Social Style rating scale

Listed below are words and phrases which people often use to describe themselves and others. Beside each
word or phrase, circle the number which corresponds to your perception of how you think others see you.
Use the example below to guide you in indicating the degree to which that word or phrase describes you.
Example:
Calm
Not at all descriptive 1 2 3 4 5 6 7 Very descriptive
If you believe others see you as not at all calm, you should circle number 1. If you believe others see you as
very calm, circle number 7. If you are seen as somewhere in between, circle the number that best indicates
your perception. Before starting please also read the special guidelines below.
Now, do the same for the adjectives and phrases below. Please respond to every word or phrase, even if
you are not certain.

Special Guidelines. Important: please read before beginning

The scales are based upon the assumption that ordinary language provides a sufficient basis for describing
behaviour. It is also assumed that language is redundant i.e. fewer words are needed than are often used.
The words and phrases in this reference sampling have been chosen to communicate best the meanings of the
scales, and the scales have been researched to establish consistency. As you look at each word or phrase
think of the perceptions that exist between yourself and a particular group of people you work with, for example;
customers, co-workers, suppliers or subordinates. Consider the relationships in terms of the day to day tasks in
which you are involved.

Column A Column B
aggressive…………….. 1 2 3 4 5 6 7 accepting/supporting… 1 2 3 4 5 6 7
challenging/confronting 1 2 3 4 5 6 7 easy to know………….. 1 2 3 4 5 6 7
forceful………………… 1 2 3 4 5 6 7 friendly/outgoing……… 1 2 3 4 5 6 7
outspoken…………….. 1 2 3 4 5 6 7 people oriented……….. 1 2 3 4 5 6 7
takes charge………….. 1 2 3 4 5 6 7 sociable……………….. 1 2 3 4 5 6 7
assertive………………. 1 2 3 4 5 6 7 agreeable……………… 1 2 3 4 5 6 7
competitive…………… 1 2 3 4 5 6 7 cares how others feel… 1 2 3 4 5 6 7
straightforward……….. 1 2 3 4 5 6 7 flexible………………… 1 2 3 4 5 6 7
frank…………………... 1 2 3 4 5 6 7 warm…………………… 1 2 3 4 5 6 7
blunt…………………… 1 2 3 4 5 6 7 fun loving………………. 1 2 3 4 5 6 7
Total Total

Instructions for scoring:

1. Place the number you have circled in the box to the right of each row
2. Total your score for each column in the space provided at the bottom
3. Compare the total for each column to the ‘key’ below, circling the appropriate letter or number
Column A Column B
Key: 56 – 70 = A Key: 00 – 46 = 1
51 – 55 = B 47 – 52 = 2
46 – 50 = C 53 – 57 = 3
00 – 45 = D 58 – 70 = 4

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 4. Classify your combined ‘dominance’ and ‘sociability’ scores by circling the letter and number score
5. Locate your ‘quadrant’ on the grid below by using the letter and number as reference points

DOMINANCE
D C B A

P4 P1

2
SOCIABILITY

P2 P3

Dominance is a measurement of a person’s effort to influence the thinking and actions of others. At one
extreme, high dominance, individuals tend to attempt to influence others through overt personal control. At the
other extreme, low dominance, are individuals who assert themselves with moderate, unassuming and quiet
behaviours.

Sociability is the tendency to express feelings openly and to be outgoing with people. At one extreme, high
sociability, are those behaviours which indicate a high display of feelings and emotions in one’s interactions. At
the other extreme, low sociability, a person tends to show a minimum outward display of feelings and emotions.

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Getting a clear perspective: the basics

A good way to start building better relationships is to become a better observer. By doing so you learn to free
yourself from premature judgements or reactions to another’s style. Your perspective helps to improve your
own ability to view other styles with an understanding of their strengths and weaknesses. Armed with this
awareness as well as data on your own style, you can begin to develop interpersonal strategies to help you
communicate and create more productive relationships.

