TRACOM Sneak Peek...The SOCIAL STYLE Model is not complex. Its strength is that it is easy to...

FACILITATOR GUIDE

TRACOM Sneak PeekExcerpts from

Facilitating a Workshop Using the Improving Managerial Effectiveness With Versatility™

Concepts Guide

REV MAY 2019

Facilitator Guide

© The TRACOM Corporation, All Rights Reserved. © The TRACOM Corporation, All Rights Reserved.

PAGETABLE OF CONTENTS

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Session Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Roots of the SOCIAL STYLE ModelTM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2

The Model Comes Together . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2

Session Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Session Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

Two-Hour Version And 4 ½-Hour Version . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

The Self-Perception Questionnaires. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4

The Improving Managerial Effectiveness With Versatility Concepts Guide . . . . . . . . . . . . . . .4

Resource Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Additional Materials Available For Supplemental Exercises . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

Preparation for the Self-Perception Session . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Additional Facilitator Preparation Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Suggested Session Timing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Timing For The Two-Hour Session . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

Timing For The 4 ½ -Hour Session . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9

Improving Managerial Effectiveness with Versatility Session — Two-Hour Version. . . . . . . . . .11

Section I: Introduction, Overview, and Self-Perception Questionnaires . . . . . . . . . . . . . . . . . 11

Section II: SOCIAL STYLE Fundamentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Section III: SOCIAL STYLE Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25

Section IV: Tension Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35

Section V: Versatility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41

Optional Exercises: 4 ½-Hour Version . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

Strengths and Weaknesses of Each Style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56

Taking my Growth Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .57

Identify the Facilitator's Style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .58

Style Observation Rules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .59

Estimating a Direct Report's Style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60

Style Forum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .62

Knowing What a Direct Report Accepts and Rejects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .63

Helping Your Direct Reports Increase Their Productivity . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64

Developing Actions Toward a Direct Report Using the Style Dial . . . . . . . . . . . . . . . . . . . . . 66

Communicating With My Direct Reports—with Style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .67

Delegating to Direct Reports—with Style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69

Facilitator Guide

© The TRACOM Corporation, All Rights Reserved. © The TRACOM Corporation, All Rights Reserved. 1© The TRACOM Corporation, All Rights Reserved.

IntroductionSESSION OVERVIEW

The SOCIAL STYLE ModelTM is easy to understand and provides an effective framework and specific techniques for helping people improve their interpersonal skills.

This guide provides you, the session leader, with the necessary information for conducting either a basic or expanded session using TRACOM’s Improving Managerial Effectiveness with Versatility (IMEV) Concepts Guide and accompanying Questionnaires. The session focuses on the essentials of Style and incorporates fifty years of collective instructional and facilitative experience with the SOCIAL STYLE Model.

To orient you to the Style legacy, this guide begins with a brief history of the SOCIAL STYLE Model. Next, it provides a strategy for successfully conducting both a basic and an expanded version of the session. The guide suggests instructional options depending on the amount of time set aside for training. Finally, the guide includes important facts about the SOCIAL STYLE Model to prepare you for many of the questions typically asked by participants.

This guide organizes instructions and activities in a way to give you maximum flexibility in delivering the session elements. It is up to you to decide what level of understanding and skill development are necessary for your participants and to adjust the presentation accordingly.

© The TRACOM Corporation, All Rights Reserved. © The TRACOM Corporation, All Rights Reserved. 3

Facilitator Guide

Session MaterialsSESSION MATERIALS

The following pages will review all of the materials that are available for delivering this session. By understanding these materials you will learn how they are used in the session and will then have the ability to select the most appropriate timed agenda and supplemental exercises to create either a two-hour or 4 ½-hour session.

Specifically, this guide covers the following items:

■■ Self-Perception Questionnaires

■■ IMEV Concepts Guide

■■ Resource Tools (PowerPoint presentation, participant handouts, marketing materials)

■■ Optional Exercises

■■ Additional resource materials available for purchase

■■ Additional facilitator preparation materials

TWO-HOUR VERSION AND 4 ½-HOUR VERSION

This facilitator guide was designed to provide you quite a bit of flexibility in delivering a session. You will find that we have provided a suggested session outline and timing for both a two-hour basic session and a 4 ½-hour expanded session.

