Communication, Trust, Alignment and Productivity Template

1. Pinnacle Management Group, Incorporated Elements by Style Model Behaviors and Activities Influencing Team Effectiveness The Elements by Style Model was designed by…
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  • 1. Pinnacle Management Group, Incorporated Elements by Style Model Behaviors and Activities Influencing Team Effectiveness The Elements by Style Model was designed by Pinnacle Management Group to illustrate how typical behaviors, attitudes and activities can impact any organization. The following is a brief explanation of how to utilize this model: The model is divided into 4 quadrants each representing a personality style (Driver, Expressive, Amiable and Analytic). We have incorporated personality styles because it is an effective way to get everyone to understand his or her influence on the team. The 2 styles located in the upper quadrants typically control their emotions more than those in the lower quadrant. This creates a commonality for Driver and Analytic, and a commonality for Amiable and Expressive. Likewise, the two quadrants on the left are typically less assertive than those on the right creating a commonality for Analytic and Amiable, and a commonality for Driver and Expressive. This means that Driver and Amiable, and Analytic and Expressive have the least in common, creating greatest opportunities for tension and misunderstandings. This does not mean, however, that miscommunication cannot happen between any pairings. Next you will notice that each of the quadrants are broken into four elements – Communication, Trust, Alignment (how well the team is working toward a common vision of the future), and Productivity (how well resources are being utilized in a continuously improving manner). Each of the terms listed for the elements are typical behaviors, activities and attitudes that impact those elements. The Green, or productive, terms represent behaviors, activities and attitudes that are assisting the organization to move toward its vision for the future. The Red, or counter-productive, terms are moving the organization away from the vision. As a way to visualize this – Imagine that the black ring dividing the red and green terms represents when you walk in the door in the morning. From the time you turn on the lights, every activity that takes place is going to cost resources. Some of those activities will take you toward your goals, others will pull you away. Thus, if 713 Sainte Genevieve Avenue, Farmington, Missouri 63640 ~ 573-747-1951 ~
  • 2. an activity is pulling you away, you are spending money to go in the wrong direction. In order to move toward your vision, you must then spend money to get back to your baseline (the black ring) to undue the damage done by the counter-productive activities. Then you must expend funds to continue to move forward toward your vision. Thus, it is easy to reason that an organization could expend $3 for every $1 of forward movement if there is not a concerted effort to minimize all counter- productive behaviors, activities and attitudes. This also accounts for the red having a much larger representation on the template than green. If you look at a term in one quadrant and trace to the opposite quadrant in the same element, you will see typical cause/effect relationships. For example, look at Driver’s communication. They may be perceived as being pushy. As a result, Amiables will tend to go passive when they encounter such behavior. The converse is also true. When an Amiable appears to be passive, a Driver can get pushier out of frustration. This helps individuals understand that they are often getting the wrong response from others because of their own actions. When behaviors, activities and attitudes remain in the green or productive, the responses received are almost always also in the green. You might wonder how your team stacks up to this model. The Team Scorecard™ will provide you with a measurement for each of the elements currently present in the organization as well as where the team would like to be in the future. This will assist you to target training and development in a very concise manner, and reduces barriers to training because you are addressing issues that the team has identified that it would like to improve. For additional information, please contact us at 573-747-1951 or via email at Also, please visit our website at
  • 3. Elements by Style Model Behaviors and Activities Influencing Team Effectiveness Driver Analytic C n om o ti m ca un Action ni Thinking ic u at Oriented m Oriented i om on Controls Emotions C (Less responsive) Argumentative Demanding t us Tr Tr u st Rejects May seem not to involvement Overly care about people Facts more important decisive nt than people A Harsh e lig Critical of nm Appears not to nm Non-Responsive others Pushy lig listen to others en May seem overly Judges others Acts Separately A t independent Honesty Negative Confrontational Provides Pr ty clarity Dominating od vi Walks the Respect uc ti Stubborn talk uc ti Competitive Difficulty with Not naturally vi Inspirational d ty o Supportive team oriented Impatient with leadership Pr change Bottom-line others Indecisive oriented Improved Mentor/coach Tells T* Asks processes Vision (More assertive) (Less assertive) Does not Influencing Unity for Short attention Poor change Lack of common goal Pr provide span follow-thru May appear input initiative Strong Visionary y od t vi team to be lazy uc ti Undisciplined use ti c Optimism of time u vi Harmony od Decisions Complacent ty Impulsive Pr Energy based on Stubborn Caring emotion Avoids Passive Manipulative A change lig aggressive Little concern t en nm Passive or for routine Relationships may Drama nm en Appears not indifferent be superficial lig t to care A Overly Speculates on Over- Personal compliant others’ reactive attacks actions & motives Tr u st st Protects safety Inconsistent u Tr by withholding opinions Amiable Expressive Emotes C (More responsive) om n io m Intuition at Relationship un c i ic Oriented un Oriented at i m on om C © 2007 Pinnacle Management Group, Inc.
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