The Managerial SOCIAL STYLE&; Self-Perception Profile measures the manager’s SOCIAL STYLE & Versatility using self-completed online questionnaires. This report is unique to managers and is written from a manager’s perspective and is scored against managerial norms.

1. Self-Perception
Sidney Jones
SOCIAL STYLE
Profile
Sample Organization
Session:
By:
Prepared for:
Improving Interpersonal Effectiveness
14 Apr 2014
SOCIAL STYLE, The Social Intelligence Company, The Creator of
SOCIAL STYLE and TRACOM are registered trademarks of the
TRACOM Corporation. SOCIAL STYLE Model is a trademark of the
TRACOM Corporation.
© The TRACOM Corporation. All Rights Reserved.
Centennial, Colorado 80111
303-470-4900 • 800-221-2321 (US Only) • www.socialstyle.com
MANAGERS
SAMPLE
REV MAR 2017

2. Prepared for: Sidney Jones
Self-Perception SOCIAL STYLE Profile for Managers
Analytical
Position: Expressive
Review the Style narrative for the quadrant in which your SOCIAL STYLE score placed you. It will also be informative to review the
other Style Categories.
Driving
ExpressiveAmiable
ASKS
EMOTES
TELLS
CONTROLS
EXPRESSIVE STYLE = Tell Assertive + More Emoting Behavior
Managers with Expressive Style focus their attentions on the future with intuitive visions and outspoken spontaneity; they can be seen as
imaginative and creative as they interact with their direct reports. Expressive Style managers can generate enthusiasm. Their behavior
can be intensely stimulating, exciting and fun for those who get caught up in their dreams. Expressives tend to make decisions quickly
based on how they feel. They appear warm and approachable, yet competitive for recognition and involvement in relationships. Some
direct reports see their manager's Expressive Style behavior as flighty, impractical and overly emotional. The tendency of managers with
an Expressive Style to act on opinions, hunches, and intuitions, rather than hard facts, can lead to mistakes and frequent changes of
direction.
Position
© The TRACOM Corporation. All Rights Reserved. Page 1

3. Prepared for: Sidney Jones
Self-Perception SOCIAL STYLE Profile for Managers
SELF-PERCEPTION
Congratulations on taking the first step toward understanding your behavior and improving your performance! The knowledge you
gain from the Self-Perception Profile will help you understand your impact on others. In order to more fully understand your behavior,
consider how others might view you. It is likely that others see you behaving somewhat differently. TRACOM Group's research has
shown that over 50% of the time, self-perception is different from others' perception of your SOCIAL STYLE.
Critically consider your interactions with others and whether they are likely to view your behavior the same as you do.
AMIABLE STYLE = Ask Assertive + More Emoting Behavior
Managers with an Amiable Style are relationship oriented. They tend to interpret the world on a personal basis and get involved in the
feelings and relationships between people. They prefer to get things done with and through their direct reports. Amiable Style managers
look for personal motives in the actions of their direct reports. They may find it difficult to understand that some direct reports might
react purely from the information at hand, or the practicality of the situation, or from a desire to make the future more interesting and
exciting. The Amiable Style manager's sensitivity for their direct reports often lends joy, warmth, and freshness to a social situation.
Amiable's are often good team players. Direct reports tend to readily communicate and share with their Amiable Style managers.
Amiable Style managers frequently stick with the comfortable and the known. They tend to avoid decisions that might involve personal
risks and conflict. As a result, they can appear slow or reluctant to change when the situation demands it.
ANALYTICAL STYLE = Ask Assertive + More Controlled Behavior
The Analytical Style person appears to live life according to the facts, principles, logic, and consistency found in reality. Managers with
the Analytical Style tend to behave in ways that fit into their overall theories and ideas about the world. Direct reports may view
Analyticals as lacking enthusiasm or appearing cold and detached. Analyticals project the image of good planners, organizers and
problem solvers with the ability to work out tasks systematically. Because of their apparent concern for facts, logic and serious
organization of thought, coupled with a desire to be "right," the Analytical Style often displays a reluctance to declare a point of view.
Instead, Analyticals have a need to analyze all significant possibilities in an attempt to avoid any illogical or inconsistent decisions. A
faith in principles appears to assume greater importance than personal gratification to an Analytical Style.
DRIVING STYLE = Tell Assertive + More Controlled Behavior
Managers with a Driving Style appear to know what they want and seem to display little difficulty expressing their conclusions about
anything that concerns them. They tend to focus primarily on the immediate time frame with little concern for past or future. Driving
Style managers appear swift, efficient and to the point. They know what they want and become impatient with delays. They tend to show
little concern for the feelings of their direct reports or for personal relationships. Some consider their actions harsh, severe, or critical
since they give such limited attention to relationships. Your direct reports may see this behavior as efficient and decisive. This SOCIAL
STYLE seeks control through the use of power in certain situations.
© The TRACOM Corporation. All Rights Reserved. Page 2

