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Quest Leadership Dynamics

Table Talk - D Group Chart plot using =



 

Quest Leadership Dynamics

D Style - Potential Problems and Challenges

HIGH "D"

ASSERTIVE
(Independent)

 HIGH "D"

The "D" Leader

(D = DOMINANT)
Strengths Struggles Strains Problem Solving Styles
Daring Impatient Intimidating

Strength: Fast Paced; bottom lined focused, goal-oriented
Struggle: Argumentative
Blindspot: Understanding directness can hurt others
Solves problems by: Debating others conclusions
Fears: Loss of control; not being the influence point
Struggles with: Selective hearing; too quick in decision making without considering all factors
Competitive Domineering Confrontational
Forceful Blunt Close-minded
Determined Risk taker Defensive
Self-starter Strong-willed Overstep authority
Tenacious Egotistical Argumentative
Forward-looking Desires power Focus is only on task

LOW "D"

REFLECTIVE
(Team-Oriented)

 LOW "D"

 

 
Strengths Struggles Strains Strategies in Dealing with High D Problem Solving Styles
Conservative Avoids conflict Obstacle to progress

• Anticipate disagreement and debate
• Briefly define the problem
• With a direct tone, offer two solution options
• Follow with a "What do you think?" request
• If no decision, follow-up with either third party or deadline memo with one of the options
Low-key Disagreeable Slow pace
Careful Slow decision making Indecisive
Prepared Afraid Lack of creativity
Considerate Passive Refusing to confront
Vigilant Enabling Unmotivated

Self-controlled		 Hesitant Shuts down

 

Quest Leadership Dynamics

High D and Low D Comparisons

 

 

High D

Low D
  • Fast-paced / Task-oriented
  • Move along
  • More productive
  • Take Charge
  • Decide Quickly
  • Independently
  • Based on the end result or goal
  • Edict or Announcement
  • Desired Result they have in mind
  • Need limited information
  • No time like the present
  • Slow-paced / People-Oriented
  • Supportive
  • Cooperation
  • How does this impact others
  • Decide slowly
  • Collaboratively
  • Based on the impact it has on the team and others
  • Consider this…
  • How will this resonate with others
  • Seek to understand
  • Practice before sharing
  • "Actions Speak louder than Words "
  • "A little less talk and a lot more action"
  • "Tell you what to do"
  • "Let’s move forward"
  • "What’s the problem"
  • "Let’s get after it – move"
  • "Lets get our hands dirty"
  • "This is simple decision – let’s get it done"
  • "If you are going to speak, think about how that is going to impact others"
  • "A little less talk and a lot more listening / support"
  • "Ask you to consider"
  • "Let’s take a step back"
  • "How can I help"
  • "After everyone is heard then we can move"
  • "Let’s observe from a distance"
  • "We can do this as we work together"

 

Quest Leadership Dynamics

Table Talk - I Group Chart

I

 

Quest Leadership Dynamics

I Style - People & Information

HIGH "I"

UP-BEAT
(Optimistic)

 HIGH "I"

The "I" Leader

(I = INFLUENCING)
Strengths Struggles Strains Problem Solving Styles
Optimistic Trusts indiscriminately Unreliable

Strength: Fast Paced; relationship focused, people person
Struggle: Talks too much
Blindspot: Remembering what they have promised
Solves problems by: Verbalizing their feelings
Fears:Loss of approval or loss of social recognition
Struggles with: Random and disorganized thinking; poor follow through
Inspiring Lack of follow through Overestimates ability
Friendly Impulsive Over commits
Outgoing Inattentive to details Poor listener
Enthusiastic Overconfident Unrestrained
Creative Unrealistic Talks too much
Social responsive Social rejection Too compromising

LOW "I"

SYSTEMATIC
(Logical)

 LOW "I"

 

 
Strengths Struggles Strains Strategies in Dealing with High I Problem Solving Styles
Realistic Critical of others Unfriendly

• Anticipate a friendly, random dialogue
• With an informal and positive tone, define the problem
• If their involvement has a negative history, expect denial or shifting the blame
• Focus on positive solutions
• Solicit their feelings and let them talk
• You organize the action plan with a documented summary on one page
Good listener Over analytical Withdrawn
Calm Introspective Self-absorbed
Factual Non-emotional Skeptical
Reflective Pessimistic Close mouthed
Critical thinker Fixated Distrusting
Logical Rigid Too detailed

