Understanding the Decisive Behavioral Style

Cathie Leimbach • August 10, 2021

Being aware of your and your employees' primary and backup workplace behavior styles will make you a better leader. This self-awareness helps you to:

  • more quickly engage and motivate each of your employees
  • recognize your own strengths and weaknesses
  • communicate more effectively with each employee by tailoring conversations to fit their workplace behavioral style.

 

When someone’s primary behavioral work style is decisive they tend to blend a low level of emotional responsiveness with a relatively high degree of assertiveness. Individuals with this behavioral style tend to make decisions using logical analysis, weighing the pros and cons objectively. They prefer to focus on possibilities and the big picture.

 

Members of your team with Decisive as their primary work style tend to have the following strengths:

  • goal-oriented
  • achievement-driven
  • independent
  • analytical
  • conceptual
  • inventive
  • logical

 

They will take their time to concentrate and give correct answers. Challenges, variety, and change are enjoyed and keep them motivated and engaged.

 

Limitations to the Decisive work style include:

  • impatience
  • insensitivity
  • becoming bored by routine and details
  • demanding
  • blunt
  • poor listeners

 

Leaders with this Decisive style will benefit from being aware of their limitations and becoming conscious of modifying communication, practicing better listening skills, and effectively connecting with team members who have other work styles. 

 

Management effectiveness can be improved by practicing different ways of communicating with their employees. For example:

 

Rather than saying "Ok, let's just get this done now" to the team (impatient and demanding),

Do this instead. "I would like to get this completed by next Thursday. What do you need from me to reach that goal?

 

Rather than saying, "You are just not doing a good job" (both blunt and insensitive)

Do this instead using open-ended questions. "I have noticed that you have been having difficulties meeting deadlines. What has been causing you to miss deadlines? How I can help?"

 

There are challenges with the Decisive work style. These employees may find it difficult to interact effectively within their team. Because they want to get to the point quickly, they may not listen well to other team members. Their results-oriented and competitive nature can shut down the contribution of other co-workers.

 

Coaching these employees will almost always include helping them learn more effective communication strategies. Because they are logic-based and analytical, provide reasons why communicating differently with their team members will be beneficial. 

 

Make sure that they are in a right-fit position within the team. Employees with the Decisive work style make outstanding researchers and can strengthen the team by contributing their analytical perspective and objectivity. Positioned correctly, the rest of the team will value the input provided.

 

Providing feedback on the quality of their work will be motivating and keep these employees engaged. Recognize their capabilities and ideas. Give them opportunities to learn and build competencies and logical processes.

 

Because Decisive employees can become bored by routines, make sure that they are consistently challenged and able to explore new ideas and options.

The Deadline Only You Knew About

By Cathie Leimbach • October 20, 2026
"When you get a chance." Kelly meant Wednesday. Alex heard next week. The report needed fixing. Alex had said he'd take care of it. So, when she opened the file before Thursday's meeting, she expected to see the changes. They weren't there. "I thought you meant next week," Alex said. "And I wasn't sure which sections you wanted changed." Kelly was frustrated. This wasn't the first time something had slipped. But as she replayed their conversation, she remembered what she'd actually said: "Can you tidy this up when you get a chance?" She had a deadline in mind. She knew exactly what needed changing. She hadn't told Alex either one. The Symptom Missed deadlines. Quiet resentment. The thought, "This isn't the first time." It's hard to hold someone accountable for an expectation that was never stated. Too often, when a leader’s expectation isn’t met, they think, "my team members just don't follow through" or "I shouldn't have to chase people." Yet, the problem is often that the leader didn’t communicate clearly. Requests like "Keep me updated," "Make this a priority", and "Be more proactive" may feel clear in your mind when you say it. But others may leave the conversation with a very different picture in their mind. Then, leaders are frustrated when the result doesn't match their intention. The Tip Healthy accountability starts with a shared understanding of what needs to happen. It continues when you follow up on what was agreed to. Before you finish your next conversation about a task, make sure you've settled four things: What needs doing What the desired result includes Who will do it When it is to be done by After you have clearly stated your expectations, ask the other person to state the specifics of the assignment. Give them an opportunity to raise questions or discuss competing demands. Kelly could have said: "Alex, please update the sales figures and add a short summary of what's changed since last month. I need it by Wednesday, October 28, at 3:00 pm so I can review it before Thursday's meeting. To be sure I explained the task well enough, please state what I asked you to do.” “What challenges might get in the way?" Then agree on what happens if a problem comes up: "If that timing looks too tight, let me know by Tuesday so we can work out the next step." Now there's a commitment you can both refer to. If Wednesday comes and the report isn't ready, Kelly can address it directly: "We agreed it would be ready by 3:00 today, and I haven't received it. What happened?" Clarity won't prevent every missed deadline. But it increases the chances that everyone is on the same page – and that your expectations will be met. When leaders make expectations clear and are open to employee questions and concerns, accountability becomes part of how the team works. Quality results become the norm. Conversation is Where Leadership Happens™ Do you wonder how to make your expectations clearer or how to avoid frustration when holding others accountable? Join Us on November 16  Join our Workplace Conversations Clinic on November 16 to practice setting clear expectations and following up when things slip. You could also have a chance to practice difficult conversations within your team. Reserve your place → HERE

They Can't Read Your Mind. Tell Them You Appreciate Them.

By Cathie Leimbach • October 13, 2026
"I thought you knew I appreciated your work." Kate hadn't planned to say those words in a one-to-one. But when a team member told her, "I'm never quite sure whether you think I'm doing a good job," she was caught off guard. He was someone she relied on. He helped new colleagues settle in, handled difficult customers calmly, and often spotted problems before they got bigger. Of course she valued him. Then she tried to remember the last time she'd told him, and what she'd actually said. There was a quick "Thanks, everyone" at the end of a meeting. A "Great work" in a team email. But she couldn't recall ever telling him what she had noticed about his contribution. Kate had been worried about rising absences and a team that seemed less involved. Praise wouldn't explain or fix every issue. Still, this conversation raised a question she hadn't considered: how many people on her team were feeling their efforts weren’t noticed or appreciated? It's easy to assume people know we appreciate them, especially the ones who quietly get on with the job. We turn our attention to whatever needs fixing, and we don’t acknowledge the people who are doing good work. Meanwhile, people who never receive thanks start to wonder if they are noticed, pull back, stop offering their ideas, and start job hunting elsewhere. Try this week: Look for one contribution each person on your team is making . Tell them what you notice about their work and why it matters. Instead of simply saying, "Good job," try: "Thanks for staying ten minutes past shift change to walk Jamie through the new changeover on Line 3. She now knows exactly what to do instead of guessing." Three elements of meaningful praise are: Be specific. Name what they did and the effect it had. Keep it natural and proportionate. A quiet word can mean a lot. Recognition doesn’t have to be in front of the whole team. Let it stand on its own. Don’t add a "but" or a new request right after the positive feedback. Sincere, specific praise helps people feel seen. It builds rapport because you're showing you notice how they contribute, not just whether the task got done. And people are more likely to speak up and share ideas when they feel heard and connected to the people they work with.  Conversation is Where Leadership Happens™ How often does your appreciation go unspoken? Join our Workplace Conversations Clinic on October 19, 3:00 to 3:30 PM, live on Zoom. You'll practice giving praise that feels natural and helps people feel valued. You'll also have the chance to practice other difficult workplace conversations, from raising concerns to working through disagreements. Reserve your place here!