4. Prepared for: Sidney Jones
Self-Perception SOCIAL STYLE Profile for Managers
Expressive Style
Strengths and Weaknesses
People of any Style can be successful managers. The key is to understand the behavioral preferences and tendencies of yourself and your
direct reports, and use this knowledge to interact more effectively with each of them as individuals. Below are the most common
strengths and weaknesses of your Style, and how people of your Style are likely to be perceived by their direct reports. You will notice
that some of the same behaviors that are strengths can become weaknesses when done in excess.
Strengths
• Outgoing and energetic
• Motivated by recognition and personal success
• Can develop meaningful relationships with direct reports
• Creative and helps direct reports solve problems and find solutions
• Quick to decide and move team projects forward
• Takes direct reports' opinions into account
• Open with direct reports about personal opinions and feelings
• Good sense of humor when interacting with direct reports
• Oriented toward future needs of direct reports
• Effective at involving direct reports in activities
Weaknesses
• May not monitor the effect his or her behavior has on direct reports
• Undisciplined in use of own and direct reports' time
• Lacks focus during team planning or projects
• Unprepared during meetings or presentations
• May be too casual in approach with direct reports
• Unexpectedly changes course with direct reports
• Makes decisions and takes action based on intuition, to the exclusion of facts or logic
• When frustrated, can become combative or argumentative with direct reports
• Can be too emotional or too personal with direct reports
• May not follow through with direct reports on commitments
How Direct Reports View Your Style
Expressive Style managers are seen by their direct reports as energetic and motivated. They are viewed as very open and willing to share
their opinions and ideas with direct reports. They can be proactive about engaging their direct reports in dialogue as well as creative
about finding solutions to meet their teams' and direct reports' needs. At times they can also be seen as impulsive, undisciplined, and
focused on their own needs rather than their direct reports' needs.
© The TRACOM Corporation. All Rights Reserved. Page 3

5. Self-Perception
Versatility
Profile
SOCIAL STYLE, The Social Intelligence Company, The Creator of
SOCIAL STYLE and TRACOM are registered trademarks of the
TRACOM Corporation. SOCIAL STYLE Model is a trademark of the
TRACOM Corporation.
© The TRACOM Corporation. All Rights Reserved.
Centennial, Colorado 80111
303-470-4900 • 800-221-2321 (US Only) • www.socialstyle.com
Prepared for:
Sidney Jones
By:
Sample Organization
Session:
Improving Interpersonal Effectiveness
14 Apr 2014
MANAGERS

6. Prepared for: Sidney Jones
Self-Perception Versatility Profile for Managers
Your Versatility
Your self-description indicates that you see yourself as successful at achieving a balance between meeting your own Style Need and the
Style Needs of your direct reports. In most interactions, you probably attempt to look out for the interests and comfort of your direct
reports in an effective and resourceful manner. You see yourself as effectively monitoring and controlling your behavioral preferences
when interacting with them, which indicates that you are aware of others' Style Needs and preferences.
Displaying high Versatility will result in your direct reports having a high level of confidence in your abilities. You will usually be
effective in the way that you present your ideas and project plans, and in the image that you create with direct reports. Likewise, you will
usually be reliable and creative in your approach as well as persistent and optimistic. You communicate in a way that leaves your direct
reports feeling like they have been heard and understood, resulting in them feeling that you understand their needs and opinions.
High Versatility
Versatility
Low Medium High
MY TENSION FOCUS OF CONCERN OTHERS' TENSION
TRACOM's research has shown that 65% of the population believes their Versatility is different from the way others evaluate them.
This means that Versatility can be a critical blind-spot for many people. This is particularly true for people who have low Versatility.
Our research found that 3 out of 4 people with low Versatility, as seen by others who rated them, saw themselves as having higher
Versatility. Although your perception of your own Versatility can be informative, it is important to consider whether this is an
accurate reflection of how your co-workers view you. Remember that behaving with Versatility requires constant effort and can
change with different people and circumstances.
VERSATILITY
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7. CONCEPTS GUIDE
TRACOM Sneak Peek
Excerpts from
Improving
Managerial
Effectiveness With
Versatility™