 

Quest Leadership Dynamics

High I and Low I Comparisons

 

 

High I

Low I
  • Fast-paced / People-oriented
  • Add energy into the environment
  • May seem random
  • Persuasive and Agreeable
  • Trusting of both people and information
  • Comfortable working with People
  • Let’s talk about it (out loud)
  • Likes the energy from having the conversation regardless of the plan
  • Slow-paced / Task-Oriented
  • Add order to the environment
  • Methodical
  • Has to be logical and make sense
  • Probing and Factual
  • Validates and verifies both people and information
  • Comfortable working alone
  • Let’s think about it
  • Likes the facts and planning ahead
  • "The more I trust you, the faster I share it"
  • "I trust you until proven otherwise"
  • "That sounds good"
  • "That sounds possible"
  • "I am going to share that with everyone"
  • "This may be random, but…"
  • "Do you know what I just heard…"
  • "Good morning"
  • "The more valid information I get, the more willing I am to state it"
  • "Prove it and I will trust you" "That sounds like I need to verify that"
  • "That sounds unrealistic"
  • "I am going to ask several questions"
  • "This is what I have researched and learned…"
  • "I heard it, but I need to google it"
  • "You are five minutes late"

 

Quest Leadership Dynamics

Table Talk - S Group Chart

S

 

Quest Leadership Dynamics

S Style - Pace & Change

HIGH "S"

ROUTINE
(Process-Oriented)

 HIGH "S"

The "S" Leader

(S = STEADINESS)
Strengths Struggles Strains Problem Solving Styles
Good team player Slow pace Lacks sense of urgency

Strength: Reflective and slower-paced; harmony focused; cooperative, accommodating, helpful
Struggle: Indecisive, Unconcerned
Blindspot: Seeing the need to assert oneself
Solves problems by: Processing Information
Fears: Change, disharmony and loss of security
Struggles with: Making quick decisions; confronting others
Loyalty to the leader and cause Inflexible Avoids confrontation
Logical Uninvolved Wait for orders
Very Patient Apathetic Actively Resists Change
Finishes tasks Internalize Feelings Inability to withdraw
Great Listener Takes criticism of work as a personal affront Takes on too much work
Maintain harmony Disharmony Disengaged

LOW "S"

MULTI-TASKED
(Possibility-Oriented)

 LOW "S"

 

 
Strengths Struggles Strains Strategies in Dealing with High S Problem Solving Styles
Energetic Impatient Overcommitted

• Anticipate a need to process information involving change
• With a non threatening and friendly tone, define the problem
• Offer "How" solutions with room for flexibility, particularly if family time is threatened
• Allow time to process, with a scheduled follow-up time
• Patiently answer questions with assurances & affirmation
Dynamic Intense Urgency Pressure
Spontaneous Impulsive Insensitive
Decisive Dislikes Routine Lacks follow through
Involved Restless Changes to change
Versatile Hurried Pushy
Action oriented Hyperactive Presses action

 

Quest Leadership Dynamics

High S and Low S Comparisons

 

 

High S

Low S
  • Slow-paced / People-oriented
  • Support the environment – you can count on me
  • Peace and Predictability
  • Patient and non-emotional
  • Away from the change
  • Comfortable working in a routine
  • Harmony, Stability
  • Needs time to get use to the changes
  • One project at a time
  • Fast-paced / Task-Oriented
  • Add change to the environment – I can make this happen
  • Push and Possibility
  • Intense and flexible
  • Toward the change
  • Comfortable working without structure
  • Versatile and Action Driven
  • Can make changes on the fly
  • Concurrent projects and initiatives
  • "Change requires – new roles, responsibilities, people, procedures, confidence of others"
  • "Slow down the pace – let’s make sure everyone is on the same page"
  • "How does this change impact the team"
  • "This routine feels good – I like this environment"
  • "How I can support you as we work together"
  • "I would like to focus on one task at a time so I can do it well"
  • "Just let me know what you expect so I can provide you what you need"
  • "What direction are we heading"
  • "Change is a part of life"
  • "Speed up the pace"
  • "We are changing – it’s time to mix things up"
  • "We can always go faster – its time to speed things up"
  • "The possibilities are endless"
  • "Let’s break these down into multiple projects we can work on at the same time"
  • "Just be on the ready"
  • "We could go in multiple directions"

 

