How they operate: People with Steadiness style get from point A to point B slowly, with tiny steps. Usually they have no goals in life. It is important to make a distinction between the apparent aimlessness of the Influence style and the very real aimlessness of the Steadiness style. People with high I have multiple goals. They are clear about what they want to do with their life, at any given moment, they just do not do it. On the other hand, if you ask someone with high S about what they desire, what their goal is in life, most probably they will not be able to tell. They like dressing comfortably. The colours are subdued, as unobtrusive as possible. The criteria for selection is often price and practicality. Their movements and walking are less energetic, rather slow.

How they see themselves: persistent, calm, team players, helpful, self-sacrificing

How we see them: slow, passive, unable to change, indifferent, stubborn

Their main emotion: is that they hide their emotions

Their fear: loss of stability, change

Reaction to fear: they tolerate it

Their natural strengths: teamwork and realizing others’ goals; they are loyal, persistent, adapt to others, pay attention to deadlines

Weaknesses: they don’t like change, they sacrifice their own interests, they find it hard to say no, they hesitate and procrastinate

Stress factors: insensitivity, impatience

When stress appears, they become: inflexible, hesitant, indifferent, silent

Under constant stress: they speak out and tell everyone off

What steals their time: postponing unpleasant tasks, habits, resistance to change

Steadiness style people are relationship-oriented, but passive and introverted (that is, focusing inward, gaining energy from being on their own). They are more relaxed and restrained than their extrovert counterparts, but because of their relationship orientation they love to be in peace with others, and always consider the impact of their actions on others. People with the Steadiness style get from point A to point B slowly, with tiny steps, marching toward the goal in a disciplined and persistent way. Once they start doing something, they like to finish it, calmly, step by step.

The main motivation for the Steadiness style is security, and to maintain stability and peace. At the workplace, they prefer more controlled, but democratic and predictable environments. They love routine work and feel uncomfortable when their daily routine disintegrates, and they have to perform in hectic conditions. They dread changes that threaten their comfort. If they can, they avoid risks and any quick changes that they have not had time and opportunity to prepare for in advance. They are reluctant to make quick decisions, and rather try to withdraw from such situations.

They like to work in a team, they are patient and kind with their peers. At first, they may seem a little reserved, distant, as they wait before opening up. They will loosen up if they feel acceptance and trust on the part of the others and so they can feel safe. If they already feel at home in a team, they often play the role of peacekeeper: in a conflict, they strive to restore peace and tranquility as quickly as possible.

Being introverted, they are more restrained and feel uncomfortable in the center of attention. They love to stay in the background and help their team. They avoid competition and open conflicts as they prefer mutual acceptance and cooperation. They feel overwhelmed by dominant, aggressive or loud people who can upset the peace. They will not openly disagree or speak against them, but rather try to avoid confrontation in a more passive way, for example through procrastination or pushing the responsibilty of deciding on someone else (I still have to consult my boss, etc.).

People with a high S value are less likely to be in management positions than other behavioral styles. The reason for this is that the ‘classically expected’ D, that is dominant behavior, is their direct opposite: S is introverted and not extroverted, S is relationship-oriented and not task-oriented. As Steadiness style people instinctively avoid conflicts and find it difficult to change, they would be under severe stress in a very dynamic environment, in a high performance-focused organization, and above a certain level of management. Working at a little ‘lower temperature’, however, they can be loved leaders of a relatively constant team. Because of their relationship orientation, they are very helpful and patient with others, they will always be able to support their direct reports.

They are the fixed points: they are generally loyal to the team or organization, and as a result they tend to stay a position for a longer time than other styles. They can be counted on. Stable, long-term and deep human relationships are very important to them, they are the most loyal among the four styles. Once committed, they never give up, they carefully cultivate their relationships.

To sum up: Steadiness style leaders stand out with their balanced style. They create harmony and trust around themselves, building on long-term personal and working relationships. They are really trying to get to know their direct colleagues and build personal relationships with them. Loyalty is extremely important to them, and they consider it their personal failure if one of their reports decide to leave the company. Instead of a hierarchical leadership style, they believe in the climate of trust, they ask rather than instruct. They are supportive, patient and understanding, and thus find it difficult when they have to exhibit confrontational behaviour. They like to postpone or leave hard decisions for others, for example, when they have to reprimand or fire someone. They have trouble changing, and they are stressed by dealing with unexpected situations or making risky decisions.

Development areas

• They place too much emphasis on maintaining stability
• They are too resistant to change
• They are too slow to adapt to rapid changes
• Too much delay in making decisions
• They are not innovative enough
• They are too satisfied with things as they are
• Rather passive than initiative

How to communicate with them

• Be pleasant and friendly
• Be honest with them
• Be patient, do not force anything too fast
• Allow them to resist change, reassure them, and explain the need for change
• Don’t be threatening; always behave openly and respectfully
• Keep the peace and “do not stir up the quiet waters” around them
• Reduce the risks for them and other participants

DISCLAIMER / Addendum
We would also like to draw your attention to the fact that people are always multi-dimensional, they can rarely be described with one behavioral style. Usually there is a secondary or tertiary style that affect their behaviour. In addition, the adaptive behavior of most people differs from their natural behavioral profile, which should always be taken into account as well. The values that motivate behaviour – and serve as an explanation to others – are always there, under the surface.
The above summary fits people with high S (Steadiness) value and gives a partial description without recognizing the impact of the motivations, the other styles, and their natural vs. adaptive behavioral profile.