"Behavior" in Four Secrets "When you objectively observe others, there is always behavior to be noticed. You can be talking face-to-face, listening on the phone, or watching across a crowded room." Chapter 2 "There is a well-documented [and measurable] phenom-enon of people using behaviors in the work-place that are different from their natural preferences. Sometimes our jobs force us to fake it!" Chapter 3 "Our best bet for comm-unicating with or influencing others is to try to match our approach to their behavioral needs." Chapter 2 "Our new understanding of behavior allows us to 'see' things at work that might have been invisible before." Chapter 3

The Secret of Behavior
Stories and Case Studies

For practice with the perspective of Behavior, read the stories below and consider the questions that go with them. 

1. Claudia and Martha
Claudia and Martha were a constant frustration to each other, and to their manager, Sam.  It seemed like no matter what the team was doing, Sam just couldn't get the two of them to agree.  Privately, Claudia complained that Martha was too pushy, and that her assertive style of communication was damaging relationships on the team.  Martha, on the other hand, told Sam that Claudia didn't work fast enough and was so busy trying not to make waves that she couldn't actually produce anything.

			How might each person use the perspective of Behavior to help this situation? See Four Secrets, top of p. 24 , bottom of p.27, middle of p.35

2. Herman and Roxanne
Herman and Roxanne were given the same assignment: Read through a draft of their company's written response to a complex "Request for Proposal" from a major client.  Both were asked to give input regarding the document and to suggest changes.  The differences in their responses polarized team members and caused a rift in the group.

Why? Roxanne's feedback came first, within a few days.  She presented her ideas to the group verbally, in about fifteen minutes, with just a few written notes to jog her memory.  Her comments mostly focused on the written "voice" of the proposal, suggesting changes to make the prose more engaging, and to focus more upon the client's need. 

"Make it exciting and that will sell it," Roxanne told her team.  "That's the goal."  Those who agreed with Roxanne liked her influential approach to the writing style.

A week later Herman returned his suggestions. He sent them by e-mail attachment to the whole team.  The attachment contained a list of 65 items, organized by page number, with both the "current" and the "suggested" wording.  His suggestions highlighted grammatical errors, spelling mistakes, and instances in which the company's proposal did not meet the requirements of the client's request. 

"It is very important that we come across as professional," said Herman.  "Even a minor mistake will cast doubt upon the quality of our work."  Those who agreed with Herman liked his attention to detail.

The difference between Herman and Roxanne can be seen clearly through the perspective of Behavior.

			What type of Behavior is each person exhibiting? In what ways are the Behaviors complementary? What might team members do to reduce stress? See Four Secrets, bottom of p.25, bottom of p.29