8. © The TRACOM Corporation, All Rights Reserved.
Concepts
Guide
PAGE
TABLE OF CONTENTS
Introduction....................................................................................................................................................1
As a Manager, Why Is It Important to Learn About SOCIAL STYLE®
and Versatility?..........................................................................................................................................1
How the SOCIAL STYLE Model™ is Different................................................................................... 2
SOCIAL STYLE and Versatility Work..................................................................................................... 3
Overview of This Guide.......................................................................................................................... 4
SOCIAL STYLE Fundamentals.................................................................................................................... 5
Dimensions of Behavior......................................................................................................................... 5
The “Say and Do” Standard.................................................................................................................... 6
Predicting Behaviors................................................................................................................................7
Behaving with Style................................................................................................................................. 8
SOCIAL STYLE Model™.............................................................................................................................. 12
Connecting the Two Dimensions of Behavior..............................................................................112
Showing Your Own Style....................................................................................................................112
Unlocking the Keys to SOCIAL STYLE.............................................................................................. 18
Tension Management................................................................................................................................ 19
Tuning the Tension Channel.............................................................................................................. 19
Tension: Motivator or Instigator?......................................................................................................20
Getting Run Over by Backup Behavior............................................................................................. 21
Avoiding the Need for Toxic Clean-Ups..........................................................................................22
Versatility.......................................................................................................................................................24
Managing in the Third Dimension.....................................................................................................24
Support and Respect — What More Could a Manager Ask For?................................................25
Gaining Support and Respect — One Step at a Time...................................................................29
Next Step: Applying Versatile Managing...............................................................................................30
Frequently Asked Questions.................................................................................................................. 331

9. © The TRACOM Corporation, All Rights Reserved.
Concepts
Guide
1
As a Manager, Why is
it Important to Learn
About SOCIAL STYLE®
and
Versatility?
This guide is designed to teach you
about SOCIAL STYLE and Versatility
concepts and how they can help
you 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 SOCIAL STYLE and
Versatility concepts you can get
more done faster and with less
effort. Plus, your direct reports might
even increase their levels of support
and respect for you as a manager.
Here’s how it works. You have ways that you
prefer to 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 whether 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.
Think about the different people who
report to you. Perhaps one speaks loudly
and tends to be the center of attention;
another is highly focused on getting the job
done; another goes out of his way to be
friendly to just about everyone. These and
many other characteristic ways of behaving
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 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 resolve,
or even proactively avoid unnecessary
conflict caused by interpersonal friction.
Introduction

10. © The TRACOM Corporation, All Rights Reserved.
Concepts
Guide
5
Dimensions of Behavior
As an individual, you have a unique
personality made up of a collection
of emotional patterns, mental
processes and thought patterns,
values, and behavior patterns which
are all influenced by genetics and
personal experience. Accurately
describing and explaining your entire
personality would be very difficult.
It’s little wonder that great minds like Albert
Einstein stuck to simpler tasks like figuring
out the nature of matter and energy in the
universe. The SOCIAL STYLE Model, following
this wise example, doesn’t try to figure out
the whole of your personality either.
SOCIAL STYLE deals with just your behaviors,
that part of your personality that can be
objectively observed. The word personality
comes from the Latin word persona, which
means “mask.” This is appropriate, since
personality comprises both visible and hidden
qualities. In a simple analogy, personality can
be compared to a pie. The inside of the pie,
like much of your personality, is out of direct
view and contains a mix of ingredients that
gives the pie a unique texture and flavor.
Behavior is like the crust, the outer part of
the pie that everyone can see and describe
in more or less the same way.
Like the crust of the Personality Pie, SOCIAL
STYLE behaviors are particular patterns of
action that people can observe and agree
upon for describing a person’s usual behavior.
SOCIAL STYLE Fundamentals
Style is like the crust of the
personality pie. It is the part that can
be seen – the observable behavior.
PERSONALITY PIE
Behavior
Observable
Say/Do
Personality
Personality includes inner qualities –
attitudes, aptitudes, dreams, values
and abilities.