Style patterns defined Non-verbal communication

These are the basic tools to work with in learning how to
observe the differing interpersonal styles. Let’s begin by
defining the behaviour patterns
P1 – Pattern 1 is often referred to as Controlling
behaviour. Controllers combine high dominance and
low sociability. They get results through assertive and
controlled actions. Controllers are competitive and
resourceful. They prefer to deal with immediately
relevant issues and tend to excel at defining goals along
with a plan for reaching them. When overusing their
strengths, controllers can also appear to be unyielding,
poor listeners, inflexible and blunt.
P2 – Pattern 2 is often referred to as Co-operative
behaviour. Co-operators combine low dominance and
high sociability. They display feelings openly but are
not typically aggressive. Co-operators are relationship
oriented. They are supportive, and in turn desire secure
relationships. They are team players who encourage
participation and avoid conflict. When over using their
strengths, co-operators can also appear to be naïve, too
easy going, gullible, emotional and retiring.
P3 – Pattern 3 is often referred to as Expressive
behaviour. Expressives combine high dominance and
high sociability. They are very open and are given to a
show of feelings and emotions. Expressives are
intuition oriented. They thrive on involvement and are
persuasive. They respond well to incentives and
rewards, and are especially comfortable in a leadership
role. When overusing their strengths, expressives can
also appear to be impatient, careless, impulsive,
dramatic and opinionated.
In every personal relationship an important part of
communication is non-verbal. It may constitute as much
as 83% of the communication between two people. Non-
verbal communication contains three elements:
 Body language: facial expressions, gestures and
posture
 Use of space: how we use, defend and arrange our
space
 Tone of voice: the expression of our words, tone,
pace and inflection
Style recognition
As you observe others, ask yourself ‘is this person more or
less dominant than most other people?’ ‘Is he or she more
or less sociable than most people I’ve observed?’ Look for
the non-verbal signals as a convenient means of locating
the person on the matrix.
As you learn to recognise differing styles it should become
apparent that most of the time you will be dealing with
people whose interpersonal styles are different from yours.
What’s more, they may feel that their own ways of dealing
with issues and solving problems are indeed best. These
differences need to be considered, as you become a better
observer.
Keys to becoming a better observer
 Separate what you feel from what you observe
 Suspend your own judgement
 Avoid premature reactions
 Focus on the strengths
 Observe one dimension at a time

P4 – Pattern 4 is often referred to as Analytical

behaviour. Analyticals combine low sociability with
low dominance. They are good planners and
organisers. Analyticals are thinking oriented. They
generally prefer to work alone or in small groups. Their
decisions are based on critical thinking and the
examination of the relevant data for each situation.
When overusing their strengths, analyticals can also
appear to be poor improvisers, slow decision-makers,
rigid, too formal and cautious.

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Versatile relationship management: the skills
When you interact with another person you only have control over your half of the interaction. What you say,
what you do, what you convey and your understanding of the other person’s style will determine the quality of
the relationship. You can learn to develop the skill of relating to other styles. This concept is called versatile
relationship management.

Relating to controlling behaviour (P1) Relating to expressive behaviour (P3)

Controllers need to be allowed to act, to move towards Expressives want approval and recognition. Share their
an objective. Support their need for conclusions and vision, and demonstrate your support for their ideas and
actions. Minimise time spent building friendly concepts. Involve them by stressing the exciting aspects
relationships, and use your time efficiently. When of a project. Use your time to be stimulating, positive,
action planning, describe the problem using pertinent even expansive. Provide enough information to test the
facts and offer possible solutions and their soundness of your idea, but don’t overwhelm them with
consequences. detail. Provide solutions to problems and give them an
incentive to keep momentum going.
Plan to be seen as… Avoid being seen as…
 clear, specific, brief  vague, too general Plan to be seen as… Avoid being seen as…
 businesslike  personal, casual  supporting their ideas  arbitrary, directive
 results oriented  directive, forceful  providing incentives  emphasising restraint
 ready to stress results  careless with facts  supporting  vacillating
commitment  unyielding, too
 stimulating, thought structured
provoking
Relating to co-operative behaviour (P2)
Co-operators build trust and confidence through
personal support. Put forth an effort to assure them of Relating to analytical behaviour (P4)
your support and concern for them as a person. Use Analyticals need to be right. They want to be certain that
time informally to provide an agreeable framework to an action they take is well thought out. Supply them with
negotiate. Minimise risk, by assuring them of a fail-safe facts and support their need for accuracy and
plan. Move carefully into action planning and let them dependability. Use your time to establish credibility for
know that you’ve explored all avenues. your ideas by demonstrating that you have researched
your ideas and plans. Show them how you arrived at a
Plan to be seen as… Avoid being seen as… conclusion. When asking for a decision try to show them
 candid, open, patient  impatient, forceful examples of how the outcome can be assured. Provide
 personally interested  aloof, too businesslike consistent, accurate follow up to your plan.
 supportive  personally disinterested
 having well thought out  pressing for a quick Plan to be seen as… Avoid being seen as…
plan decision  well prepared  unstructured, informal
 working an agenda  vague, too general
 having evidence  intuitive
 oriented towards  oriented towards
specifics generalities

Putting yourself in charge

Versatile relationship management is your ability to move into the other person’s arena of expectations in order to gain
endorsement and support. It is relationship management based upon your ability to effectively manage your half of the
relationship. Versatile management transcends the traditional boundaries. It applies to all relationships – peers,
subordinates, customers, suppliers, even your boss. By creatively managing your own behaviour you can relate to
people outside your own comfort zone.

Controllers can learn to work on their capacity to listen carefully to others and to show more personal interest. Co-
operators can increase their capacity to affirm their point of view and introduce structure when necessary. Expressives
can learn to check their enthusiasm and weigh carefully their actions and responses. Analyticals can develop their
capacity to initiate decisions and to show more enthusiasm in relationships.

If you practise these skills and use these tools you will create more productive customer relationships.

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