The Humanistic-Encouraging scale measures our interest in people, our tendency to care about others, and our ability to encourage them to improve. Humanistic-Encouraging people are accepting of themselves, and accept others for who they are — without question or criticism. In fact, those scoring higher on this scale have unconditional positive regard for others. This absolute acceptance enables people to grow the most and take greater responsibility for themselves.
Humanistic-Encouraging individuals believe they can assist others in fulfilling their potential by providing a supportive climate that inspires self-improvement. Although very high scores on this scale are uncommon, the Humanistic-Encouraging style is positive, healthy and effective. Those who use it are sensitive to people's needs, and will devote energy to counseling and coaching others. They have a refined knowledge of people, and demonstrate maturity and consideration when dealing with them.
Humanistic-Encouraging people gain satisfaction through seeing others grow, and typically form meaningful relationships. Their willingness to take time with people makes them excellent leaders, managers and teachers.
In general, this style is characterized by:
• A focused concern for the growth and development of people
• Appreciation of the strengths in others, and belief in their potential for improvement
• Optimism regarding what people can accomplish
• A nurturing approach to relationships
• The willingness to assist others with self-improvement
• The ability to inspire and motivate others
The Humanistic-Encouraging Manager
Humanistic-Encouraging managers inspire their subordinates to think, grow and take responsibility for themselves. They do this by demonstrating belief in what their staff members can accomplish. These managers build problem-solving skills and confidence by asking insightful questions designed to help subordinates arrive at their own solutions.
Humanistic-Encouraging managers consistently show faith in their subordinates' ability to improve themselves, and actively support their efforts. As a management style, Humanistic-Encouraging is highly effective at obtaining measurable, bottom-line results: subordinates easily develop respect for these managers, and are motivated to achieve and sustain peak performance levels.
Your Results on the Humanistic-Encouraging Style
Your results on this style, as indicated by the , are in the high range. Thus it is likely that you'll find the following to be descriptive of you:
Humanistic-Encouraging Scores in the High Range You believe that you can help people improve, and enjoy guiding and supporting their efforts. Because this style represents the most effective use of such human relations skills as listening and demonstrating genuine concern for others, your score indicates that you tend to use these skills regularly and proficiently.
Seeing the best in people is important to you. In fact, your ability to combine an acceptance of others as they are with the inspiration and encouragement they need to become even better is what makes you a valuable mentor, manager, co-worker worker, and friend.
People with scores in the medium and low ranges may exhibit different thinking and behavioral tendencies that those described above. While your score did not fall in those ranges, you may find the following descriptions useful:
Humanistic-Encouraging Scores in the Medium Range Look at your score carefully to determine its closeness to the High or Low range. If you scored closer to the High range, you often demonstrate concern for others and can be supportive of them. Because you generally try to encourage people in their efforts to improve, others probably see you as inspirational. You recognize the value of positive feedback and frequently use it as a motivator.
If you scored closer to the Low range, you are somewhat less skilled at encouraging others. While you may be friendly and able to sustain healthy relationships, you may not consistently support people. Although your human relations skills may not be as fine-tuned as they could be, scoring in this range indicates that you can improve them.
Humanistic-Encouraging Scores in the Low Range You could be placing unnecessary limits on your relationships. Because your approach to people tends to be somewhat detached, you may have difficulty encouraging others. You are frequently uncomfortable relating to people, and often choose to work alone. Your tendency to become preoccupied with your own problems can make it hard for you to demonstrate concern for others' needs.

How Humanistic-Encouraging Relates to Other Styles
Note: In this section, statements that are followed by a green , indicate statements that are relevant to your profile. Other statements, followed by a red , indicate statements that may not apply directly to you. These statements may still be of interest in that they describe how the different styles work together.
A higher Achievement (11 o'clock position) score works well with a higher Humanistic-Encouraging score. When the Achievement-oriented concerns for task accomplishment and quality results are combined with the human relations skills characteristic of Humanistic-Encouraging, the result is a well-balanced, effective approach to life, with equal concern for people and tasks.
The skeptical, questioning behavior associated with a higher Oppositional (7 o'clock position) score works against the supportive, nurturing characteristics of Humanistic-Encouraging. However, combining these styles in varying degrees can work effectively for those in management. A higher Humanistic-Encouraging score combined with a moderate degree of skepticism (a Medium-range Oppositional score) signifies a supportive leader who will seek the best from subordinates by challenging them.
A higher Power (8 o'clock position) score can reduce your Humanistic- Encouraging behavior. The domineering behavior and need for control that characterize the Power style will work to diminish the strong support of people reflected in Humanistic-Encouraging.
Scoring higher on the Perfectionistic scale (10 o'clock position) can affect your Humanistic-Encouraging behavior. Perfectionists need to be seen as perfect at all times. They avoid getting close to others for fear that their "imperfections" will be discovered. This avoidance of interaction generally results in a lower Humanistic-Encouraging score.
Higher scores for the defensive styles of Conventional, Dependent and/or Avoidance (4, 5, and 6 o'clock positions) can affect your Humanistic-Encouraging behavior. These styles reflect a tendency toward self-protection and an over-reliance on others for direction and assistance. Scoring higher in one or all of these self-defeating styles can indicate a reduction in your desire and ability to encourage others.
Becoming More Effective: Steps To Change
Developing the skills associated with the Humanistic-Encouraging style can strengthen both your knowledge of people and the quality of your relationships.
The more these statements describe you, the less Humanistic-Encouraging you are now:
• Uncomfortable interacting with others
• Can be distant; possibly aloof
• Lack close relationships
• Uneasy revealing your feelings
• Experience problems working in groups
• Have difficulty communicating
• Disinterested in the needs of others
Use these suggestions to become more Humanistic-Encouraging:
• Think about qualities you admire in someone who was in some way responsible for your growth and development. Recognizing the difference this person made in your life will help you understand the value of developing this style.
• Increase your interest in those around you. Listen attentively, ask questions, and get to know people.
• Solicit ideas and feedback. Ask others what they think.
• Learn to accept people for who they are. Acknowledge and appreciate their unique qualities.
• Put yourself in someone else's place. Listen to other points of view.
• Be open about your feelings and thoughts. This encourages others to be open in return.
• Talk less and listen more.
• Learn to ask for help.
• Seek out opportunities to coach and teach others, at work or in your personal life.
• Give more of yourself, and take more time with people.
• Provide sincere appreciation to others for the things they do for you. A note of thanks can go a long way.
• Select one person and concentrate your efforts on encouraging him or her. Notice the difference it makes in that person's life, as well as in your own.
Becoming more Humanistic-Encouraging can result in these benefits:
• Improved ability to lead, manage or teach
• Closer, more rewarding relationships
• More respect for others
• Enhanced listening skills
• Feelings of satisfaction derived from encouraging others
• The ability to achieve higher-quality results through seeking others' input
• A broader acceptance of people
• More patience
• The ability to act as a mentor to others
• Appreciation from those who benefit from your improved human relations skills
• The ability to accomplish tasks more productively because of the improvement in your work and team relationships
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Humanistic-Encouraging people regularly and proficiently demonstrate their support of, and concern for, others.