Two-Hour Session

The two-hour session is designed to provide an introduction to SOCIAL STYLE and Versatility. The session teaches your participants about the fundamental concepts of behavior versus personality, provides insight into the four SOCIAL STYLEs, and demonstrates the impact that their SOCIAL STYLE and Versatility have on others, such as their direct reports.

4 ½-Hour Session

The 4 ½-hour session expands the participants' understanding of the concepts covered in the two-hour version through the use of a variety of hands-on experiential exercises that you may choose from. There is also significant additional content added to the session regarding the application of SOCIAL STYLE and Versatility concepts in the skills and tasks associated with managing people.

© The TRACOM Corporation, All Rights Reserved.8

[SUGGESTED SESSION TIMING]

Suggested Session TimingTIMING FOR THE TWO-HOUR SESSION

SEGMENT TIME

ACTIVITYACCUMULATIVE

TIME

Section I: Introduction, Overview, and Self-Perception Questionnaires0:10 Introduction, Overview and Objectives 0:10

0:10 The SOCIAL STYLE and Versatility Self-Perception Questionnaires 0:20

Section II: SOCIAL STYLE Fundamentals0:05 Behavior vs. Personality 0:25

0:05 Observable Say and Do Behaviors 0:30

0:20 Dimensions of Behavior 0:50

Section III: SOCIAL STYLE Model0:05 The Four SOCIAL STYLE Positions 0:55

0:05 Your SOCIAL STYLE Position 1:00

0:20 Exercise: Learn More About Your SOCIAL STYLE Position 1:20

0:05 Key Characteristics of Style 1:25

0:05 SOCIAL STYLE Summary 1:30

Section IV: Tension Management0:15 Tension Management, Backup Behavior, and Possible Toxic

Relationships1:45

Section V: Versatility0:05 Managing in the Third Dimension 1:50

0:05 The Four Sources of Versatility 1:55

0:05 Your Versatility Score 2:00

0:05 Improving Your Effectiveness with your Direct Reports 2:05

0:05 Session Summary 2:10

0:05 Next Steps and Key Learning 2:15

Remember: you can add or delete optional exercises to meet the needs of your participants.


Facilitator Guide

TIMING FOR THE 4½-HOUR SESSION

SEGMENT TIME

ACTIVITYACCUMULATIVE

TIME

Section I: Introduction, Overview, and Self-Perception Questionnaires0:10 Introduction, Overview and Objectives 0:10

0:10 The SOCIAL STYLE and Versatility Self-Perception Questionnaires 0:20

Section II: SOCIAL STYLE Fundamentals0:05 Behavior vs. Personality 0:25

0:05 Observable Say and Do Behaviors 0:30

0:20 Dimensions of Behavior 0:50

Section III: SOCIAL STYLE Model0:05 The Four SOCIAL STYLE Positions 0:55

0:05 Your SOCIAL STYLE Position 1:00

0:20 Exercise: Learn More About Your SOCIAL STYLE Position 1:20

0:05 Key Characteristics of Style 1:25

0:20 Optional Exercise: Taking My Growth Action 1:45

0:05 SOCIAL STYLE Summary 1:50

Section IV: Tension Management0:15 Tension Management, Backup Behavior, and Possible Toxic

Relationships2:05

0:30 Optional Exercise: Style Forum or Strengths & Weaknesses of Each Style 2:35

0:10 Break 2:45

0:10 Optional Exercise: Style Observation Rules 2:55

0:15 Optional Exercise: Estimating a Direct Report's Style 3:10

Section V: Versatility0:05 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 Improving Your Effectiveness with your Direct Reports 3:30

0:25 Optional Exercise: Knowing What a Direct Report Accepts and Rejects 3:55

0:30 Optional Exercise: Communicating with My Direct Reports—With Style 4:25

0:05 Session Summary 4:30

0:05 Next Steps and Key Learning 4:35

Alternate Exercises0:10 Identifying the Facilitator's Style

0:30 Helping your Direct Reports Increase their Productivity

0:30 Developing Actions Toward a Direct Report 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.