11. © The TRACOM Corporation, All Rights Reserved.
[SOCIAL STYLE FUNDAMENTALS]
6
The Say and Do Standard
Observable behaviors are what you say
(verbal behaviors) and do (non-verbal
behaviors) with no judgments by the
observer as to why. Observable behaviors
are interactions between two people whose
behaviors can be observed and verified by
others. The interaction could be between you
and your direct reports or between two of
your direct reports. Notice that the Say and
Do Behaviors listed below are not either-
or propositions. Rather, they represent
continuums, for example, from quieter
to louder, or from less to more direct eye
contact.
OBSERVABLE SAY AND DO BEHAVIORS
Loud
Faster-paced
Facially animated
More inflected
voice
More eye contact
Rigid posture
Leans forward
Honest
Intelligent
Arrogant
Motivated
Self-centered
Sincere
Critical
I like him.
He annoys me.
She interests me.
He irritates me.
I distrust her.
I hate him.
I trust him.
JUDGMENTSTRAITS OBSERVABLE BEHAVIOR
Quiet
Slower-paced
Facially controlled
Less inflected
voice
Less eye contact
Casual posture
Leans back

12. © The TRACOM Corporation, All Rights Reserved.
[SOCIAL STYLE FUNDAMENTALS]
8
Behaving with Style
SOCIAL STYLE is measured on two basic
dimensions of observable human behavior.
These dimensions are Assertiveness and
Responsiveness.
Assertiveness
Assertiveness is a dimension of observable
behavior that measures the degree to
which others perceive you as tending to
“ask” or “tell” in interactions with others.
Assertiveness as used in SOCIAL STYLE
is not an indicator of whether you are
introverted or extroverted, but rather the
way in which you behave with others. In
SOCIAL STYLE, Assertiveness is considered
neither positive nor negative; it is neutral.
That means there is no good or bad place
on the Assertiveness Scale.
Using the various verbal and non-verbal
clues shown in the Behaviors on the
Assertiveness Scale, you can identify a
pattern in a person’s behaviors, based on
what you observe a person actually saying or
doing over time. Some of these behaviors are
verbal “say” and some are non-verbal “do.”
When you talk louder than others, speak
at a faster pace, lean forward, and make
more statements, you are exhibiting TELL
Assertive behaviors.
When you speak quietly, at a slower pace,
lean back, and use fewer statements, you
are exhibiting ASK Assertive behaviors.
Based on many observations, people can
see you on the Assertiveness Scale as either
more Asking or more Telling, or as a mix of
both Asking and Telling.
More
Asking
More
Telling
Asking
WITH SOME
TELLING
Telling
WITH SOME
ASKING
ASSERTIVENESS SCALE

13. © The TRACOM Corporation, All Rights Reserved.
Concepts
Guide
15
“One for all and all for one.”
People with an Amiable Style openly display
their feelings to others. They appear less
demanding of others and generally more
agreeable. They seem more interested in
achieving a rapport with others, who often
describe them as informal, casual, and easy
going. These individuals tend to be sensitive
to keeping relationships with others on a
friendly, personal basis.
People seen as having an Amiable Style
appear to:
„„ Focus their attention on the present
and interpret the world on a personal
basis by getting involved in the feelings
and relationships between people
„„ Prefer to get things done with and
through others
„„ Look for personal motives in the
actions of others
„„ Have difficulty understanding that
some people react to the information
available, or the practicality of the
situation, rather than relationships
„„ Be good team players
„„ Develop effective social networks
„„ Be easy for others to communicate
and share with
„„ Stick with the comfortable and the
known
„„ Avoid decisions which might
involve personal risks and conflict in
relationships
„„ Add joy, warmth and freshness to
social situations
„„ Be undisciplined in their use of time
AMIABLE STYLE
Amiable Style Highlights
„„ Slower paced
„„ Make efforts to relate
„„ Show less concern for
affecting change
„„ Work in the present time
frame
„„ Show supportive action
„„ Avoid conflict

