RESPSONSIVENESS Emotions Inside ANALYTIC Common Behavior: Likes facts, logic, and consistency Seeks organization Appears detached, independent Cooperative if they have control over their work Cautious in showing warmth or forming friendships Slow to but deliberate and disciplined Sticks to decisions Possible Strengths: Objective, analytical, careful, collected, good listener Possible Challenges: slowly, risk-averse, critical DRIVER Common Behavior: Focused on action and results Swift to react Seeks control; forceful when facing an obstacle Rarely shares personal feelings Independent, competitive, risks Makes decisions using facts Focused on the here and now Possible Strengths: Decisive, thick-skinned, confident, forceful, goal-oriented Possible Challenges: Impatient, callous, doesn’t share credit Emotions Displayed AMIABLE Common Behavior: Values friendliness and cooperation Unhurried reaction Achieves objectives using understanding and mutual respect, not force Acceptance is important, power is not Social; builds strong relationships Risk-averse Tends to reject conflict Possible Strengths: Supportive, considerate, goes the extra mile Possible Challenges: Slow to act, dependent, passive EXPRESSIVE Common Behavior: Reacts quickly Warm, approachable Competitive; personal recognition decisions based on intuition, not facts Creative dreamers; not risks; changes course frequently Focused on the future Possible Strengths: Move quickly, humorous, stimulating, persuasive, friendly Possible Challenges: Thin-skinned, attention-seeking, perceived as impulsive For example, if you tend to Tell and Display, then you prefer to use an Expressive style. As you look at the chart, remember that you may use all of these styles at different times—your style is simply the way you prefer to interact with others. Also, keep in mind that no single style is better than any other. You
in different situations with different styles, and make note of what works and what doesn’t. If you liked this article, check out MyCareer@VA’s tips on effective communication with potential employers (). You may also like the TMS () training “Managing Your Career: You and Your Boss” on how to build a strong relationship with your supervisor. And as always, visit MyCareer@VA () and the VA Learning University () for more training and career development information. References: 1 Merrill, David W. and Roger H. Reid. Personal Styles and Effective Performance, 1981. Florida: CRC Press LLC. Policy Alerts The Secretary's Equal Employment Opportunity, Diversity and Inclusion, No FEAR, and Whistleblower Protection Policy Statement VA is strongly and unequivocally committed to equal employment opportunity, diversity and inclusion, and the protection of employee rights in the workplace. As we face challenges in our work environment, it is more important than ever that each of us recommits ourselves to these principles and redoubles our efforts to cultivate a safe, fair, and inclusive culture at VA. Our collective ability to deliver the best services and care to our Nation's Veterans is inextricably linked to sustaining an organizational culture that protects and empowers the voices of all employees and leverages the diverse talent of all of our human resources. This includes creating a climate that embraces constructive dissent, welcomes critical feedback, and ensures compliance with legal requirements. An essential component to this is the demonstration of VA's Core Values: Integrity, Commitment, Advocacy, Respect, and Excellence. These enduring values create the foundation for an environment that fosters diversity and inclusion. We must be vigilant in ensuring that our words and behaviors congruently promote a culture that facilitates employee engagement and hears all voices. The full 2014 document summarizing VA's EEO, diversity and inclusion, and No FEAR-related workplace policies is online at . Whistleblower Protection Leaders are responsible for establishing a workplace atmosphere in which employees are comfortable highlighting and sharing their successes—as well as identifying areas in which we can improve. Whether that means notifying managers and supervisors of isolated gaps or bringing attention to larger, systemic issues that impede excellence, it is important that all employees are