[IMPROVING MANAGERIAL EFFECTIVENESS WITH VERSATILITY SESSION: TWO-HOUR VERSION]

IMEV Concepts Guide Pages 1, 2 & 3

Visual # 1

© 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


[INTRODUCTION]

2

How the SOCIAL STYLE Modeltm 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 justtwo scales of observable behaviors thatintersect to form four SOCIAL STYLES. You don’t have to be a trained psychologist to understand and effectively apply SOCIAL STYLE principles on the job. Once youknow what SOCIAL STYLE and Versatility concepts and principles are all about, you can immediately put them to work and begin to see real results.


Concepts Guide

3

SOCIAL STYLE and Versatility WorkTRACOM’s SOCIAL STYLE Profiles have been administered to millions of people. 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.

One significant 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 download this and other reports.

MANAGERIAL SUCCESS STUDY

Managers with higher levels of Versatility perform better on the job.

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%

PERFORMANCEMEASURE

1

PERCENTAGE INCREASE FROM LOW VERSATILITY TO

HIGH VERSATILITY

1 “Documenting the Relationship Between Versatility and Job Performance—Managerial Success Study.” TRACOM Corporation. Centennial, CO.

231


Facilitator Guide


Improving Managerial Effectiveness with Versatility Session:

Two-Hour Version Use the IMEV Concepts Guide as your reference during the session that follows.

SECTION I: INTRODUCTION, OVERVIEW, AND SELF-PERCEPTION QUESTIONNAIRES

Welcome, Objectives, and Overview

Introduction

WELCOME participants to the session and provide a brief overview of the session.

ASK participants to turn to Pages 1, 2 and 3 in the IMEV Concepts Guide to follow along.

■■ Stress the importance of active participation.

■■ Briefly review the history of SOCIAL STYLE.

■■ Cite the proven effectiveness of increased Versatility on page 3 in the IMEV ConceptsGuide. Emphasize that managers with higher levels of interpersonal skills, otherwiseknown as Versatility, perform better on the job and, generally, earn more money.(Note: additional information and statistics can be found in The Managerial SuccessStudy in your Resource Tools.)

■■ Explain what SOCIAL STYLE is all about. Say “Did you ever notice that some peoplehave certain patterns of behavior: some are animated and loud, some treat you likea friend from the start, others are all business? SOCIAL STYLE gives you a way ofidentifying a person’s pattern of behavior, and of interacting with them in ways that willhelp you to increase your effectiveness as a manager.”

■■ Ask participants to think about their past bosses. Ask, “Besides, ‘they were good tome,’ what made that person a good boss?" Ask also, “What made your difficult bossesharder to deal with?” Use the participants' responses to identify issues that will beaddressed in this SOCIAL STYLE and Versatility training.

VISUAL #1 5 MIN



Visual #15


[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

IMEV Concepts Guide Page 24

24


Facilitator Guide

[IMPROVING MANAGERIAL EFFECTIVENESS WITH VERSATILITY SESSION: TWO-HOUR VERSION]SECTION V: VERSATILITY

Managing in the Third Dimension

ASK participants to turn to page 24 of their IMEV Concepts Guide.

SAY While identifying your SOCIAL STYLE can help you to understand your behavioral preferences, by itself, knowing your Style doesn’t necessarily help you be more effective. As I’ve said, there is no good or bad Style. What is important is how you use your Style when working with others. That’s where Versatility, the third major component of the SOCIAL STYLE Model, comes in. Versatility is the overall amount of support and degree of respect you receive from your direct reports (and others).

Unlike Style, there is good and not-so-good Versatility—or as you see here, high and low Versatility.

When you behave in a way that makes others comfortable with your behavior, your Versatility increases. When you do things for your own comfort (i.e., focus on your own Style Need), your Versatility decreases.

VISUAL #15 5 MIN

LEADER TIP: This is a critical message to impart to participants. All of the behaviors that make up Versatility can be learned, practiced and applied. Because Versatility is changeable and can vary with the audience, it should be viewed as a starting point for understanding where to improve and work better with people. If people get low scores, focus them on understanding how to improve in the future, rather than obsessing on the past.


Facilitator Guide

Optional Exercises: 4 ½-Hour Version You can draw upon the following exercises to enhance your session to best meet the needs of your participants. See the first section of this guide for suggested outlines for conducting a two-hour (basic) or 4½-hour (expanded) version of the session.