14. © The TRACOM Corporation, All Rights Reserved.
[SOCIAL STYLE MODEL]
18
Unlocking the Keys to SOCIAL
STYLE
From the pattern of behaviors associated with
each Style, we can make certain inferences
about the key characteristics of each Style.
These Key Characteristics of SOCIAL STYLE
are referred to as the Style Need, Orientation,
and Growth Action. The Need is a primary
motivating force for this person. The
Orientation is how a person typically goes
about achieving the Need. And the Growth
Action is what a person tends to overlook,
ignore, or avoid in his or her interactions with
others. Growth Action behaviors tend to be
infrequently used in favor of the preferred
behaviors of each Style, and they are viewed
by others as the greatest weakness of that
particular Style.
„„ The Driving Style’s Growth Action is
to “listen,” which may get overlooked
in favor of charging ahead to get their
results.
„„ The Expressive Style’s Growth Action
is to “check,, that is, to stop and think
about how their spontaneity and
seeking personal approval may be
getting in the way of a productive
relationship.
„„ The Amiable Style’s Growth Action is
to “initiate,” that is, to take action that
may involve personal risk or cause an
increase in tension in a relationship.
„„ The Analytical Style’s Growth Action is
to “declare,” that is to deliberately stop
analyzing and make a decision or share
their opinions.
KEY CHARACTERISTICS OF SOCIAL STYLE
Need: To be right
Orientation: Thinking
Growth Action: To declare
Analytical
Need: Personal approval
Orientation: Spontaneity
Growth Action: To check
Expressive
Need: Personal security
Orientation: Relationships
Growth Action: To initiate
Amiable
Need: Results
Orientation: Action
Growth Action: To listen
Driving
CONTROLS
ASKS TELLS
EMOTES
As a manager, understanding these key characteristics puts you at an advantage when
developing successful strategies for interacting with your direct reports and for building
productive interpersonal relationships with them.

15. © The TRACOM Corporation, All Rights Reserved.
[VERSATILITY]
24
Managing in the Third
Dimension
With a basic understanding of the
two dimensions of behavior that
form the SOCIAL STYLE positions,
you should now have a much better
understanding of the behavioral
tendencies of your direct reports in
any given situation, and you should
be able to take actions to work with
them more effectively. However,
there is one more dimension to
the SOCIAL STYLE Model. This
dimension, Versatility, is critical to
creating productive and successful
interpersonal interactions.
The Versatility Dimension measures your
interpersonal effectiveness and reflects the
impact your behavior has on the amount of
support and respect you earn from others.
Unlike Assertiveness and Responsiveness,
which are relatively stable and consistent
over time, Versatility can increase or
decrease depending on your willingness
to work toward mutually productive
interactions in a variety of situations. The
higher your Versatility is, the more effective
you are likely to be, unlike the behavioral
dimensions of Style where there is no best
place to be, no good or bad Style.
To get things done at work, you must have
the support and respect of your direct
reports. Your particular Style matters less
than how you use your behavior to gain that
support and respect. Your ability to earn
your direct reports’ support and respect
is reflected in their perception of your
Versatility.
A critical aspect of Versatile managing is
whether your direct reports see you as
tending to focus on reducing your own
tension or on reducing their tension.
Managers who are not overly focused
on meeting their own Style need and are
versatile enough to adapt their behaviors
to helping direct reports meet their own
needs and goals are seen as having higher
Versatility.
The greater your willingness to work
productively with others and adapt to
situations, the greater likelihood of a higher
Versatility score. TRACOM’s research shows
that higher Versatility is related to success
and interpersonal effectiveness.
Versatility
VERSATILITY DIMENSION
OTHERS’
TENSION
MY
TENSION
HIGHMEDIUMLOW
Behavior seen as focusing on...
Versatility