about that, I guess. So this is the kind of
person that if you're gonna have an argument with them, you better have your homework
done, because they will say, this is the kind of person that asks a lot of questions before they
make decisions. And think about this. And whether it's in terms of groups or your client base,
when you're dealing with them. The eye is much more into the relationship part, the C is much
more into the facts, what are the facts, I want to see the facts I want to know before I even
make decisions and criticism of their work, if you want to motivate them, you don't criticize their
work, you'd be real careful about that, because they're very, very careful about what they do, it
means a lot to them. Now I'm going to jump to sort of the wrap up approach that we use, and
that as we show some animal world slides to kind of, you know, see, if you've gotten into the
intellectual part of this, we're going to pop you out of that. So in the dues would look something
like this. Okay, and if you if you, if you were to go past a room full of manure, interesting
concept, right? The DS would be the ones who would say, okay, somebody get this stuff out of