Quest Leadership Dynamics

Table Talk - C Group Chart

C

 

Quest Leadership Dynamics

C Style - Rules and Procedures

HIGH "C"

STRUCTURED
(Organized)

 HIGH "C"

The "C" Leader

(C = COMPLIANCE)
Strengths Struggles Strains Problem Solving Styles
Conscientious Hesitant to act Defensive

Strength: Deliberate pace; High Standards; maintaining accuracy, order, and quality control
Struggle: Unrealistic expectation of self and others
Blindspot: Seeing the positive side of things
Solves problems by: Validating and organizing data into structure and order
Fears: Validating and organizing data into structure and order
Struggles with: Being too detailed; overly analytical
High standards Overanalyze Indecisive
Fact-finder Perfectionism Close minded
Analytical Emotionless Fault-finding
Accurate Fearful of mistakes
Internalize feelings
Cautious Stubborn Shut-down
Asks the right questions Suspicious Possessive of information

LOW "C"

NATURAL
(Gut-Feeling)

 LOW "C"

 

 
Strengths Struggles Strains Strategies in Dealing with High C Problem Solving Styles
Self-reliant Ignores consequence Unnecessary Risks

• Anticipate their need to ask many questions
• With a non threatening tone, define the problem and "Why" it needs to be solved.
• Answers questions as specifically as possible with assurances of support
• Allow time to validate your answers from third parties
• Give assurances of availability to answer follow-up questions
Non-structured Impatient Overlooks details
Questions the status quo Insensitive Reckless
Independent Controversial Rules are guidelines
Free-spirited Speaks without thinking Can't explain why
Instinctive Illogical Impractical
Risk-taker Unrealistic No system

 

Quest Leadership Dynamics

High C and Low C Comparisons

 

 

High C

Low C
  • Slow-paced / Task-oriented
  • Correct the environment
  • Accurate and Analytical
  • Facts, details and proof
  • Toward structure
  • Comfortable working in a defined system
  • Follow an organized plan
  • Desire is to Reduce Risk – think it through
  • Rules, Goals and Follow-through
  • Fast-paced / People-Oriented
  • Add spontaneity to the environment
  • Fearless and unconventional
  • Feelings, Emotions and Instinct
  • Away from a step by step process
  • Comfortable working without a system
  • Learn and Discover as they go
  • This feels good -Fix in the Future
  • Brainstorm – trial and error
  • "I think we should follow the process"
  • "Before we begin let’s look at the details"
  • "The better the plan the better the result"
  • "Let’s set a firm deadline"
  • "Let’s minimize our risks by considering all the variables"
  • "Let’s take our time so we can do it right"
  • "Plan your work and work your plan"
  • "We validated and verified"
  • "I feel like it is a good way to start"
  • "As we begin we will figure out the details"
  • "I would rather get started so we can start seeing some results"
  • "Let’s see how the timing works out"
  • "No risks, no reward"
  • "No time like the present – if we make a couple of mistakes we will learn form them"
  • "Let’s play it by ear"
  • "That feels right – it will all work out as we go"

 

Quest Leadership Dynamics

Action Plan Worksheet

Problems and Challenges (High "D" or Low "D")
Strength:
Struggle:
Strain:
Strategy:

People and Information (High "I" or Low "I")
Strength:
Struggle:
Strain:
Strategy:

Pace and Change (High "S" or Low "S")
Strength:
Struggle:
Strain:
Strategy:

Rules and Procedures (High "C" or Low "C")
Strength:
Struggle:
Strain:
Strategy:

 

 

Quest Leadership Dynamics

Table Talk - Summary Charts

 
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Quest Leadership Dynamics

Powerful Application Of Your Personality Table Talk Graph:

First- Choose a person that you will be working closely with over time.
Second - Make sure both of you have completed a Quest Report.
Third- Using your graph points from Graph 2 place each of your graph points on the four Table Talk Graphs.
Fourth- After placing your graph points on each Table Talk Graph then place your initials by your corresponding points.
Fifth- Look at where your graph points fall for each trait and place a check in the box if you are on the same side of the table or on opposite sides of the table.
Key: You now have a powerful Visual Illustration to help you effectively see where you may need to adapt or seek insight from one another.

The "D" Insights:
 
 

The "I" Insights:
 
 

The "S" Insights:
 
 

The "C" Insights:
 
 

 

Copyright 2017 DR
Quest Leadership Dynamics, Inc.