Important Note: Some optional exercises require additional materials such as the IMEV Applications Guide, Skills Guide Card, Do Unto Others—Accepts/Rejects Guide Card, and Style Dial which are not included with this Administration Kit. Please contact TRACOM for ordering information.

This table shows the optional exercises and their suggested running times:

Know Yourself/Control Yourself

OPTIONAL EXERCISESADDITIONAL MATERIALS

REQUIREDAPPROX.

TIME

1.Strengths and Weaknesses of Each Style (Identify and discuss strengths and weaknesses of each Style)

Handout (in Resource Tools) and IMEV Concepts Guide

30 Min

Control Yourself

2. Taking My Growth ActionHandout (in Resource Tools) and IMEV Concepts Guide

20 Min

Know Others

3.Identifying the Facilitator’s Style (Skill practice in identifying SOCIAL STYLE)

Skills Guide Card 10 Min

4. Style Observation Rules Handout (in Resource Tools) 10 Min

5. Estimating a Direct Report’s StyleIMEV Applications Guide and Handout (in Resource Tools)

15 Min

6.Style Forum (Identify and discuss strengths and weaknesses of each Style)

None 30 Min

Do Something for Your Direct Reports

7. Knowing What a Direct Report Accepts and RejectsIMEV Applications Guide, Do Unto Others—Accepts/Rejects Guide Card

25 Min

8.Helping your Direct Reports Increase their Productivity

IMEV Applications Guide 30 Min

9.Developing Actions Toward a Direct Report Using the Style Dial (Skill Practice in applying Style concepts)

Style Dial 30 Min

10. Communicating with My Direct Reports—With Style IMEV Applications Guide 30 Min

11. Delegating to Direct Reports—With Style IMEV Applications Guide 30 Min


[OPTIONAL EXERCISES: 4 ½-HOUR VERSION]

STRENGTHS AND WEAKNESSES OF EACH STYLE

Purpose■■ The purpose of this exercise is to allow

participants to learn more about their Stylesand to encourage them to begin thinking aboutStyle behaviors that impact their effectiveness asmanagers.

Recommended Time■■ 30 minutes

Materials Needed■■ IMEV Concepts Guide (one per participant)

■■ Handout: Strengths and Weaknesses of Each Style (available in Resource Tools; oneper participant)

■■ Flipchart

■■ Visual: Strengths and Weaknesses of Each Style (Visual #20)

Directions

1. Give participants about 10 minutes to read more about each of the Styles in the IMEVConcepts Guide. (Driving Style: page 13, Expressive Style: page 14, Amiable Style:page 15, Analytical Style: page 16)

2. Divide class into groups by Style & distribute the handout.

3. Read aloud the task described on the handout to make sure everyone understands it.(Feel free to modify the terms of the task to fit your organization. Just be sure that itincludes a fairly significant task and that it involves working with direct reports.)

4. Ask the groups to (1) create a Style bumper sticker,(2) identify popular songs appropriate for their Style, and(3) create a list of strengths and weaknesses the managerwould have in approaching and accomplishing this task.

5. After about ten minutes, ask the each group to share itsresults and ask members of the opposite Style to providefeedback.

Handout Available in Resource Tools

© The TRACOM Corporation. All Rights Reserved Strengths and Weakness of Each Style

Strengths and Weaknesses of Each Style Read about your Style in the Concepts Guide and then, working with others who have the same Style as you, identify the strengths and weaknesses of your Style given the Task described below.Finally, create a “saying” or “bumper sticker” and identify some popular songs (past or present) that appropriately describe the theme of your Style. Be prepared to share your group’s results.

Style: ____________________________________________________________________

Task:A manager at a manufacturing company has just received news from executive leadership that the company is adjusting its priorities and strategy, based on economic concerns and analysis of its competitors. This shift in strategy will mean that much of the work that the manager’s team has developed over the previous months will need to be modified or scrapped all together. The manager needs to meet with her team to explain the new priorities and get them started on their new tasks.

Bumper Stickers or Sayings: __________________________________________________

_________________________________________________________________________

_________________________________________________________________________

Popular Songs: _____________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

Assess the strengths and weaknesses a manager with the assigned Style would have in approaching and accomplishing this task.

Strengths: ______________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

Weaknesses: ___________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

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